Adjusting to the characteristics and desires of younger employees has been the source of much research. The Gallup Group found that the majority of millennials (55%) are less engaged at work than all other generations and that earning more money is not the primary driving force for them.
Most organizational employee recognition programs place a lot, if not all, of the responsibility for recognizing good work of their team members squarely on the shoulders of managers or supervisions. This is unfortunate and, actually, creates unwanted negative effects.
Negativity is one of the most common, and deeply ingrained, obstacles to a healthy work environment.
Sometimes well-meaning supervisors (and sometimes leaders who don’t want to do the hard work of dealing with problems) try to use appreciation as a “quick fix” for deeper issues that need to be addressed.
There are practical steps that can be taken that can help get past challenges of being perceived as not genuinely valuing your colleagues
There is a tension between those who resent being told they should communicate appreciation for employees “doing their job” and those who believe that supervisors need to grow in their willingness (and ability) to communicate genuine appreciation to team members for doing their jobs well.
Long-term care workers are inundated daily with reasons to be emotionally and physically stressed.
Long-term care leaders often realize their team members are stressed, but they don’t know what to do to encourage them. This can lead to very bad situations.
