Insights

Latest Insurance Talent Perspectives

The Human Element of AI Transformation

Discover ways to effectively navigate through AI transformation. Only 4% of companies say they’re creating real value from their AI investments. The key differentiator is how well organizations manage the human side of implementation. 

Download the white paper to explore best practices for taking a human-focused approach as you lead through change.

Recruiter Report: Find the “Perfect” Candidate

Finding top talent remains difficult in today’s labor market. However, holding out for the “perfect” candidate may mean losing out on high-potential individuals that would thrive in the role.

Read our blog post gain insights on redefining what the ideal candidate looks like and share how to take a realistic and future-focused approach to making the right hire.

Explore Our Full Thought Leadership Library

  • Reset

What’s in Store for the Actuarial Field in 2015?

From the emergence of data analytics to the increased need to attract young talent, the insurance industry is being impacted by a number of hot button trends. But what is in store for the actuarial space? We have identified the top five trending actuarial issues that are sure to make an impact in the coming year. One of these key trends includes significant changes to the current actuarial structure. These changes are adding to the complexity of the actuarial role and the demands on actuarial professionals. Companies are bolstering their current risk management practices—they have added additional staff and are creating risk management departments completely separate from actuarial ones. This evolution has included the addition of new roles, such as chief risk officer, as well as a sizable increase in the governance and risk management practices in place. A move toward centralized modeling departments is contributing to the corporate structure changes being made by insurers. In order to support the need for strong risk management and model governance, while preventing employee burnout, insurance organizations need to appreciate the added demands of actuaries. Ensuring that the proper structure and appropriate talent are in place is key to success in the coming year.  Want to learn more about the top trends affecting actuaries in 2015? Download our full guide for an inside look. 

Love the One You’re With: Increasing Employee Engagement

Happy, engaged employees are the key to a successful workforce. The employees who love their jobs and their companies are the most productive, effective and loyal. The positive energy these professionals bring to the workplace not only helps to create a cheerful work environment, but also directly affect your organization’s bottom line, service-quality and employee retention. What happens when the relationship between your organization and its employees fizzles? What can you do to bring back the spark? The last year has seen a decrease in the love employees are feeling for their employers. According to a recent survey by Virgin Pulse, 67 percent of employees are happy or have no strong feelings about their organization. While this outlook may sound high, it represents a drop of nearly 10 percent from last year. So what is to blame for this rocky patch in the employee-employer relationship? Poor work/life balance is the prime culprit. Nearly 40 percent of respondents reported that they wished their company cared a bit more about their work/life balance. For organizations looking to re-court their current staff, now is the time to show them just how much you care for and support them. Looking to re-win your team over? Consider focusing on these key happiness drivers:                Adjust the workday: When it comes to benefits that professionals would love to have, flexible work arrangements top the list. Is work-at-home an option for your organization? Could your telecommuting program use an update? Rethink your current policies to see if you can provide a more customizable, tailor-made work environment for your employees. Foster relationships: When it comes to creating a positive workplace, manager-employee and employee-coworker relationships are of great importance. In fact, 60 percent of employees report that their relationship with their manager is the deciding factor when it comes to work productivity and focus. Furthermore, 66 percent believe that good colleague relationships are key. With Gallup reporting that employees who have a best friend at work are seven times more likely to be engaged and thriving in their careers, encouraging water cooler conversations may be the ticket to a high-performing staff. Spice up the day-to-day: Don’t bore your employees with mundane tasks and projects. More than 50 percent of professionals believe that interesting and challenging work is the top reason to love their company. Focus on meaningful projects and long-term tasks that will not only help meet your bottom line, but will engage and excite your staff. Bring in some Zen: A fundamental part of employee happiness is their overall well-being and health. Maintaining physical, mental and social health was at the top of the list for 28 percent of survey participants with an additional 36 percent wishing their company cared more for their emotional health. Offer social activities such as book clubs and walking groups, engage in community service, or even set up a meditation room to help your team take a step back and unwind.  Build a positive mission: Your organization’s mission not only defines your business, but is a key component of your overall company culture. For 38 percent of employees, having a positive company mission is crucial to their overall engagement—and the impact of the mission on the ultimate employee-employer relationship is growing. Make sure you are connecting employee projects to department and company goals. Encourage open communication and share organizational highlights with your staff. Take an interest in your employees’ careers with professional development and continuing education opportunities. Sometimes all it takes is a little love to keep your employees engaged and happy. Win them over with some of these engagement motivators and you can be on your way to a more productive, focused and successful workplace. What is your organization doing to maintain positive employee engagement?

Social Media: The New Recruitment Frontier?

It’s no secret that social media has become an integral part of today’s connected culture. In 2014, social media was already becoming a popular forum for professional recruitment—a trend that is expected to increase in the coming year. With an estimated 74 percent of all online adult internet users active on social media, it is quickly becoming a fundamental platform for engaging young professionals and top candidates. The insurance industry is currently revamping its efforts in recruiting and engaging Millennial talent. Embracing social media is becoming a crucial factor toward success. Social media is a great way for your organization to set itself apart and stand out from the crowd—key in today’s increasingly competitive labor market. According to a study conducted by LinkedIn and the Altimeter Group, 58 percent of employees are more likely to want to work at a company that uses social media, while 20 percent of individuals are more likely to stay with a social media savvy organization. Recruiters are taking note and increasing their focus on social networks as a recruitment tool. In fact, 73 percent of recruiters have already reported a plan to increase their investment in social recruiting in 2015. However, despite the widespread acceptance and adoption of social media, many recruiters and hiring managers are still unaware of how to tap into the full potential of social media for their job recruitment and hiring needs. The key is to not only be present, but engaged. The younger generation leverages social media as a standard part of the job search. It is a major red flag to candidates if you do not have a social media presence. What can your organization do to create a compelling and engaging social media presence? Prioritize your social media networks. When it comes to professional recruitment, not all social media networks are created equal. LinkedIn remains the top choice among recruiters, with 79 percent reporting they have found a hire through the site. As such, 94 percent of recruiters are utilizing LinkedIn, followed by 66 percent on Facebook. Create a two-pronged approach. Organizations wanting to increase the effectiveness of their social media outreach might want to consider a dual-pronged approach that combines both vetting and engaging potential recruits. Focus on LinkedIn as a tool to pursue potential job candidates while utilizing Facebook and Twitter for relationship building with strong content and unique posts. Follow insurance industry leaders and news sources on Twitter, share relevant industry news on Facebook and promote your organization’s thought leadership on LinkedIn. Share your company’s story. Making your organization interesting and relevant is important when appealing to today’s job candidates. Focus on sharing company culture posts and encouraging your current employees to share their experiences on your page. Highlight recent events and volunteer activities. Has your organization recently participated in an industry conference? Share your thoughts! Employees planning a food drive to support the local community? Post pictures and stories. Shift toward more “real” posts that give candidates a better sense of what your organization is all about. As mentioned in an earlier blog post, being engaged on these sites is also a great way for insurers to position themselves as modern and forward-thinking. Social networks have proven to be a great source for finding top candidates, with both quality and quantity of candidates shown to improve when a social recruiting strategy is in place. Now is the perfect time to take a second look at your current social media strategy and consider revamping it for the coming year. How is your organization using social media to recruit and retain professionals?

Did You Know? Insuring the Super Bowl

On Sunday, February 1, twenty-two on-field players, $4 million ad spots, one chart-topping pop star and more than 100 million viewers will converge in Glendale, Arizona, for the most-watched event of the year. The countdown to Super Bowl XLIX is on. As you debate the outcome of the big game, predict the top ads and stock up on Buffalo wings and dip, it’s time to brush up on your Super Bowl insurance trivia! Those outside of the insurance industry may be surprised to learn how much insurance organizations are involved in large events such as the Super Bowl. From the flyovers that often occur to the number of special events hosted on and off the field, everything is considered from a risk management perspective. So what are the top five insured items at this year’s Super Bowl? We’ve got the inside scoop. Event Cancellation: It’s hard to imagine an event as large and as prestigious as the Super Bowl being canceled. However, the threat of cancellation or postponement due to extenuating circumstances—such as the freak snowstorm that hit Cowboys stadium in 2011—is real enough for insurance to be purchased. Media Liability: From the infamous wardrobe malfunctions and out-of-control celebrities to sound issues and blackouts, organizations and sponsors are making sure they are protected. Corporate Liability: The Super Bowl offers companies the chance to impress clients, but what about a disaster en route or a client gone wild? As sponsors and corporate executives rush to the big game, they need to make sure their general and corporate liability policy extends to special events. Prize Indemnity: Entered to win a new car or a competing for thousands of dollars in the bank? The Super Bowl precipitates a number of contests and sweepstakes with huge prizes. Organizations sponsoring these contests are sure to have coverage for these competitions lest they be left footing the bill. Advertising Liability: With commercials costing upward of $4 million, big-spending advertisers are sure to throw in a little extra to protect their investment. While the big game has yet to be played, planning is already underway for 2016. And with insurance coverage near the $100 million mark, it’s easy to see why the host committee for next year’s Super Bowl is already hard at work. Now go out and wow your friends with your insider knowledge of Super Bowl insurance!

Compass 8.1: The Art Of Interviewing: Mastering The Candidate Selection Process

Today's business interviews often prove ineffective in separating the good from the great. How can organizations ensure their interviews produce impactful hires? We share insights into successful interview strategies and best practices to ensure your organization finds the ideal employee. This edition also includes our regular overview of the industry's current labor market and recent executive-level job changes.

Generational Spotlight: Traditionalists Influence the Business Landscape of Tomorrow

This blog entry is part four in Jacobson’s Generational Spotlight Series, which provides a general overview of the generations active in the workforce. While we understand that these overviews may include broad stereotypes that do not apply to all members of that particular generational breakdown, we believe there is value in looking at today’s professionals from a generational perspective in order to gain a better understanding of their viewpoints.  More commonly known as “The Greatest Generation,” the Traditionalists are a driving force in today’s workplace with seven million individuals currently employed in the United States. While smaller than the other generations, this still represents nearly five percent of the U.S. workforce. Playing a key role in forming the business world of today, these tenured individuals are a great source of perspective, knowledge and institutional wisdom. Born before 1945, the Traditionalists grew up in the wake of the “Great Depression” and in the era of nuclear families and strict discipline. World War II was the pivotal event of their lives. War heroes were celebrated upon homecoming; and overall, the nation was marked by a strong sense of commitment to families, soldiers, country, and community. Having imparted their values and work ethic into current workplace policies and procedures, the Traditionalists are expected to influence the business world for decades. What can your organization do to capitalize on this immense source of business insights? Often conservative and “old-fashioned,” this generation follows the rules, has extreme discipline and highly respects authority figures. They are accustomed to a direct style of leadership and prefer organizations with a hierarchical structure. Workplace communication and requests should be direct, face-to-face and personalized. Traditionalists are motivated by projects and tasks that relate to the overall benefit of the organization. Managers and supervisors should identify clear goals and direction when assigning tasks and connect projects to the larger picture. Traditionalists view work as a privilege. They have reached the upper echelons of the business world and continue to work because they want to. Organizations looking to hold on to these professionals should provide ample opportunities for flexible work. Part-time schedules, contract and temporary work offer these experienced professionals the ability to choose when and what kind of work they will do. The most engaged segment of today’s workforce, Traditionalists are invaluable employees. Their experience and perspectives are a great resource for an organization. These employees should be encouraged to capitalize on their experience and participate in two-way mentoring relationships with their younger counterparts. Organizations may also want to engage these individuals through committees and advisory roles that will enable them to share their hard-earned wisdom.  Today’s Traditionalist professionals offer a wealth of knowledge and insider observations that can be very valuable to any organization. With their perspectives and practices expected to shape the business world long after they have retired, cultivating this generation is key. How is your organization reaching out and engaging its tenured, Traditionalist employees?

Generational Spotlight: Baby Boomers as the Workplace Leaders

This blog entry is part three in Jacobson’s Generational Spotlight Series, which provides a general overview of the generations active in the workforce. While we understand that these overviews may include broad stereotypes that do not apply to all members of that particular breakdown, we believe there is value in looking at today’s professionals from a generational perspective in order to gain a better understanding of their viewpoints.  Conversationally known as “Boomers,” Baby Boomers are the largest generational cohort currently employed. With 66 million professionals, the Boomers comprise 44 percent of the U.S. workforce. While these experienced individuals hold most of the power and control within the workplace, retirements are on the horizon and many early boomers are already on the cusp of exiting the business world. However, The Baby Boomers are also revolutionizing retirement, choosing to work passed the traditional retirement age or reinventing themselves with careers in other industries. They are starting new businesses, pursuing their interests, and finding satisfying “second careers” in both the private and not-for-profit sectors. In order to retain these progressive professionals, organizations must focus on creating a culture and environment that supports their desires and needs. Just who are these business leaders and what are their motivations? What can organizations do to ensure their Baby Boomer employees are happy and engaged? Growing up in the post-World War II era—between 1946 and 1964—Boomers were shaped by parents who believed that life would be better for this new, and largest ever, generation. By 1967, the Boomers, then aged 25 and under, were named Time magazine’s Man of the Year. They were the first generation to be graded on “working well with others” and were shaped by climactic events including the assassination of President Kennedy, the U.S. moon landing, and the Vietnam War. For the Baby Boomers, work is a place to prove their worth, resulting in a “whatever it takes” and “going the extra mile” mindset. They possess a strong work ethic and focus on their careers as a defining characteristic. As a result, Baby Boomers, more than any other generation, put emphasis on jobs that recognize their immense experience, offices that are respectable and have status, and organizations that provide formal recognition. Organizations looking to retain these experienced leaders should focus on acknowledging their skills and contributions by giving them leadership and supervisory roles and functions, and encouraging them to share their experiences with their younger colleagues through mentoring. Having been taught at a young age to be good members of a team, Baby Boomers place significant emphasis on making a difference and contributing to their team and organization as a whole. Companies should emphasize how important these employees are to their teams and the value that they add to the organization. They should highlight how the individual’s work is benefiting the organization and how they make a difference on a daily basis. In light of the recent focus on filling the talent pipeline, organizations may be overlooking the Baby Boomer generation and missing out on the valuable knowledge and skills they offer. Is your organization making efforts to engage and retain its Baby Boomer professionals? 

Generational Spotlight: Generation X Poised to Take the Lead

This blog entry is part two in Jacobson’s Generational Spotlight Series, which provides a general overview of the generations active in the workforce. While we understand that these overviews may include broad stereotypes that do not apply to all members of that particular generational breakdown, we believe there is value in looking at today’s professionals from a generational perspective in order to gain a better understanding of their viewpoints.  Generation X—also known as the Baby Busters, Post-Boomers and the Thirteenth Generation—currently accounts for 33% of the U.S. labor force, with 50 million employees. With the insurance industry expecting to see a dramatic loss of executive and management level talent due to an impending wave of retirements, these professionals are preparing to step up into industry leadership roles. But what does this generation of professionals look like? How can organizations prepare themselves for Generation X’s shift into a leadership position? Born between 1965 and 1980, Generation X grew up hearing adults worry about recession, inflation and stagflation. They saw world leaders, including President Nixon, fall from grace. They were shaped by historic events such as Chernobyl, the fall of the Berlin Wall and the Tiananmen Square uprisings.  Generation X is pragmatic, resourceful and innovative. They thrive on challenges and enjoy tasks and assignments that allow them to demonstrate their personal skills. They value global thought, technology and independence. In the workplace, Gen X professionals enjoy achieving measurable goals and streamlining systems and processes for success. They look for organizations that offer flexible schedules and will adapt to their preferences. For Gen Xers, autonomy is key. They are self-reliant in their professional careers and desire the freedom to manage themselves. Organizations should provide them with control over their work, learning and schedule. Tap into their adaptability for challenging and important tasks. Consider setting aside time for Gen X employees to work on personal projects or allow them to choose their own assignments. In addition to autonomy, Gen Xers place great emphasis on results and believe they should be rewarded for their achievements. Make sure your organization is aligning visibility, promotions and rewards on results rather than tenure lest you disengage your Gen X employees. Provide frequent, accurate, specific and timely feedback on professional performance and room for improvement. Gen Xers want to build their skills and improve their resumes, so this targeted advice is important to them.  Professional growth is key to Gen X engagement. This generation is focused on the ability to grow and develop their skills. In fact, Gen X employees identify professional development as their most-desired job perk. Focus on ramping up your career development and training programs in order to provide these employees with the ability to grow and develop their skills. Present opportunities for Gen Xers to take on additional responsibilities, stretch assignments and supervisory duties. Encourage them to join professional groups or associations or institute a companywide mentoring program. Offer financial support for continuing education programs and professional training. Not only will this go a long way in supporting employee engagement, but a professional development program will also help position Gen X for a role at the top of the company ladder. Generation X is poised to take the helm of the insurance industry. What is your organization doing to support them?

Generational Spotlight: Millennials Shaping the Future Workplace

This blog entry is part one in Jacobson’s Generational Spotlight Series, which provides a general overview of the generations active in the workforce. While we understand that these overviews may include broad stereotypes that do not apply to all members of that particular generational breakdown, we believe there is value in looking at today’s professionals from a generational perspective in order to gain a better understanding of their viewpoints.  The Millennial generation—currently 77 million strong—is entering the workforce in vast numbers. Currently, Millennials account for 25% of the U.S. workforce and are expected to form 50% of the global workforce by 2020. They are the fastest-growing generational cohort and are expected to shape the world of work for years to come. In order to recruit and retain this fast-growing generation, organizations must understand and appeal to their perspectives and desires. But just who are these Millennial professionals and what can organizations do to prepare for their foray into the world of business? Born between 1980 and 2000, Millennials grew up in the era of “soccer moms” and multiculturalism. They were shaped by the end of apartheid, the fall of the Soviet Union, the World Trade Center attacks and subsequent wars in the Middle East. They grew up in a world that is global, connected and 24/7. In the workplace, Millennials are looking for organizations that provide flexible hours, access to technology, room for professional development and a company culture that fosters work/life balance. They are likely to arrive on the job with high expectations and want to jump right into the day-to-day office workings. While they believe in the importance of a well-paying job, work is not seen as the sole priority in life. Rather, many Millennials desire to live meaningful, well-balanced lives and would readily sacrifice money to live the life they want. Research shows that members of the Millennial generation tend to exhibit high levels of social concern and responsibility, wanting to make a difference and turn the world into a better place. They are drawn to organizations that have a socially minded culture and are supportive of their community. In fact, as mentioned in an earlier post, 61% of Millennials factor a company’s commitment to the community when making a job decision with 70% saying that they strongly favor companies with a reputation of community involvement. Highlighting corporate citizenship and the meaningful volunteer efforts your organization participates in is an important part of attracting this socially-conscious generation. Millennials also possess a keen desire to learn from their leaders and colleagues. Organizations should consider pairing them up with mentors to guide them through their career journey. Managers and supervisors should be aware of their Millennial employees’ personal goals and spend time coaching and supporting them as they work toward them. Millennials also boast some of the highest levels of education seen to-date and are eager for continuing education opportunities. They are hungry to expand their knowledge and experience and are likely to seek alternate job opportunities if they feel as if they are unchallenged in their current roles. Companies should look into offering lunch and learn programs, providing access to external, professional training and giving stretch assignments to challenge and engage these young professionals. Millennials have already begun to make significant waves in the workforce with their unique perspectives and insights. According to PricewaterhouseCoopers, “Their career aspirations, attitudes about work, and knowledge of new technologies will define the culture of the 21st century workplace.” What is your organization doing to prepare?

Corporate Citizenship: An Overlooked Talent Solution?

Ten volunteers, a few glue sticks, construction paper and a surprise visit from the one-and-only Cookie Monster are all it took to foster employee engagement and help promote the unique company culture at The Jacobson Group. On October 16th, a group of Jacobson employees visited Chicago’s Harold Washington Library as part of the Insurance Industry Charitable Foundation’s (IICF) Week of Giving event. Participating in the newly launched Every Day is a Reading and Writing Day initiative, our volunteers joined together with local children and families to participate in interactive Sesame Street games, videos and activities designed to encourage children and the adults in their lives to read and write together.  But how exactly does this relate to promoting a company culture and building employee engagement? Today’s professionals are looking for an organization where they can find meaning in their work. They want to feel like they are contributing to the greater good and providing a benefit to their community. They look for organizations where they can be socially relevant and impactful. In fact, a Deloitte survey found that 61% of Millennials factor a company’s commitment to the community when making a job decision with 70% saying that they strongly favor companies with a reputation of community involvement. With the insurance industry facing an increasingly competitive labor market, building awareness of the industry as a profession that “does good” is becoming more and more important.  Insurance is a noble profession with a history of making a difference in the lives of individuals and communities. However, this story is not well-known among the general public. By promoting involvement in volunteer and community service opportunities, like the recent IICF initiative, insurance organizations are building a positive corporate image and publicizing a company culture that is highly attractive to today’s professionals. But building a positive company image is just one piece of the corporate citizenship puzzle. Organizing and encouraging volunteerism is also a great way for companies to promote employee engagement. According to a study conducted by Dale Carnegie and MSW Research, 54% of employees who are proud of their organizations’ community service contributions are more likely to be engaged. With Gallup reporting that just over 1 out of 10 workers in the U.S. actually enjoys their job, increasing engagement in the workplace is key to business success. In fact, organizations with engaged staff outperform those with disengaged employees by up to 202%.   Embracing charity projects and volunteerism allows companies to lend a purpose to their employees and provides a chance for staff to step away from their daily tasks and avoid potential burnout. It gives them a new outlook and renewed appreciation for the work that both they and their company are doing. With the competition for top talent heating up, a corporate citizenship program provides organizations with a solution that positively impacts both their talent retention and recruitment. What is your organization doing to provide charity and volunteer opportunities to your employees?

Generation X: Growing Tomorrow’s Insurance Leaders

The leadership landscape of the insurance industry is poised to undergo monumental changes during the next 10 years. Currently, the fraction of professionals aged 55 and older within the insurance industry is nearly 30 percent higher than that same fraction measured within the economy as a whole. In addition, almost 25 percent of the current workforce is predicted to be on the verge of retirement by 2018. At this rate, experts estimate the industry will need to fill 400,000 positions by 2020 in order to remain fully staffed. Seeing this massive leadership exodus approaching, insurance organizations are seeking strategies and solutions to prepare for the impending departures and to minimize the loss of valuable knowledge and skills. Fortunately, Generation X is in position to step up to the plate. This dynamic group of professionals (aged 33-53) is entrepreneurial, open-minded, honest, tech-savvy and creative—all valuable leadership characteristics. The problem arises when one considers that Gen X has often become the forgotten generation in the industry’s impending war for talent.  In preparing for the oncoming talent storm, insurance organizations have focused on attracting and engaging Millennials. Currently, Millennials account for 25 percent of the U.S. workforce and are expected to form 50 percent of the global workforce by 2020. This talented and innovative generation certainly offers a viable solution to the extensive talent influx needed industrywide. Yet, these young professionals may not have the experience nor the professional maturity to step into the key leadership and C-suite roles left vacant by retiring Baby Boomers. Gen Xers, on the other hand, do have the hands-on knowledge and background needed to fill this void.  However, many of these individuals may be frustrated with their current roles, feeling overlooked by their employers. During the past few years, Gen X employees have found themselves without an upward career path as Baby Boomers delayed their retirement amid the economic downturn and training budgets suffered cutbacks. Feeling stuck in a “flat” organization, these professionals have been tempted by opportunities outside the industry or within other organizations in order to climb the ladder.  The time is now to re-engage mid-level employees and potential future leaders. Gen Xers value independence, global thought and technology. In addition to flexible schedules, they look for professional opportunities that offer autonomy, open feedback, and the ability to grow their skills. In fact, Gen Xers identify professional development as their most-desired job perk. Considering the increasingly competitive talent market, engaging these employees through education and advancement opportunities will be vital in building a robust talent bench. Now that the economy has recovered and the insurance industry finds itself experiencing a return to its pre-recession state, insurers should take a second look at their discontinued or trimmed professional development and education programs and determine the best way to begin rebuilding them. A professional development program can be as simple as encouraging employees to join professional groups or associations or establishing a company-wide mentorship program. Consider offering financial support for external continuing education programs and professional training. Provide stretch assignments, additional responsibilities and supervisory functions. Not only do these opportunities help to build employee engagement and increase retention, but they provide organizations with the chance to groom their next generation of leadership.  Fortunately, some insurance organizations have already recognized this emerging need and have begun instituting programs specifically targeting Gen Xers. Only by shifting the focus to cultivating and engaging today’s mid-level, Gen X employees can insurance organizations transition their current staff into the leaders of tomorrow. What is your organization doing to transition Generation X into tomorrow’s leaders?

Personal Cheerleaders: Should Management Double as Employee Coaches?

The most important part of any organization is its employees. The effective engagement of employees can be the difference between business success and failure. However, as mentioned in a previous blog post, Gallup reports that 63% of U.S. employees are unhappy with their jobs, while 24% actively hate their position. Together, these number reflect a bleak reality where just over 1 in 10 U.S. employees actually enjoy their work.  Many organizations facing a disengaged workforce may be overlooking the key role that management plays in creating a happy, engaged company culture.  Employees want to feel like a valued part of a team rather than just a cog in the corporate machine. By taking a personal interest in their employees, managers are engendering a spirt of comradery and reinforcing the idea that the employee is respected as an individual, not just as another member of the organization. The new managerial mindset needs to shift from “How can I get the best performance from my team?” to “How can I help my team develop?”  By focusing on employees’ development, managers no longer have to ask the question of how to get top performance. Only by supporting and facilitating the personal and professional development of employees, can managers truly attain top-performing staff. Armed with this understanding, what can managers do to fully embrace this role? Here are three tips to help you transition into a “cheerleader” management mindset: Schedule regular conversations and one-on-ones. Don’t just rely on the standard annual discussion to talk to your employees about their personal and professional goals. Try and connect with your staff on a more frequent basis to learn more about how they are progressing towards their professional goals and to support them in their development efforts. These short conversations will allow you to spot potential learning opportunities and refine their goals as needed. Encourage employees to take on new roles. When starting work on a project or assigning tasks, ask your employees for their input on how they feel they can best contribute. Allow them the opportunity to take on a new task or expand their responsibilities. This allows organizations to provide on-the-job learning and to avoid only assigning employees with tasks they are already proficient at. Make sure your staff is aware of the organization’s goals. Employees want to feel like they are contributing to the overall success of their organization. Be transparent about the state of the company and any upcoming changes or projects. Not only will this improve employee morale, but it encourages employees to consider how their projects fit within the scope of the entire organization.  In order to foster a positive, engaging work environment, today’s managers must embrace their roles as coaches and cheerleaders. Helping employees develop and pursue meaningful development milestones not only strengthens employee commitment and happiness, but goes a long way in increasing retention and improving performance.