08 Jan How to Really Know How Your Employees Are Doing: A Global Mobility Manager’s Guide

In today’s complex work environment, understanding your employees’ wellbeing and engagement has never been more crucial. With roughly 60% of workers struggling with engagement and one in five reporting feelings of loneliness, managers need to go beyond surface-level interactions to truly understand their team members’ experiences and challenges.

The standard “How are you?” rarely elicits honest, meaningful responses. Instead, try asking employees to rate their current state on a scale of 1-10. This numerical approach encourages more thoughtful self-assessment and opens the door for deeper conversations. When someone rates themselves a 4 out of 10, for instance, you can naturally follow up with “What’s contributing to that score?” to understand the underlying factors affecting their wellbeing.

But before diving into these conversations, setting the right tone is essential. Make eye contact, use a warm tone of voice, and demonstrate that you’re fully present. Your employees need to know that you care about them as humans first, employees second.

Key questions to ask, culled from Harvard Business Review:

1. “What’s something you’re excited about right now outside of work?” This question helps build personal connections and uncovers common interests while respecting professional boundaries. It allows employees to share as much as they’re comfortable with and helps establish trust that can make future conversations about concerns easier.
2. “Do you derive meaning from your work? If not, what changes could help?” Research shows that employees with a sense of purpose experience greater job satisfaction and are more likely to stay with their organization. This question helps you understand what aspects of their work they find fulfilling or challenging, and identifies opportunities for making their role more meaningful.
3. “What could make this job or organization more compelling for you in the long run?” Understanding what drives your team members’ motivation and commitment is crucial for retention and engagement. Be transparent about what you can and cannot influence, and avoid making promises you can’t keep. Instead, focus on collaborative problem-solving.
4. “What makes you feel depleted at work, and how can I support you?” Your team members might be dealing with challenges you’re unaware of: difficult assignments, complex team dynamics, or unclear expectations. This question helps identify specific obstacles and allows you to provide targeted support.
5. “What are your career goals and dreams? How can I help you move toward them?” Many managers never discuss their employees’ long-term professional aspirations, missing an opportunity to align individual growth with organizational needs. Start by acknowledging that you want to move beyond routine business discussions and emphasize your commitment to supporting their development.
6. “How are you showing up today on a scale of 1-10?” This question encourages honest self-reflection and can be particularly valuable for remote workers who might feel disconnected. The follow-up discussion about what influences their score can reveal important insights about their current challenges and needs.

Creating the right environment

For these conversations to be effective, you need to create an environment where employees feel safe being honest. Here are key principles to follow:

Build trust consistently. Make sure your employees feel comfortable and safe with you. If they don’t trust you or believe you care, they won’t open up. This trust is built through consistent actions, not just words.

Practice active listening When employees share, focus on truly understanding rather than formulating your response. Echo back what you’ve heard in your own words to ensure accurate interpretation and show that you’re genuinely listening.

Avoid defensiveness. If you receive challenging feedback about your management style or organizational issues, resist the urge to become defensive. Instead, view it as valuable information that can help improve the workplace.

Follow through. When employees share concerns or aspirations, take concrete steps to address them or support their goals. Even if you can’t solve everything immediately, showing that you’re actively working on their behalf builds trust and encourages future openness.

Maintain regular check-ins. Don’t wait for annual reviews to have these conversations. Regular one-on-one meetings provide opportunities to build rapport and address issues before they become significant problems.

Remember that there’s no one-size-fits-all approach to these conversations. What works for one employee might not work for another. Pay attention to how different team members respond to various questions and approaches, and adjust accordingly.

The investment pays off

While these conversations require time and emotional energy, they’re crucial investments in your team’s success. When employees feel truly seen, heard, and supported, they’re more likely to be engaged, productive, and committed to your organization’s success. In today’s competitive talent landscape, taking the time to really understand how your employees are doing isn’t just good leadership – it’s essential for business success.

Focus on making these check-ins a natural part of your management style rather than formal interrogations. When done consistently and authentically, these conversations can transform your team’s dynamics and create a more positive, productive workplace for everyone.