Film Production Essentials: Why Engaged Team Members Are Key

Published on in Advice / Tips & Tricks

Film crews work in conditions that are more demanding compared to many other occupations. Production staff members often work under highly stressful conditions. They often work long, irregular hours in changing climates and environments under tight deadlines. Of greater significance, however, film crews work with other staff members who are under similar stress and pressure. On any given day, entire crews are wound up, tired and may lack the focus and engagement to produce work to their full potential. The combination of all these factors can lead to fatigue and dissatisfaction.

In the United States, a large percentage of workers are disengaged on the job with recent studies showing that only 32% of U.S. workers are actually engaged in their jobs. This problem is compounded for employers by the fact that the modern workforce encompasses the most diverse population in history. This diversity required heightened cultural competency on the part of organizational leaders. Today, employers must find ways to allow staff members to enjoy who they are as individuals. Each employee wants to feel appreciated and challenged, which means that employers must give workers ample opportunities for professional learning and career advancement.

Motivating the Crew

To promote organizational innovation, business leaders continually create opportunities for employees. The opportunities give employers a chance to measure the capabilities and personal motivation of staff members. Effective business leaders are increasingly focusing on team growth and engagement to strengthen the skills and capabilities of the crew, while building an organizational culture that fosters ongoing change and innovation. Furthermore, executives that allow workers to use their natural talents are held in greater regard by staff members.

By implementing performance measurement initiatives, executives can inspire goal setting among team members and keep the production on schedule. Additionally, employees who attend regular meetings are three times more likely to fully engage with their jobs. Moreover, staff members that meet with managers one-on-one have the highest employee engagement rates in given organizations.

Exceptional managers are skilled at motivating staff members and build genuine rapport. In addition, an effective production encompasses a crew that feels as though they are working in an environment where they are safe to experiment, feel challenged and can support one another.

Forward-thinking leaders understand that each staff member is different and has varying assessments of personal and professional successes and failures. This kind of manager recognizes that workers are people first and, within reason, accommodates their needs in the workplace accordingly.

Setting the Bar on Set

As a guide for making important decisions, effective executives measure the performance of staff members. This helps business leaders overcome organizational challenges and meet corporate goals. Executives measure critical staff member performance qualities, such as whether workers have completed tasks in a reasonable amount of time. Business leaders also evaluate how much value an employee’s completed work adds to the organization. Another important metric is how employees perform in regard to maintaining a safe work environment.

Executives use performance metrics to determine the amount of progress made toward achieving corporate goals. Depending on organizational goals, specific metrics may vary. As the work calendar progresses, executive leaders will make the necessary adjustments to keep the production moving toward desired outcomes. For example, staying on schedule is a mission-critical objective in the film industry. This result provides satisfaction for organizational, stakeholders - such as investors - while reducing unwanted expenses.

When monitoring a project, executives must evaluate employee performance and analyze expenses to determine if a project is performing as desired. Duly, successful film executives closely monitor organizational efficiency. This aids the leaders in ensuring that staff members meet desired productivity goals. The ability to track and improve project efficiency is a talent that nearly all organizations expect executive leaders to possess. Performance measurement and employee engagement initiatives aid business leaders in meeting this requirement.

Employee engagement is a powerful determinate of overall organizational success. Therefore, engagement initiatives are an ongoing process that is continued during each successive project among the top performing media firms. The results of the initiatives determines employee and project performance and the outcome of enterprise activities.

It’s important to remember that executives cannot force employees to become engaged in their work, but leaders can provide tools and resources for the majority of staff members who want to advance their careers. Career development resources empower staff members to make decisions, leading to increased motivation and job satisfaction. Executives are responsible for creating this culture, where employees can make decisions that drive the company toward desired results.

An effective employee engagement strategy is part of an ongoing business initiative designed to boost the connection that staff members feel with their work. The strategies consist of activities designed to promote positive operational results. Employees experience the highest rates of engagement when they are held accountable for their performance and fully understand how their contributions affect organizational outcomes. For this to occur, the objectives of the enterprise and staff members must align. As a result, successful managers in the modern marketplace will be the ones who communicate with staff members frequently and effectively to promote employee engagement in the workplace.

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About the Author

Ryan Ayers
Ryan Ayers
Ryan Ayers has consulted a number of Fortune 500 companies within multiple industries including information technology and big data. After earning his MBA in 2010, Ayers also began working with start-up companies and aspiring entrepreneurs, with a keen focus on data collection and analysis.

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