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How to keep a workplace
By GREGORY SMITH
Business Columnist
Today’s workplace is different, diverse, and constantly changing.
The typical employer/employee relationship of old has been turned upside
down. The combination of almost limitless job opportunities and less reward
for employee loyalty has created an environment where the business needs
its employees more than the employees need the business.
Management’s new challenge is to transform a high-turnover culture
to a high-retention culture. Retaining and motivating workers requires
special attention and the responsibility falls squarely on the shoulders
of human resources as well as managers and supervisors at all levels.
They have to create a work environment where people enjoy what they do,
feel like they have a purpose and have pride in the mission of the organization.
It requires more time, more skill, and managers who care about people.
It takes true leadership. Managers can improve their leadership position
and motivate individuals within their organizations by following the five-step
PRIDE model:
· Provide a positive working environment.
· Recognize, reward and reinforce the right behavior.
· Involve everyone.
· Develop their skills and potential.
· Evaluate and improve continuously.
Step 1-You don’t have to be the highest paying employer to provide
a positive and attractive work environment. One of the most important
factors is how employees “feel” about the company.
Motivated workers are more committed to the job and to the customer. On
the other hand, de-motivating workplaces force workers to vote with their
feet. Take for example Rodger McAlister who owns a construction equipment
dealership in Kentucky. His turnover is almost nonexistent.
His employees and service technicians share a profit-sharing plan that
possibly means $700,000 upon retirement. Every year employees celebrate
their work anniversary with a cake and receive $100.00 for each year employed.
Twice a year employees’ children receive a $50 savings bond when
they bring in their “all A” report card. To minimize the we-they
syndrome every Friday, employees rotate jobs. The person in the parts
department becomes a service technician and visa versa. This builds a
stronger team and improves both communication and retention.
Step 2- Reward and recognition is not just a nice thing to do, but a critical
element in the management toolkit. People have a basic human need to feel
appreciated and recognition programs help meet that need.
The second aspect of this science is management must create consequences
for the behavior important for business success. One of the easiest and
most effective recognition programs is “peer recognition.” Peer
recognition allows employees to reward each other for doing a good job.
It works because employees themselves know whom works hard and deserves
recognition. Also, workers may value each other’s opinion more than
their supervisor’s. (Peer pressure) Managers can’t be everywhere
all the time. Therefore, the employees are in the best position to catch
people doing the right things.
Step 3- Studies show that having workers involved at all levels has a
major impact on improving morale and motivation. TD Industries in Dallas,
Tex., has a unique way of making its employees feel valued and involved.
One wall in the company has the photographs of all employees who have
been with the company more than five years. This involvement program goes
beyond just photographs, slogans, posters, and HR policies.
There are no reserved parking spaces for executives. Everyone uses the
same bathrooms and the same water fountains. Everyone is an equal. Maybe
that’s why TD Industries was listed last year by Fortune magazine
as one of the Top 100 Best Companies.
Step 4- Well-trained employees are more capable and willing to assume
greater control and ownership over their jobs. They need less supervision,
which frees management for other tasks.
Employees are more capable of taking care of customers, which builds stronger
customer loyalty. All this leads to better management-employee relationships.
When former Intel executive David House became CEO of Bay Networks, he
realized the troubled computer manufacturer’s problems involved some
basic fundamentals.
To solve the problem, he created four courses to teach the practices that
he’d set in place at Intel: Decision-Making, Straight Talk, Managing
for Results, and Effective Meetings.
He personally taught the courses to Bay’s 120 highest-ranking executives
who, in turn, taught the same courses to the other 6,000 employees. His
personal example had a major impact on the entire company. Here are some
tips for setting up your own processes to help develop the potential of
your employees:
· Explain the “big picture” for the company and how this
influences their employment and growth.
· Provide feedback on the employee’s performance. Be specific;
mention a particular situation or activity.
· Make sure they understand the company’s expectations.
· Involve the employee in the decision-making process whenever
possible.
· Listen to their ideas and suggestions.
· Give them room to do the job without unnecessary restrictions.
· Pay for employees to attend workshops and seminars.
· Offer on-site classes where employees can learn new skills or
improve upon old ones.
· Challenge them with lots of responsibility.
Step 5- Continuous evaluation and never ending improvement is the final
step of the PRIDE system. The primary purpose of evaluation is to measure
progress and determine what needs improving.
Continuous evaluation includes, but is not limited to, the measurement
of attitudes, morale, turnover and motivation of the workforce. It includes
the identification of problem areas needing improvement and the design
and implementation of an improvement plan. Businesses continue to search
for the competitive advantage. It won’t be found with gimmicks or
within the latest management fad. The true competitive advantage is found
within the hearts and minds of motivated people proudly working together
and led by people driven by a higher purpose.
Gregory P. Smith, author of The New Leader, and How to Attract, Keep and
Motivate Your Workforce. He speaks at conferences, leads seminars and
helps organizations solve problems. He leads an organization called Chart
Your Course International located in Conyers, Georgia. Phone him at (770)860-9464
or send an email at greg@chartcourse.com. More information and articles
are available at http://www.chartcourse.com.
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