QUESTION: If you depend upon someone to be successful in your operations, when is the right time to make them feel appreciated?
ANSWER: Before someone else does.
Earlier this year Wall Street Journal titled A Few Troublesome Employees, a nice story about how Leaders who, in office politics advantage, look the other way when employees are rude or incompetent are setting the stage for even their most skilled people to fail. The Society for Human Resource Management, estimates costs at $3,500.00 to replace a minimum wage employee when all costs — recruiting, interviewing, hiring, training, reduced productivity,are considered. Other sources estimates: costs of 30-50% for entry-level employees, 150% of middle level employees, and up to 400% for specialized, high level employees! Retention matters, for all staff. Keeping the key people who are inspired, and care, and work hard to make a difference, creates advantage.
Creating a compelling corporate culture: management wears hats, its the company that creates a compelling culture, that not only attracts, but retains key talent-- imagine the power of a team empowered to innovate and serve and deliver better than ever before? The solution calls for trust, integrity, work ethic, transparency, and accountability . Synchronicity in celebrating the best of the best!! In the race for competitive advantage, companies who realize that inclusion and managing for retention and engagement get advantage of higher performance teams. Forget the text book management of trying to retain your direct reports, and let it be someone else's problem who manages the partnerships and contractors. If you want to retain the best, you need to treat your people and partners well, with clear engagement, open communication, inclusion where practical, attention to the details of quality of work life balance.
Managers who create uncommon results realize that it extends beyond the badges that represent sold boxes on your organization chart to your organization. It is creating a compelling and desirable community of highly talented employees. contractors, associates, suppliers, and distribution partners.
Inclusion: all staff (employees, partners, contractors) are treated fairly, respectfully; with equal access to opportunities, communications, and resources; and contribute fully to the organization’s success. The secret to the mix is creating a culture that includes, recognizes and retains the engagement of all contributing to it's success.
Engagement: as a result of inclusion and involvement, mixed with the alignment of individual and organizational vision, the staff are encouraged to continue to make positive contribution to an organiation's success. When the employees and staff have personal satisfaction that their work is meaningful and valued, it contributes to personal satisfaction in their role.
WHAT IT IS OR ISNT: When working well it attracts and retains key talent. When something's not working well, in general terms, it is evident in who and how well people work together, how long people stay, and how effective they are long term. Oh there are always extreme examples of high performance in all conditions, or low performance despite doing everything right, but for the bulk of staff, focus on these elements of Inclusion and Engagement will help support your organization and retain Key Staff.
WHY DID YOU LOOK TO LEAVE? Some stories of why staff left: Some of the problems when culture is not in place starts to create a challenging culture. Here are some symptoms:
Managers who create uncommon results realize that it extends beyond the badges that represent sold boxes on your organization chart to your organization. It is creating a compelling and desirable community of highly talented employees. contractors, associates, suppliers, and distribution partners.
Inclusion: all staff (employees, partners, contractors) are treated fairly, respectfully; with equal access to opportunities, communications, and resources; and contribute fully to the organization’s success. The secret to the mix is creating a culture that includes, recognizes and retains the engagement of all contributing to it's success.
Engagement: as a result of inclusion and involvement, mixed with the alignment of individual and organizational vision, the staff are encouraged to continue to make positive contribution to an organiation's success. When the employees and staff have personal satisfaction that their work is meaningful and valued, it contributes to personal satisfaction in their role.
WHAT IT IS OR ISNT: When working well it attracts and retains key talent. When something's not working well, in general terms, it is evident in who and how well people work together, how long people stay, and how effective they are long term. Oh there are always extreme examples of high performance in all conditions, or low performance despite doing everything right, but for the bulk of staff, focus on these elements of Inclusion and Engagement will help support your organization and retain Key Staff.
- Ask their opinion
- Listen to their response
- Encourage participation and accountable ownership
- Recognize their contributions
- Talk about the rationale for decisions, the vision and direction
WHY DID YOU LOOK TO LEAVE? Some stories of why staff left: Some of the problems when culture is not in place starts to create a challenging culture. Here are some symptoms:
- Ask their opinion: Told not to ask questions, just do my job. Not allowed to attend key discussions regarding my responsibilities.
- Listen to their response: Told to offer feedback that is ignored, and then later have to tell them to manage the issues that were ignored. We felt unheard and marginalized until they wanted us to be a hero.
- Recognize their contributions: It seemed that our organization rewarded those who thrived in dysfunction, but marginalized those who tried to fix the problems that required a diving catch.
- Clarify the Ask: Do not allow emotion to stop you from being productive. Breathe, and then clarify what the ask or requirement or deliverable.
- Listen to More than the Words: Sometimes we are so busy with our deliverables we fail to think of ways we can reach and relate to others. Listen to the areas of common ground and explore opportunities to work together.
WHY I LOOKED AT THE ORGANIZATION AND CHOSE TO LEAVE:
- FREQUENT MANAGEMENT CHANGE/ WORKGROUPS IN DYSFUNCTION: I worked for over a decade at my company. I had created many great relationships, and was proud of my work, but management took a new direction. I was discouraged, every 2 quarters management would change, replaced by someone who would come in and criticize their predecessor as failure, to demonstrate their value. It seemed by their critical nature and lack of professional courtesy, they would turn around the failing operations. After trying to confront and change the situation with diplomacy, I ultimately realized changing myself was most important, and I chose an employer that was more suitable. Now I am happy. Sometimes losing an opportunity with a long term employer creates a better opportunity.
- SLOW TO HIRE, REVIEW, PROMOTE, RETAIN: I was working a "Contract to Hire" and ultimately after working for the company a long time, was very clear on my ideal work requirement, and that this company, while a great employer, was not aligned to create a compelling long term employer. They promised to bring me on full time, and when time came, management was in transition, after waiting 6 months, I started looking outside. They made a counter offer to try to retain me, but I know they overlooked me for a long time, and I heard that some 90% of all counteroffers accepted, ended up falling apart in 6 months. I trusted the process and accepted a new job - more responsibility, incredible benefits, and a supportive team environment where everyone focuses on contribution with life balance..
- INCONSISTENT AND MISUNDERSTOOD POLITICS: Regular employees go to long lunches and events and dinners but then criticized their contractor partners for not being more friendly when they were not contractually allowed to participate. Some contractors could come, but not all, and those not invited, were viewed as unfriendly, instead of not invited. In time, while delivering service partnership, we created friendships outside of these events, and were able to work though the cultural inconsistencies.
RESOURCES, TIPS, & TECHNIQUES:
LOOKING TO OTHER GREAT TURNAROUND STORIES: What have been some great Retention and Inclusion/Engagement Stories? Did you have any experiences for how to succeed in creating an uncommon culture. How about Phoenix Rising stories of companies with distressed situations that turned them around and recognized success?
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