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Stay Connected: Why Keeping Good People is Still Important…Really
Randy G. Pennington
Don't be misled. A softening economy is no justification for abandoning your commitment to employee retention.
Good people are needed today more than ever. You need employees connected to your mission and focused on delivering your product or service as efficiently and effectively as possible.
Individuals with technical and leadership abilities will still be in demand. The same goes for low skilled employees who make up for a lack of training with a positive attitude.
Then there is the future. The economy will rebound, baby boomers will eventually decide to retire, and staff shortages will return. Generation X does not have enough bodies to replace the retiring boomers, and the Millennial Generation will not offer relief until at least 2008.
The bidding for talent will return. And a difficult truth will be discovered --- an exorbitant compensation package might attract people, but it will not retain them or ensure the productivity your business needs to survive.
Competitive salary and benefits are important. But keeping good employees has more to do with how you manage than what you pay. People hire into organizations. They stay or leave based on their relationship with their manager and their opportunity to both contribute and advance in their job.
People want to work in a place where they can succeed and feel their contribution is appreciated. The absence of this environment can push people to explore other opportunities. A positive response to each of the following questions will help you stay connected with good people and keep them productive.
- Does a clear focus and direction exist for the business and the individual? Specific goals linked to a common, compelling vision provide a sense of contribution and focus. Commitment to the job is enhanced when a visible link exists between individual performance and organizational success.
- Do people receive the time, tools, and training to accomplish their jobs? Frustration develops when barriers exist that hinder success. An investment in tools and training reinforces the idea that you want the business to succeed. Providing time to accomplish the task sends the message that quality is important.
- Are efforts recognized and appreciated? Sincere recognition to your stars ensures that they don't look for a better environment in which to utilize their talents. Poor performers can be motivated when managers recognize their value rather than only look for the negative. The large group of employees who do a good job each day view recognition as verification that their performance matters. A one-percent increase in performance from those who simply meet expectations makes a tremendous difference in the bottom-line.
- Is poor performance addressed? Good employees grow weary of shouldering more than their share of the performance load. They do not want those who are not meeting expectations to be dealt with unfairly. They do, however, want to see it addressed.
- Are honest mistakes used as a learning opportunity? Most of the important lessons we learn in life are the result of honest mistakes. Environments in which people feel punished for those missteps create a culture where errors are hidden and communication lines are closed. Most important, the organization loses the opportunity to share valuable knowledge that improves performance and results.
- Is specific and accurate feedback provided in a positive manner? Everyone wants information about how they are doing compared to the expectations for their performance. The best feedback acknowledges effort, points the individual toward success, and encourages personal responsibility.
- Do people have fun? Environments that promote laughter contribute to higher morale, improved productivity, and lowered on-the-job stress. Having fun is not just playing games or dressing up on holidays. The ability to be relaxed and enjoy oneself creates passion in the workplace that increases loyalty and creates a bond between team members that decreases the desire to find something better.
You can turn things around if you did not answer each question in a positive manner.
Begin by examining and changing the focus of supervision. Traditional approaches to managing people assume the supervisor's role is to control the work of others.
Supervisors who build loyalty see their job as helping employees succeed. Consider getting input from your employees on the areas in which you are weak and their ideas for making the environment better. Most important, take the steps necessary to make sure your good intentions are translated into consistent action.
Nothing generates employee distrust quicker than another "program of the month" that goes away when the crisis is averted.
Creating an environment that keeps people feeling connected to the organization's mission and vision is in every leader's control. It is the one sure strategy for achieving success regardless of the economic times.
*2001 by Pennington Performance Group; Dallas, TX. All rights reserved. This article may be downloaded for personal and professional development. Copies may be shared within an individual organization. All other uses of this material are strictly prohibited without written permission from the author. This article appeared in the Ft. Worth Star Telegram, HR Southwest Supplement July 16. 2001.
Randy Pennington is President of Pennington Performance Group, a consulting firm that helps organizations achieve the results they want without sacrificing the relationships they need. For additional information or comments: contact via telephone at 972/980-9857; e-mail at Randy@penningtongroup.com; or on the World Wide Web at http://www.penningtongroup.com.
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