The Friendly-Factor
Creating a Work Environment that Attracts and Keeps the Workforce
by Gregory P. Smith
By year 2011, the U.S. will face a worker shortage of 8-10 million people. In
many industries today, jobs are going unfilled. In should go without saying if
you cannot attract and keep your workforce then you must change what you are
doing or face extinction.
Take your pick. Which type of place do you want to work at: One that is cold
and gives you a sense no one cares, or one that makes you feel good and
appreciated? Money and benefits are important, but studies show in the long run
the work environment--the feeling they get when they come to work--is more
important in retaining and motivating people.
People like a friendly place to work. The friendly-factor does not require a
large investment and expense, but it does require time and thoughtful
consideration. Take for example a construction equipment dealership in
Louisville, KY. Their turnover is almost nonexistent. This is quite an
accomplishment in an industry facing a shortage of 100,000 technicians.
Their employees and service technicians share in a profit-sharing plan that
could possibly mean $700,000 upon retirement. They are eligible to participate
after one year and become fully vested after six years. No one has quit after
becoming vested in this company. To further help his employees, the owner brings
in a financial advisor to help the employees pick stocks, plan for retirement,
or to get advice on buying a house or saving for a child's college education.
Other friendly-factor benefits:
• Every year employees celebrate their work
anniversary with a cake. They also receive $100 for each year employed, made out
in a check so they can buy work tools for the shop.
• Twice a year the employees children receive a $50
savings bond when the child brings in their "all A's" report card.
• They reward employee safety records with what
they call, "Safety Bonus Program." Each employee's driving record is screened
twice a year. Anyone who has a citation during the year is removed from the
program. At the end of the year, the ones who remain get to split $2,000.
• To minimize the we-they syndrome, every Friday
employees rotate jobs. The person in the Parts Department gets to be a service
technician and visa versa. This builds a stronger team and improves
communication within the company.
Here are a few other friendly-factor ideas to consider:
• Reward work attendance. Set in place a "Potential
Earned Bonus Account" for each employee for a set amount, say $250 every six
months. Every day an employee is late, but called in to tell you - they loose
$10. For every day they are late and do not call in - they loose $15. Every day
they are absent, but call in - they loose $25. Every day they are absent and do
not call in - they loose $35. At the end of six months they get the balance of
the $250.
• During your new employee orientation, make sure
you send a welcome gift or letter to the family of the new employee welcoming
them to the company. Assign the new employee a mentor to help them adjust to the
new environment and make them feel part of the team. After their first 30 days
on the job, have a new employee celebration and invite his or her family to
attend.
• Be involved in the important aspects of your
employees' lives. You should respond when there is a birth, illness, death,
graduation, or wedding. These are the important events where you have a golden
opportunity to build a bond between the individual and the company.
• One company photographed each employee who had
worked at the company over five years. Then they put the photos on a wall for
all to see. This small act built a bond and showed the employees the pride their
employer had in them.
• Have a "Bring children to work day." A couple
times a year allow your employees to bring their kids and show them what they
do.
Creating a friendly-factor work environment takes time, and it takes managers
who truly care about individuals.
Greg Smith is a nationally recognized speaker, author, and
business performance consultant. He has written numerous books and featured on
television programs such as Bloomberg News, PBS television, and in publications
including Business Week, Kiplingers, President and CEO, and the Christian
Science Monitor. He is the President and "Captain of the Ship" of a
management-consulting firm, Chart Your Course International, located in Atlanta,
Georgia. Phone him at 770-860-9464 or visit his web site at
http://www.chartcourse.com.
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