By Steve Adubato, PhD
In a February 8th article published in The Star-Ledger, Janet Cho examined what she called “Lessons in Employee Appreciation,” which focused on celebrating employees. Cho explored the problem of “valuable employees” who leave an organization for a variety of reasons including boredom; not feeling appreciated; or being underpaid. Cho asked, “What’s a boss to do” to keep good people on board?
Some questions and answers:
Q: The Cho article talked about consistently communicating appreciation on a regular basis and that “most people crave praise more than a raise.” But can you say “thank you” too much, to the point where it begins to lose its effect?
A: In theory that may be true but, in practice, employees are often not acknowledged for what they do, especially things no one, including their boss, sees. So when you do communicate that you appreciate an employee’s efforts, it must be seen in a larger context. Further, saying “thank you” should be done in a variety of ways so that it does not become monotonous. Communicate the message by email; over the phone; in a meeting or employee forum; by walking into and employee’s office and saying it face to face. Finally, never forget the power of a personal note, particularly in an email dominated world.
Q: In the February 8th article, one expert advocated using an unusual communication tactic called a “stay interview” as opposed to an “exit interview.” This approach is intended to identify what an employee likes and dislikes about his job. However, could this unnecessarily raise expectations and communicate the wrong message as to what’s possible?
A: Many managers are afraid to find out what their people really want. They fear they may have to confront or respond to an unwished for situation. But, isn’t it better to find out that Jim in Operations really hates performing a certain task he has been at for nearly a decade, while Jane in another department has been dying to take on the same task? A “stay interview” allows the manager to create a healthier communication environment, where employees feel comfortable openly expressing what would make them more satisfied in their work. Further, this type of communication provides opportunities and options for improving productivity and employee effectiveness that would not otherwise exist.
Q: But what happens if an employee raises and issue or problem that a manager can’t do anything about? Have you created an unnecessary problem for yourself?
A: The key is candor. Be clear when communicating the ground rules for such a discussion. Explain that you are not “Santa Claus” or a magician who can change a situation overnight. Further, managers and employees should see this approach as an effort to negotiate and compromise; and ultimately to be more creative in solving problems. A manager can also enlist the employee in finding a solution by asking, “Bob, how do you feel we should handle the situation?” or “what approach would you take?” Put the ball back in the employee’s court, ask him to step up and lead; and ultimately own the situation and its outcome. Such an approach requires superior listening skills. If a manager asks for feedback, he or she must be prepared to receive it, not necessarily accept or agree to it, but receive it and consider it.
Q: What are the payoffs?
A: Lower turnover; the building of future leaders; improving two-way communication; and inspiring trust so that employees are willing to take the risk of sharing what they feel without fear of reprisal or criticism. That’s a workplace that most people would love to be a part of.
What’s your workplace environment like and what would you like to change about it? Write to me.