When I work with companies, I am often asked, "How can we improve morale without pay increases or big bonus structures?" Here are 3 of my top 10 tips:
1. Implement a simple Employee Recognition Program- When an employee is nominated by their co-workers or Manager, they are eligible for a "Caught in The Act" Award. You can call the award whatever you like, but make it special and only given out to a limited number of recipients. "Caught in the Act" Awards can be a simple certificate with the recipient’s name and their Manager's signature printed on a normal piece of paper. (There are some great certificate templates in PowerPoint.) Some choose to present these during a monthly ceremony in the office. Others may choose to present them right away when the positive action occurs. I prefer to present them right away in front of the team. Keep a tally of how many each person has earned. At the monthly meeting or quarterly event, present an Employee of the Month/ Quarter Award based on the number of awards earned. Awards not only recognize achievement and positive behaviors, awards also make people feel appreciated. Achievement and appreciation are right up there with money.
2. Training and Development- I recommend that each manager be required to take 30 minutes per month to teach something about the industry to their team. This helps to develop the “big picture” and gives people an opportunity to expand their minds and ask questions. It also helps staff to better understand why their job is so important and where they fit in the grand scheme of things. People want to be part of something bigger than themselves. They want to learn and feel like they are improving. Gaining additional knowledge and training is right up there with money.
3. Prioritizing completion of Annual Reviews and implementing quarterly or monthly reviews- People need to feel like they are making progress. Plus, they crave leadership. Even if there are no monetary gains, the team needs to know they are making a difference. Therefore, I recommend adhering to an established review process. Each manager must give their staff consistent and timely feedback. Why? One of the biggest complaints I hear from staff is that they don’t receive feedback on their performance. And their frustration is only compounded when they don’t see any monetary gains after an annual review. When staff starts to feel like what they do is pointless, they start to consider other options. We need to develop our team and lead them to greater levels of achievement. I recommend development through consistent constructive feedback and I guarantee we will see tremendous results. Developing staff is investing in our future.
For more information or to give feedback, contact us at contact@willholmesconsulting.com or visit us at www.willholmesconsulting.com. We look forward to hearing from you!
-Will Holmes
Tuesday, August 16, 2011
Tuesday, May 10, 2011
Maximizing Social Networking Connections:
Are you utilizing social networking to grow your business? We have been working with clients to create their socially connected web presence. Contact us at contact@willholmesconsulting.com to learn more.
Also:
Like us on Facebook:
https://www.facebook.com/pages/Baltimore/Will-Holmes-Consulting/136252757563
Follow us on Twitter:
http://twitter.com/#!/consultwillh
Connect on Linkedin:
http://www.linkedin.com/in/consultwillholmes
Visit our website:
www.willholmesconsulting.com
Also:
Like us on Facebook:
https://www.facebook.com/pages/Baltimore/Will-Holmes-Consulting/136252757563
Follow us on Twitter:
http://twitter.com/#!/consultwillh
Connect on Linkedin:
http://www.linkedin.com/in/consultwillholmes
Visit our website:
www.willholmesconsulting.com
Sunday, January 2, 2011
WHC MGMT Class- Methods of Leadership: Example 1
Happy New Year! Here is an excerpt from our Management Training Class on Leadership:
Leaders have historically used consequences for actions as a means of social control. Why? Leaders rely on the idea that people often learn what is right or wrong based on the perceived consequences of their actions. Good people work hard and get ahead. Bad people break the rules and go to jail. Thus, behavior can be modified and somewhat controlled with the ideas of punishment and reward. This sounds a bit harsh but, if a person learns that certain behaviors cause certain consequences, they tend to either do more or less of that action based on the consequence. Reward feels good. Punishment feels bad. They react to the consequence and change their behavior accordingly.
For example, if an employee fails to meet their minimum job requirements and they are disciplined, this reinforces policies and teaches the consequences for this type of behavior. The Leader must intercede (directly or indirectly) and give direction as to how to change their behavior. This may be through training and development or coaching. Employees who do not want to be disciplined further will change their behavior. Those who do not change their behavior will be further disciplined and eventually terminated.
However, if an employee exceeds their production goals and is applauded and recognized, this teaches the employee (and others) that reward is the consequence for this type of behavior. Those who desire to reap rewards will ensure that they continue to exceed their production standards- even as the bar is raised.
What about the employee that just barely meets expectations? Their achievements must be addressed as well. Inaction or lack of acknowledgement from the leader may also be interpreted as the consequence for achieving minimum results. For example, those who met minimum standard, but can do more, may continue to do the minimum because they feel no one notices. Or, those who meet minimum requirements with a great deal of effort, may start to decrease performance if no one offers more efficient techniques or ways to improve. Acknowledgment from the Leader is important. If nothing else, to convey that the Leader is watching.
To enforce boundaries and push behavior in a desired direction, leaders use these techniques to promote or modify desired behaviors. Use of discipline and punishment communicates to their followers that certain behaviors are not permitted or desired. In turn, rewards and recognition is an invaluable tool for relaying that certain behaviors are favorable and will advance the team toward achievement of objectives.
Constant monitoring of performance coupled with proper communication and feedback will bring desired results.
For more information, to schedule a training class, or if you would just like to share your thoughts, contact us contact@willholmesconsulting.com.
-Will Holmes
www.willholmesconsulting.com
Leaders have historically used consequences for actions as a means of social control. Why? Leaders rely on the idea that people often learn what is right or wrong based on the perceived consequences of their actions. Good people work hard and get ahead. Bad people break the rules and go to jail. Thus, behavior can be modified and somewhat controlled with the ideas of punishment and reward. This sounds a bit harsh but, if a person learns that certain behaviors cause certain consequences, they tend to either do more or less of that action based on the consequence. Reward feels good. Punishment feels bad. They react to the consequence and change their behavior accordingly.
For example, if an employee fails to meet their minimum job requirements and they are disciplined, this reinforces policies and teaches the consequences for this type of behavior. The Leader must intercede (directly or indirectly) and give direction as to how to change their behavior. This may be through training and development or coaching. Employees who do not want to be disciplined further will change their behavior. Those who do not change their behavior will be further disciplined and eventually terminated.
However, if an employee exceeds their production goals and is applauded and recognized, this teaches the employee (and others) that reward is the consequence for this type of behavior. Those who desire to reap rewards will ensure that they continue to exceed their production standards- even as the bar is raised.
What about the employee that just barely meets expectations? Their achievements must be addressed as well. Inaction or lack of acknowledgement from the leader may also be interpreted as the consequence for achieving minimum results. For example, those who met minimum standard, but can do more, may continue to do the minimum because they feel no one notices. Or, those who meet minimum requirements with a great deal of effort, may start to decrease performance if no one offers more efficient techniques or ways to improve. Acknowledgment from the Leader is important. If nothing else, to convey that the Leader is watching.
To enforce boundaries and push behavior in a desired direction, leaders use these techniques to promote or modify desired behaviors. Use of discipline and punishment communicates to their followers that certain behaviors are not permitted or desired. In turn, rewards and recognition is an invaluable tool for relaying that certain behaviors are favorable and will advance the team toward achievement of objectives.
Constant monitoring of performance coupled with proper communication and feedback will bring desired results.
For more information, to schedule a training class, or if you would just like to share your thoughts, contact us contact@willholmesconsulting.com.
-Will Holmes
www.willholmesconsulting.com
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