Employee Morale and Motivation
Conducted by
Jamie Hasty Senior Consultant
P.O. Box 1848 Bristol, TN 37621
(423) 764-4127 Fax: (423) 764-5869
web site: www.sescomgt.com e-mail: [email protected]
April 27, 2011
©SESCO Management Consultants
Employee Morale and Motivation – What a Difference it Makes!
Table of Contents
• Program Objectives ....................................................................................................................1
• Awareness Inventory Exercise ...................................................................................................2
• Motivating the Productive Employee ........................................................................................3
• Motivation Theories ...................................................................................................................5
• Maslow’s Hierarchy of Needs ...................................................................................................7
• Herzberg’s Motivators and Hygiene Factors .............................................................................8
• X-Y Theory Questionnaire ........................................................................................................9
• How Do You Develop a Motivating Environment? ................................................................11
• Motivating Principles ...............................................................................................................11
• Characteristics of a Superior Leader ........................................................................................12
• Gallup “Q12” Employee Engagement Survey ..........................................................................13
• The Supervisor is the Key to Good Morale/Motivation ..........................................................14
• The Basic Principles of Leadership/Management ...................................................................14
• Your Role and the Basic Principles .........................................................................................15
• Poor Morale/Motivation is Created By ....................................................................................16
• Good Morale/Motivation is Promoted By ...............................................................................17
• Positive Recognition ................................................................................................................18
• The Daily “Do’s” .....................................................................................................................18
• Giving Recognition ..................................................................................................................19
• Forms of Recognition ..............................................................................................................19
• Top 10 Qualities Employees Desire in a Job Today ................................................................20
• Salary.com’s Top 10 Reasons to Leave Your Job ...................................................................21
• Branham’s 7 Reasons Employees Leave .................................................................................21
• Employee Relations .................................................................................................................22
• Morale Improvement Action Plan ...........................................................................................27
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Program Objectives When you have completed this workshop on motivating the productive employee, you will be able to: • Sustain or improve your employees’ performance.
• Understand the factors that motivate employees to perform effectively.
• Understand how motivation varies from individual to individual.
• Distinguish between motivators and dissatisfiers.
• Learn how to create a work environment for each individual that will motivate high
performance.
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Awareness Inventory
Put a check ( ) on each of the appropriate lines. 1. If they didn’t need the money, the majority of people would not work.
____ Agree ____ Disagree 2. A clean, comfortable working environment will motivate most people to work more
effectively.
____ Agree ____ Disagree 3. For most people, having job security reduces their need to work as effectively as they can.
____ Agree ____ Disagree 4. For some people, a distinctive job title is a greater motivator than more money.
____ Agree ____ Disagree 5. The opportunity to participate in problem solving and decision making is a prime
motivating factor for a large number of employees.
____ Agree ____ Disagree 6. A supervisor’s expressed confidence in an employee is almost always a strong motivating
influence.
____ Agree ____ Disagree 7. For most employees, money is by far the single most powerful motivator.
____ Agree ____ Disagree 8. Most employees prefer not having decision-making responsibilities.
____ Agree ____ Disagree 9. Pensions, medical insurance, and other fringe benefits are major factors in motivating
employees to work effectively.
____ Agree ____ Disagree 10. Awards and other forms of public recognition are strong motivators for a significant
number of employees.
____ Agree ____ Disagree
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Motivating the Productive Employee
What Motivates the Productive Employee? For supervisors, productive employees are a dream come true. You always can rely on them to produce quality work on time – and they don’t require much attention. Or do they? Their enthusiasm for the job, their initiative, and their production records are all signs that your productive employees are motivated to do their best for the organization. So you can leave well enough alone and direct your attention to employees who give you problems. Or can you? Because productive employees are so reliable and cause so few problems, supervisors sometimes overlook the fact that they need attention and encouragement so that they will keep up the good work. When supervisors fail to reward their high producers, they may find down the road that their most valued employees have lost their drive. Your high-producing employees are motivated, but do you know why? What causes them to be good producers while other employees give you problems? Behavioral scientists who have studied the subject of human motivation tell us that employees do things for their own reasons, and not for the reasons of the supervisor or the organization. Motivation comes from within. The supervisor’s contribution is to create the climate in which the employee can be self-motivated. Principles of Motivation Your high-producing employees are, in part, your success stories. Somehow, either by careful planning, by chance, or by sound intuition, you have created an environment that encourages your most productive employees to fulfill their needs by functioning effectively in their jobs. To help you better understand what motivates your employees, let’s take a look at some principles of motivation: • Motivation occurs when a need is aroused. In our effort to satisfy the need, we are
motivated to act. For example, if we need money for food, clothes, and shelter, we go to work.
• As long as a person perceives the need, it usually sustains the behavior. So we will continue to work or seek employment as long as we need money.
• When the need is satisfied, we stop the behavior. If the only reason you were working was for the money, and you inherited several million dollars, your need for money would be satisfied and you could quit your job. The need for money wouldn’t motivate you again until your standard of living exceeded your ability to pay for it. Then you’d be looking for ways to make money again.
• Needs are variable. Some needs are physiological or primary. Examples are thirst, hunger, sleep, and sex. Other needs or drives are social or psychological, and secondary. These
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include the needs for satisfying relationships with others, self-esteem, status, responsibility, achievement, and self-actualization. With any given individual, needs will change over time. As an individual’s income rises, the need for money may drop and other needs, such as the need for achievement or affiliation, may become predominant. Also, needs vary from one individual worker to another. If you have five employees in your work group, each may have a different motivational profile.
To help you gain further insight into the motivational needs of your employees, let’s review the results of motivation research conducted by two leading behavioral scientists: Abraham Maslow and Frederick Herzberg.
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Motivation Theories Theory X and Theory Y Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s that have been used in human resource management, organizational behavior, and organizational development. They describe two very different attitudes toward workforce motivation. McGregor felt that organizations followed either one or the other approach. Theory X - In this theory, management assumes employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. Theory Y - In this theory management assumes employees may be ambitious, self-motivated, anxious to accept greater responsibility, and exercise self-control, self-direction, autonomy and empowerment. It is believed that employees enjoy their mental and physical work duties. It is also believed that if given the chance employees have the desire to be creative and forward thinking in the workplace. There is a chance for greater productivity by giving employees the freedom to perform at the best of their abilities without being bogged down by rules. Maslow's Hierarchy of Needs Maslow's Hierarchy of Needs is a theory in psychology that Abraham Maslow proposed in his 1943 paper A Theory of Human Motivation, which he subsequently extended to include his observations of humans' innate curiosity. Each of us is motivated by needs. Our most basic needs are inborn, having evolved over tens of thousands of years. Abraham Maslow's Hierarchy of Needs helps to explain how these needs motivate us all. Maslow's Hierarchy of Needs states that we must satisfy each need in turn, starting with the first, which deals with the most obvious needs for survival itself. Only when the lower order needs of physical and emotional well-being are satisfied are we concerned with the higher order needs of influence and personal development. Conversely, if the things that satisfy our lower order needs are swept away, we are no longer concerned about the maintenance of our higher order needs. Motivation-Hygiene Theory Frederick Irving Herzberg is a noted psychologist who became one of the most influential names in business management. He is most famous for introducing job enrichment and the Motivator-Hygiene theory.
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Herzberg proposed the Motivation-Hygiene Theory, also known as the Two Factor Theory (1959) of job satisfaction. Herzberg was the first to show that satisfaction and dissatisfaction at work nearly always arose from different factors, and were not simply opposing reactions to the same factors, as had always previously been believed. According to his theory, people are influenced by two factors:
• Satisfaction, which is primarily the result of the motivator factors. These factors help increase satisfaction but have little effect on dissatisfaction.
• Dissatisfaction is primarily the result of hygiene factors. These factors, if absent or
inadequate, cause dissatisfaction, but their presence has little effect on long-term satisfaction
Motivator Factors
• Achievement • Recognition • Work Itself • Responsibility • Promotion • Growth
Hygiene Factors
• Pay and Benefits • Club Policy and Administration • Relationships with Co-workers • Physical Environment • Supervision • Status • Job Security
"Management is nothing more than motivating other people." -- Lee Iacocca
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Maslow’s Hierarchy of Needs
Esteem needs
achievement, status, responsibility, reputation
Self-actualization
personal growth and fulfillment
Belongingness and Love needs
family, affection, relationships, work group, etc.
Safety needs
protection, security, order, law, limits, stability, etc.
Biological and Physiological needs
basic life needs - air, food, drink, shelter, warmth, sex, sleep, etc.
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Herzberg’s Motivators and Hygiene Factors
club policy and administration
relationship with peers salary
work conditions relationship with supervisor
supervision
personal life
relationship with status security
achievement
recognition
work itself
responsibility
advancement
personal
'hygiene' (or 'maintenance') factors
Hygiene factors are merely a launch pad - when damaged or undermined we have no platform, but in themselves they do not motivate.
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‘X-Y Theory’ Questionnaire Score the statements (5 = always, 4 = mostly, 3 = often, 2 = occasionally, 1 = rarely, 0 = never) To indicate whether the situation and management style is ‘X’ or ‘Y’:
1. My boss asks me politely to do things, gives me reasons why, and invites my suggestions.
2. I am encouraged to learn skills outside of my immediate area of responsibility.
3. I am left to work without interference from my boss, but help is available if I want it.
4. I am given credit and praise when I do good work or put in extra effort.
5. People leaving the club are given an 'exit interview' to hear their views on the organization.
6. I am incentivised to work hard and well.
7. If I want extra responsibility, my boss will find a way to give it to me.
8. If I want extra training, my boss will help me find how to get it or will arrange it.
9. I call my boss and my boss's boss by their first names.
10. My boss is available for me to discuss my concerns or worries or suggestions.
11. I know what the club's aims and targets are.
12. I am told how the club is performing on a regular basis.
13. I am given an opportunity to solve problems connected with my work.
14. My boss tells me what is happening in the organization.
15. I have regular meetings with my boss to discuss how I can improve and develop.
Total score 60-75 = strong Y-theory management (effective short and long term) 45-59 = generally Y-theory management 16-44 = generally X-theory management 0 -15 = strongly X-theory management (autocratic, may be effective short-term, poor long-term)
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To indicate whether the person prefers being managed by ‘X’ or ‘Y’ style:
1. I like to be involved and consulted by my boss about how I can best do my job. 2. I want to learn skills outside of my immediate area of responsibility.
3. I like to work without interference from my boss, but be able to ask for help if I need it.
4. I work best and most productively without pressure from my boss or the threat of losing my job.
5. When I leave the club I would like an ‘exit interview’ to give my views on the organization.
6. I like to be incentivised and praised for working hard and well.
7. I want to increase my responsibility.
8. I want to be trained to do new things.
9. I prefer to be friendly with my boss and the management.
10. I want to be able to discuss my concerns, worries or suggestions with my boss or another manager.
11. I like to know what the club's aims and targets are.
12. I like to be told how the club is performing on a regular basis.
13. I like to be given opportunities to solve problems connected with my work.
14. I like to be told by my boss what is happening in the organization.
15. I like to have regular meetings with my boss to discuss how I can improve and develop.
Total score
60-75 = strongly prefers Y-theory management 45-59 = generally prefers Y-theory management 16-44 = generally prefers X-theory management 0 -15 = strongly prefers X-theory management Most people prefer ‘Y-theory’ management. These people are generally uncomfortable in ‘X-theory’ situations and are unlikely to be productive, especially long-term, and are likely to seek alternative situations. This quick test provides a broad indication as to management style and individual preference, using the ‘X-Y Theory’ definitions.
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How Do You Develop A Motivating Environment? Morale is defined as the “…willingness to perform assigned tasks, cheerfulness and discipline.” We often think that morale is tied directly to productivity – when productivity is high, then morale must be high, whereas if morale is low so goes productivity. While there is a relationship between the two, morale can be more accurately tied to the relationship between the manager/ supervisor and the employee. Morale and motivation are often used synonymously. Motivation is the reason “why people do the things they do.” So how can you motivate people and keep the morale level high? Unfortunately, studies have shown that you really cannot motivate another person. Motivation comes from within – it is a result of a person’s individual perceptions, needs, and desires. People can only motivate themselves. Having said that, it is important to realize that supervisors can have a direct impact on an individual’s motivation by creating an environment within which a person will want to motivate him/herself. Motivation can be defined as the act of getting a person or a group, each with his or her own distinctive needs and personality, to work to achieve the organization’s objectives, while also working to achieve individual objectives. This is very different from manipulation, which is a process that moves people toward ends that the supervisor desires – without regard for the feelings and needs of the employee. Manipulation often uses threats, short-term rewards, or promises. True motivation must be done with respect for the other person. It is accomplished by linking what the individual desires with the specific goals, tasks, and behaviors that the job requires.
Motivating Principles
You cannot .
All people are .
People do things for .
"People often say that motivation doesn't last. Well, neither does bathing -- that's why we recommend it daily." -- Zig Ziglar
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Characteristics of a Superior Leader
We look for some special qualities in our leaders. One recent study of American managers has found that the attributes listed below account for most of the qualities that we admire in our superiors at work. Please review the list below, then place a check ( ) beside seven (7) traits or characteristics that you look for (or admire most) in a leader, someone you would follow.
Ambitious (hardworking, aspiring)
Honest (truthful, has integrity, trustworthy, has character)
Broad-minded (open-minded, flexible, receptive)
Imaginative (creative, innovative, curious)
Caring (sensitive, appreciative, concerned, respectful, loving)
Independent (self-reliant, self-sufficient, self-confident)
Competent (capable, productive, effective, efficient, thorough)
Inspiring (uplifting, enthusiastic, energetic, humorous, cheerful, positive about future)
Cooperative (friendly, team-player, available, responsive)
Intelligent (bright, thoughtful, intellectual, reflective, logical)
Courageous (daring, stands up for own beliefs)
Loyal (obedient, dutiful, respectful, committed to the club)
Dependable (reliable, conscientious, responsible)
Mature (experienced, wise, has depth)
Determined (hard working, persistent, purposeful, steadfast)
Self-Controlled (restrained, self-disciplined)
Fair-minded (objective, forgiving, willing to pardon others, consistent)
Straightforward (direct, candid, forthright)
Forward-looking (visionary, foresighted, concerned about the future, sense of direction)
Supportive (understanding, helpful)
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Gallup "Q12" Employee Engagement Survey
"Actively disengaged" employees -- those fundamentally disconnected from their jobs -- cost the U.S. economy between $292 billion and $355 billion a year according to The Gallup Organization estimates.
The estimates are based on a recent Gallup "Q12" employee engagement survey of the U.S. workforce, which found 24.7 million workers, or 19%, are actively disengaged.
Gallup's research for its management consulting clients consistently shows that actively disengaged workers tend to be significantly less productive, report being less loyal to their organizations, are less satisfied with their personal lives, and are more stressed and insecure about their work than their colleagues. The national Q12 survey found that actively disengaged workers miss an average of 3.5 more days per year than other workers do, or 86.5 million days in all.
The Q12 survey is named for the 12 core questions that Gallup asks the employees at work units of its clients. Gallup enables these clients to see and understand the linkages between their levels of employee engagement and productivity, growth and profitability.
1. Do I know what is expected of me?
2. Do I have the materials and equipment I need to do my work right?
3. Do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission of my club make me feel my job is important?
9. Are my co-workers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, has someone talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?
"Motivation is a fire from within. If someone else tries to light that fire under you, chances are it will burn very briefly." --Stephen R. Covey
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The Supervisor Is The Key To Good Morale/Motivation
It will be determined by: I. ATTITUDE Attitude toward the club Attitude toward employees Attitude toward work II. COMMITMENT Commitment to the club Commitment to good employee relations Commitment to good work III. EXAMPLE How he/she acts How he/she talks
The Basic Principles of Leadership/Management The key to successful leadership is following a consistent pattern of interaction with others. Effectively handling difficult situations while increasing the performance of your work group can make the difference between your success and mediocre performance. The following are five key principles for successful leadership that will help you maintain an environment suitable for strong motivation. 1. Always focus on the situation, the problem, or behavior -- not the person.
2. Build the person’s self-esteem.
3. Establish and maintain a constructive relationship.
4. Take initiative to make things better.
5. Lead by example.
"Far and away the best prize that life offers is the chance to work hard at work worth doing." -- Theodore Roosevelt
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Your Role and the Basic Principles Answer the following questions by thinking about the group that you supervise. How can you use the Basic Principles more effectively to build respect, trust, and commitment toward the organization and you as their supervisor? 1. What situation are you currently facing where you can apply Basic Principle #1 (Focus on
the situation, issue, or behavior -- not the person)?
2. In the situation above, how can you help maintain or build the self-confidence and self-
esteem of your employees?
3. What are two things you could do in your current role as a supervisor that would develop
more positive relationships with your employees, peers, and managers?
4. What are two things you could do in your current role as a supervisor, to make things better
for your employees?
5. What specific thing could you do in your current role as a supervisor that demonstrates
your ability to lead by example?
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Poor Morale/Motivation Is Created By: PESSIMISM We can't do better. We can only achieve so much. Our club will not grow. DISCOURAGEMENT You can't do much better. Don't worry about growing. PUT DOWN You are not important. You are not doing well. Anyone could do your job. LACK OF INTEREST Don't care about them as a person. Don't care how they are doing. Don't bother me with your problems. Don’t care about their family. POOR MOTIVATION Motivation through fear. Motivation through threat. Motivate all the same. LACK OF PLANNING No set plans. No individual plans. Plans not known to all. LACK OF CARING No care for person. Care not expressed. Care not genuine/put on. LACK OF CONCERN No concern for person. No concern for safety. LACK OF TEAMWORK No team building. LACK OF RESPECT No respect for persons. LACK OF RECOGNITION No praise. Inconsistent praise. LACK OF TRUST Don't trust person to do job on own. Can't depend on manager. UNFAIRNESS Inconsistent discipline. Play favorites.
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Good Morale/Motivation Is Promoted By:
OPTIMISM We can do it. We can do better than we are doing. We can accomplish anything. ENCOURAGEMENT You can do it. You can grow. AFFIRMATION You are important. You are doing well. INTEREST Interest in as a person (whole). Interest in growth. Interest in problems. Interest in other than work activities. MOTIVATION Positive motivation. Motivate at level of interest. PLANNING Work well-planned. Plans known to all. Individual planning. CARING Open to person needs. Care expressed. Care consistent. Care genuine. CONCERN Concern for them as a person. Concern for safety. TEAMWORK We are all in this together.
Team growth is planned.
RESPECT Respect for person. Respect for individual needs. Respect for opinion. Respect for ideas. RECOGNITION Praise for good job. Consistent praise. TRUST Trust person to do job. Trust can be depended on. FAIRNESS All are treated alike. All follow game rules.
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Positive Recognition
“Why recognize employees for doing what they’re supposed to?”
This is the question that many people ask when discussing employee recognition programs. In today’s workplace, it is necessary to recognize the efforts of our employees. It has been proven that when employees are rewarded for their day-to-day contributions, they work even harder. One might argue that recognition programs are silly, childish, and unnecessary when employees are already being “paid to do their jobs.” This viewpoint has proven to grow poor results in terms of motivation, however.
Good recognition involves rewarding the expected dependable and consistent performance which keeps our departments running every day. With so much time spent “putting out fires” and simply trying to complete “our own work,” it is easy to take good performers for granted, letting “no news is good news” become our way of operating. Unfortunately, people around us then perceive that we do not value consistent good performance.
The supervisor’s job is to support the success of their employees. To do that, acknowledgment must be communicated daily.
The Daily “Do’s”
1. Personalize your recognition and make it sincere – Make sure your recognition is personal and sincere. Recognize specific results and behaviors and how they help your department or organization.
2. Enhance quality – The more you recognize and reinforce positive behavior, the harder your
team will work to get that recognition. Look for every opportunity – even the small ones.
3. Be specific – Rather than saying “Thanks for a great job,” identify the behavior and how it matters. By showing employees how and why we appreciate their work, their own feeling of self-worth is increased and they are more likely to continue the desired behavior.
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Giving Recognition
When you give recognition, it should be:
1. Genuine 2 Specific 3. Timely 4. Strategic
What makes recognition ineffective?
1. Not specific 2. Not genuine 3. Exaggerated 4. Not immediate
Forms of Recognition
1. Thanks -- verbal/written 2. Praise -- 3. Money -- raise, bonus 4. Time off -- hours, day 5. Promotion -- recommendation for 6. Publicity -- club paper, bulletin board 7. Announcement in group meeting 8. Out-to-lunch 9. Note to spouse
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Top 10 Qualities Employees Desire in a Job Today
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
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Salary.com’s Top 10 Reasons to Leave Your Job
1. Inadequate Compensation: Percent Responding: 57.2%
2. Inadequate Opportunities for Career Advancement: Percent Responding: 37.3%
3. Insufficient Recognition or Appreciation: Percent Responding: 34.2%
4. Boredom: Percent Responding: 20.1%
5. Inadequate Benefits: Percent Responding: 16.9%
6. Inadequate Opportunities for Professional Development: Percent Responding: 15.3%
7. Insufficient Job Security: Percent Responding: 11.8%
8. Undesirable Impact on Health or Stress Level: Percent Responding: 10.5%
9. Poor Relations with Management: Percent Responding: 10%
10. Undesirable Commute: Percent Responding: 9%
Branham’s 7 Reasons Employees Leave How do Salary.com’s survey results compare to Leigh Branham’s book titled The 7 Hidden Reasons Employees Leave? According to Branham’s book, employees leave because: 1. The job or workplace was not as expected
2. The mismatch between job and person
3. Too little coaching and feedback
4. Too few growth and advancement opportunities
5. Feeling devalued and unrecognized
6. Stress from overwork and work-life imbalance
7. Loss of trust and confidence in senior leaders
Common Themes
You can see there are common themes between Salary.com and Branham’s book. It makes sense that Salary.com’s top two reasons would be compensation based. However, I find the other common themes telling. Employees need a job that’s challenging and in a situation where they are feeling valued and have opportunities for growth and advancement.
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Employee Relations
Employee Recognition and Award Programs -- One of the most important areas an organization can expand is its employee recognition and awards program. The purpose of an employee recognition and award program is to say thank you, well done; we value you as an employee. The purpose differs from the goals and objectives and other aspects of the total compensation theory. Salary is the payment for doing the job; benefits are designed to protect an employee’s well being; short and long-term incentives directly reward the achievement of specific performers.
Open Communication -- In a recent survey on retention, the number one reason for leaving an organization or a job was for a “better” job. The question was then addressed by families in the work institute – what makes a “better” job? The number one reason included open communications. Being listened to and heard by others is a sign of being respected and valued. Today’s employees want a choice – to state problems, share ideas, and make suggestions. While on-site childcare and other similar programs are important to employees, most employees want to be respected and listened to. What can clubs do to create strategies to offer a voice to its employees as a key retention/morale strategy? Consider the following options:
• Hold 50/50 meetings.
• Work side-by-side with employees. “Walk a mile in my shoes” teaches true compassion for issues faced daily by employees.
• Conduct exit interviews.
• Listen to your employees (suggestion systems, employee task force meetings, employee newsletter, and employee committees).
New Hire Orientation -- A well-planned and effective orientation program must include detailed information that is presented in a manner that will impress the new employee and will make them proud to stay a part of an organization that cares. Orientation programs should be designed to point the new employee with your club as fully and quickly as possible.
Supervisory Training -- More often than not, those who are selected for supervisory positions will not receive the necessary training to be successful as a supervisor. Often employees are made supervisors and expected to know exactly what to do and how to do it.
Most employees who say they have a lot of their job satisfaction have to do with their relationship with their supervisor. Terms such as honesty, fair, competent, straightforward, caring, and supportive and just some of the qualities we admire in our superiors at work.
By implementing a supervisory training class, you give your new supervisors the tools to be successful. Areas such as effective performance appraisals, progressive discipline, coaching and feedback, team building, and listening skills are imperative to the success of your supervisors
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and your organization as a whole. In addition, by giving your supervisors the opportunity to grow and develop these skills, you are giving them an opportunity for personal advancement and growth. Suggested areas for training include:
• Interviewing Skills • Positive Employee Discipline • Teamwork • Leadership Skills • Performance Appraisals • Conflict Resolution
Timely Performance Appraisals -- Timely performance appraisals are imperative within any club. In most all organizations we work with, performance appraisals are usually months behind causing low employee morale and employee frustration. If conducted properly, the performance appraisal can offer several benefits to the employee and employer including:
• Supporting documentation and practices for defending against discrimination claims.
• More satisfied and motivated employees.
• More productive and committed employees.
• Enhanced employee/employer relations.
Employee Benefits -- Benefit tools are very valuable when it comes to employee retention and morale. Offering competitive or enhanced benefits is critical in recruiting and maintaining employees. Career Pathing -- One of the most effective ways to retain employees long-term is to thoroughly explain to them their long-term opportunities within the organization. Management can no longer afford to say, “Come to work, do a good job, and we will take care of you.” In addition to a well-defined screening and hiring process, management must also develop career paths to ensure applicants and employees fully understand their long-term growth and development opportunities. Morale Boosters -- SESCO’s 51 morale boosters are easy and inexpensive and there are enough of them that hopefully some of them will apply to each club represented within this realm. For example, one of the morale boosters is supervisors greet employees with a handshake as employees begin their shift. Secondly, supervisors personally introduce new-hires to each employee. A third suggestion is lunch and entertainment are provided “on the grounds” for all employees two or three times each year. Remember there is no best answer for any one, but it is what best suits your club.
1. “Eagle Stories” – Leaders begin every meeting by acknowledging something positive that a meeting participant has recently accomplished. This is a regular agenda item.
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2. Supervisors greet employees with a handshake as the employees begin their shifts. 3. Supervisors write personal notes such as "Thank you" or "Happy Birthday" on payroll
checks. 4. Members of employee groups meet regularly with management representatives to
promote understanding and carry out activities of mutual interest. 5. Employees and management work side-by-side once a year on a community help project. 6. Employees are personally congratulated by supervisors when they exceed their goals. 7. Supervisors personally introduce new hires to each employee. 8. An employee's years of service are noted each year on the anniversary date of
employment in a plaque or poster in the lobby. 9. When department supervisors enter the employee lounge, they treat all employees who
happen to be there to a cup of coffee. 10. Supervisors personally hand employees in their department a silver dollar at Christmas as
a "little something extra". 11. Relations with retired employees are maintained by means of an annual breakfast and
personal delivery by the supervisors of a box of Christmas candy each year. 12. A cash reward is given each month to the employee with the "best idea" for the club. 13. Part-time employees are invited to all social events. 14. The Chief Executive Officer periodically has "brown bag" luncheon discussions with
employees at which time their concerns are addressed. 15. Employees are allowed to accept telephone calls at any time. 16. Letters of commendation are sent to employees for performance above and beyond
normal expectations. Copies of the letter are included in the employee's personnel file. 17. Top management cooks at the supervisor's picnic. At another club, supervisors serve the
food at annual picnic. 18. Birthday cards are signed by the President of the club or immediate supervisor and are
sent to the employees' homes. 19. Free popcorn is always available for employees and customers.
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20. Employee birthdays are celebrated with cake and by singing "Happy Birthday". 21. The Safety Department issues a monthly "safety for the family" newsletter that is mailed
directly to the employee's home. 22. Free meals are provided in the cafeteria for employees working on special days such as
Christmas, Thanksgiving, and the like. 23. At irregular intervals, managers provide food for employees to munch in the break area. 24. Soft drinks, coffee, and/or snacks are provided for staff at departmental meetings. 25. Flexible working hours are permitted during slow work times. 26. Morale-building meetings are held at which management informs employees of the
club’s success. 27. Brief meetings are scheduled for all new employees with staff from the Business Office,
Security, Facilities Management, and the like to familiarize new hires with policies and procedures.
28. A worker is recognized by being named "Employee of the Week" or "Employee of the
Month". The recognition takes many forms including -- presentation of a plaque, lunch with the President or supervisor, gifts, and mention in the organization newsletter.
29. An activities committee has been established to plan social events, and new employees
are introduced to a member of this committee so they become aware of organization activities.
30. Snacks are available during employee's first break each day. 31. Employees missing one day or less due to illness or injury during the year receive a day
off. 32. Employee eating areas are decorated on special occasions. 33. Free coffee is provided on special days. 34. Once a quarter, ten to twelve employees (selected by random drawing) are taken on a
guided tour of all club facilities and provided lunch on the house in the cafeteria. 35. A Halloween costume contest is held each year -- employees wear their costumes the
work day, and the winner receives one day off with pay. 36. Receptions are given for every employee who retires.
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37. In each month that new accounts exceed an established figure, all employees are taken out for dinner.
38. An annual awards banquet is held for employees on the last working day before a
holiday. 39. Annual parties for occasions such as Christmas are given by the organization. 40. An appropriate gift is distributed to all employees daily, weekly, or monthly when a
production record is established. 41. A cash drawing is held each month that there is no employee time lost due to accident.
Variation: A drawing is held each month for employees who have not missed time due to injury or illness.
42. An annual employee appreciation dinner is given by the organization. 43. Lunch and entertainment are provided "on the grounds" for all employees two or three
times each year. 44. Some food for snacking is supplied by the club on a daily basis. 45. Positive comments on an employee by a customer result in the employee receiving a
silver pin. Three such compliments during the year earn a gold pin. 46. Special food items are given to all employees on occasions such as Thanksgiving or
Christmas. 47. Occasional boat rides on a cruiser are made available to all employees. 48. Organization-wide potluck luncheons are held. 49. One club sponsors a daily 15-minute radio program on which one of the employees is
recognized/spot-lighted. 50. When a new safety record is reached, employees receive a small memento and attend a
"cookout" hosted by management. 51. Lunch is provided for all employees on the last working day before a holiday.
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Morale Improvement Action Plan Cultural Assessment (Identify Employee Concerns): It is commonly known that the culture of an organization is critical in ensuring a highly satisfied and productive workforce. To change or develop a culture that is preferred, we must first assess the current culture. This process may include: • Turnover Analysis
• Exit Interviews
• Employee Discussions
• Focus Groups
• Opinion Surveys
HR Strategic Planning: This Human Resources Strategic Plan provides a road map to reach your future goals. Good strategic planning is built on taking an honest in-depth look at ourselves and identifying our strengths and weaknesses as an organization. This is the foundation upon which you would build our tomorrow. • S.W.O.T. Analysis – This identifies our strengths, weaknesses, opportunities, and threats.
• Trend Analysis – What trends will impact our moving forward?
• Stages of Organizational Growth – Where are we in our life cycle? As a club, what does that mean when we engage in strategic planning?
• Gap Analysis – The conclusions from this in-depth look will help us identify the gap between where we are and where we want to be in the future.
Remedies (Action Plan): There may be one or a myriad of approaches to improve employee morale and provide an environment where the employees feel motivated. A number of strategies and options are available to an organization in creating an action plan. They typically fall into the categories of employee relations, compensation, and workplace enhancement.
Professional Service Agreement SESCO’s has found over our sixty (60) years of providing professional service that clients and human resource professionals have the need to establish a reliable and cost effective, human relationship to discuss day-to-day people problems, compliance issues, conduct research, review systems, provide wage data and other professional HR support and resources on a daily basis. SESCO clients appreciate this service because they can contact us as needed without additional charges or fees. Although the Service Agreement can be customized per the client’s needs, the Service Agreement typically provides the following:
• Unlimited telephone, e-mail, research, fax consulting services on a daily or as-needed basis.
• The SESCO Report, SESCO’s monthly newsletter to be mailed to all managers as elected.
• A free review of the organization’s employee handbook on an annual basis to ensure that it remains legally attentive and people sensitive.
• Employee benefit statements annually.
• Onsite visits. These visits can be customized to include onsite compliance assessments which are assessments of all human resource functions and systems to determine compliance with federal and state employment regulations. The assessment is also designed to review current personnel systems to determine effectiveness and efficiency. Visits may include management training/round tables, mini employee surveys, special project work, etc.
• Free federal and state compliance posters.
Service Levels Level I -- Provides the following at no additional charge:
• Unlimited telephone consultation, fax, and research consulting • Free analysis and review of your personnel policies, work rules, and employee handbooks • The SESCO Report, SESCO’s monthly newsletter to be mailed to all management personnel selected by the
client • Free federal and state compliance posters. Level II -- Provides the following at no additional charge: • Unlimited telephone consultation, fax, and research consulting • Free analysis and review of your personnel policies, work rules, and employee handbooks • The SESCO Report, SESCO’s monthly newsletter to be mailed to all management personnel selected by the
client • One (1) on-site Human Resource Assessment per year • Free federal and state compliance posters. Level III -- Provides the following at no additional charge: • Unlimited telephone consultation, fax, and research consulting • Free analysis and review of your personnel policies, work rules, and employee handbooks • The SESCO Report, SESCO’s monthly newsletter to be mailed to all management personnel selected by the
client • Two (2) on-site Human Resource Assessments per year • Free federal and state compliance posters.
P.O. Box 1848 Bristol, Tennessee 37621
(423) 764-4127 (423) 764-5869 (Fax)
web site: www.sescomgt.com e-mail: [email protected]
Please FAX this form to Joel Cullum: (423) 764-5869
Please send me information on the following SESCO systems and service(s):
• Leadership Development SESCO Leadership Series Vital Learning Training Vital Online/E-Learning Audio Seminars Customized Training Development Train the Trainer EEO
• Human Resource Management Systems Customized Employee Handbooks Compensation Systems Performance Management/Appraisal Career Pathing/Succession Planning Criteria-based Job Descriptions
• Workplace Culture Culture Assessments/Identification Satisfaction Surveys/Benchmarking Transition Plans Diversity Awareness Training Change Management
• Forms and Publications Personnel Forms Employment Kits Federal and State Posters “Human Resources Guide for the Industry” Compliance Manuals
• Employment Law Compliance Compliance Assessments Representation Before Department of Labor and
EEOC Required Training (Sex Harassment) Wage-Hour Investigations Affirmative Action Programs
• Recruitment and Retention Turnover Analysis Screening and Hiring Systems/Training Industry Specific Applicant Assessment Tools Employee Satisfaction Surveys (On/Offsite) Retention Strategies
• Organizational Development Team Development Individual Assessment/Coaching Management Assessment/Appraisal Benchmarking Family Business
• Service Agreement Telephone/E-mail Hotline/Research HR Compliance Assessments/Consulting Onsite
• Labor Relations Union Vulnerability Assessments Union Campaigns (96% Win Ratio) Labor Contract Negotiations Prevention/Management Training
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Title:
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Please have a SESCO Consultant contact me today!
