Chief Learning Officer - November 2007 - (Page 34)

environment feel they do not matter to a company are quick to leave. Listen to Employees A person on the manufacturing floor, an analyst in marketing or a customer service representative might see and hear things that could improve productivity. Companies need to provide a forum, as well as an open environment that allows people to speak out without repercussions and make suggestions that can be acted on. Managers must say the two most underused words in the English language: “Thank you.” When said with sincerity, there are fewer words that mean more. There are thousands of great ideas sitting in employees’ heads, but many companies suppress them, which brings down employee morale. Once morale is down, employees find another company receptive to their innovative and creative ideas. An example of a company that has done an exceptional job with recognition of its employees is Southwest Airlines — according to its Web site, “We are committed to provide our employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, employees will be provided the same concern, respect and caring attitude within the organization that they are expected to share externally with every Southwest customer.” This philosophy has built an extremely profitable organization with the highest employee satisfaction in the industry. Leadership and Management Training An employee’s manager, supervisor or leader is the most important person to him or her. This person is an employee’s lifeline to information, recognition, challenges and future vision. Being a manager is one of the best and most difficult positions — managers and supervisors need to be coaches, friends, disciplinarians and sounding boards, and they need to improve procedures and set new directions. Additionally, they have to know the best way to work with people in their 20s and 50s, and they need direction and guidance on how to do that. Managers need training and inspiration, and they need it consistently. To maintain productivity and loyalty, invest in your managers and supervisors — people leave managers more readily than they leave jobs. JetBlue Airways created five principles of leadership in which all companies need to engage: 1. Inspire greatness in everyone. 2. Treat people right. 3. Do the right thing. 4. Communicate with your team consistently. 5. Encourage initiative and innovation. Engage People in Solutions Once suggestions and ideas are heard, engage employees in determining the feasibility of implementation. This expands their thinking and provides them the opportunity to think outside their present responsibilities. By doing this, companies are breeding their future leaders. People want to grow — give them the opportunity or watch them leave. Learning is the New 401(k) Most companies train their people on the elements of doing their job. This is important, but people also need to be trained on how to better interact across the company, what other departments do and how to quickly understand the company’s financials. Employees want to be in continuous growth and learning mode, and learning is a benefit to them, as well as the company. Give them the opportunity to continuously learn, and they will be forever loyal. The No. 1 company on Fortune’s list of “Best Companies to Work For” clearly articulates its shared vision to the organization — Wegmans’ philosophy is, “The more we invest in training, the more it comes back to the bottom line. … Everything is a learning event for our employees — it’s just part of doing business.” November 2007 Create a Caring Corporate Culture This sort of culture also ought to be an open one, providing for great communication. Ensure it respects and values everyone’s contributions. Dianne Durkin is president and founder of Loyalty Factor, a training and management consulting firm based in Portsmouth, N.H. Durkin is the author of “The Loyalty Advantage” and is an adjunct professor at Penn State University’s Executive Management Program. She can be reached at editor@clomedia.com. I www.clomedia.com I Chief Learning Officer 34 Celebrate Successes Rewarding and recognizing employees is critical. People need frequent reminders they are doing a good job. Small and frequent awards are the best such as coffee shop gift cards and catered lunches. Most important, managers must say the two most underused words in the English language: “Thank you.” When said with sincerity, there are fewer words that mean more. Hire for Culture and Attitude Loyalty is all-encompassing, and all the above need to be present to ensure employees are loyal. These 10 steps shape where people work, how long they will work there and how wholeheartedly they will apply their mental energies. Employee and customer loyalty make up the fuel that drives today’s global economy. http://www.clomedia.com

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Chief Learning Officer - November 2007 Editor's Letter Table of Contents Imperatives Selling Up, Selling Down Strategies Take Five Rediscovering the Essence of Learning Cornell University Maintains Productivity While Pursuing Higher Education CLO Profile How Loyalty and Employee Engagement Add Up to Corporate Profits A Strategic Foundation The Evolution of the LMS Ariba: Growing Sales Skills in Conjunction with LMS Technology Leveraging Change to Build Productivity Equinox Fitness: Leveraging Change to Build Productivity Tangibles or Intangibles: Where’s Your Value? Raising the Stakes: The Strategic Role of the CLO Case Study Business Intelligence Case Study Advertisers' Index Editorial Resources In Conclusion

Chief Learning Officer - November 2007

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