March/April 2010 Developments - 78

HR HR impossible to work toward a common vision or goal when they feel disrespected. 6. Goal of Excellence Notice the word is not “perfection,” it is excellence. Excellence is not only a worthy goal; it is also a trademark of professionalism. Without that reputation, it is difﬁcult to imagine how an organization could be considered a leader in its industry. Almost without exception, an organization that promotes quality/excellence also exudes pride. Alternate Method of Developing a “Workplace of Choice” This really works, and it is simple and cheap. Here are the steps to take (in order): (1) Read the tips in this article (or any good document describing Workplace of Choice [WoC] concepts). (2) Ensure that senior management “buys in” and will pro-actively support the initiative. (3) Organize a small WoC Task Force to evaluate the current organizational culture (norms) and set the stage for advancing beneﬁcial principles. (4) Have this task force brainstorm and then prioritize the top 20-25 desired behaviors and conditions that will result in the average non-disgruntled employee (and manager) being proud to be a part of it. (5) Make those 20-25 “conditions” a company goal of signiﬁcance and internalize the will and discipline to achieve WoC status. (6) Communicate by various forums (allhands meetings, e-mail, posters, etc.) that everyone has a part to play and can beneﬁt from participating in the key behaviors favorable to a WoC. (7) Develop and promote methods to overcome apathy, cynicism, and resistance to a shift in your culture and the accountability of each person. (8) Take a pulse check on your progress with open dialogue about your working environment. Ask people what matters most and consider simple surveys that can help identify trouble spots. 7. Right-ordered Authority and Power Consider those special persons that you perceive to be leaders. These people are probably not “superheroes” but rather people that allow others to be comfortable around them, regardless of their position in life. Does their approachability diminish their authority or lessen their inﬂuence? Not hardly. Are others more likely to revere them and loyally follow their lead? You bet. 8. Growth & Development Does the average employee perceive that someone in management is focused on his/her growth opportunities? This can range from passing along tips and techniques to formal education or training support to achieve certiﬁcations, academic degrees, and skills attainment. In the same way, an organization must evolve and adapt (grow), employees respond strongly to enhancing their skills or knowledge. 10. Routine Acknowledgement It may seem that very few workplaces are structured to have more meaning for employees/management beyond just earning a paycheck. Napoleon Hill, a proliﬁc writer, offered this great commentary on how to give people positive feedback on their contributions: “People want to know how much you care—they don’t care about how much you know.” The next time you as a customer experience superior service, consider the employee who served you and why the experience was so positive. Chances are the employer created the working environment and leadership culture in which employees are encouraged and empowered to excel. So, is it worth the effort to become an “Employer of Choice”? Look what it can do for your bottom line! D 9. Trust and Empowerment In a world where more than one person is needed to create change, produce results, and respond to customer demands, how can we be efﬁcient or effective (two different attributes) without ﬁnding ways to trust others and empower them to do the work they need to do? Next time you hear someone use the term “micro-manager,” try replacing that with “he/she doesn’t trust that someone else can do things well enough to meet their lofty standards, so they usually attend to everyone’s details.” Greg Richardson is a senior partner with Goodman & Company and directs its Human Resource Services division. He routinely conducts professional development seminars for workgroups, provides executive coaching programs, and facilitates both strategic planning efforts and executive retreats. His e-mail is grichardson@ goodmanco.com. Developments • March/April 2010

March/April 2010 Developments

Table of Contents for the Digital Edition of March/April 2010 Developments