Volume 5, Issue 2             
February 2005             

WHEN IT COMES TO CHANGE

Much of this issue will focus on bringing change to the workplace. The pressure to change will never go away — so we'd better learn how to embrace it!

In 1843, Charles Dickens wrote A Christmas Carol, a story of change and redemption, in which three ghosts visited Scrooge. Interestingly, none of the ghosts told him to change. There were no motivational directives. Instead, Scrooge wanted to change. What created this desire? Memories, example, and fear: Memories of happy holidays in Scrooge's youth (the Ghost of Christmas Past); examples of others enjoying the holiday (the Ghost of Christmas Present); and fear that unless Scrooge changed he'd be doomed to a lonely graveyard (the Ghost of Christmas Yet to Come).

To implement change, rather than hold pep rallies, focus on examples, memories, and fear of not changing. Provide memories of past changes that have benefited other employees, stories of companies that have benefited from change, and clarity about the problems your employees will face if they don't change.

A word of advice: When talking about change, it's a good idea to use the phrase "up until this time . . . " which sounds a lot better than "you (or we) must . . . "

P.S. If your employees still don't want to embrace change, your encouragement or threats won't cause them to do so. Remember the joke: "How many psychiatrists does it take to change a light bulb? Only one, but the bulb has to really want to change!"

 

IGNORANCE, INEPTITUDE, AND INCOMPETENCE

Getting your employees to change isn't always easy. There have probably been times when you've heard yourself say, "Those idiots! How can they do that? Don't they care? Didn't I tell them? Is this really happening?" When you run into problems with implementing change, ask yourself these questions:

  • Did I explain myself fully or did I assume that my employees think like I do?
  • Did I invite them to ask for any clarification? Did I provide an example?
  • Do they have the ability and the desire to do this?
  • Am I over-reacting? Is the situation really that bad?
  • Is there a more effective way to motivate employees toward this goal? Did I ask them what that might be?
  • Are they already on information overload? Am I expecting too much?
  • Or is it time to "move the cheese" for these employees and send them off to the competition?

ON-THE-JOB TRAINING: THE BUDDY SYSTEM

Think about it. Let's assume that you have a work team going 65 MPH. Now you add a new member to the team who comes on board only going 40 MPH. What do you think will happen? Probably some backups, accidents, and hard feelings! The fact is, no matter how experienced the people we hire, they all need at least some on-the-job training. The sooner that new employees get up to speed, the sooner they'll become contributing members of your organization.

Every company should have its own training system, preferably in writing. Make sure that the new person learns the methods of your company in order to feel comfortable doing their job. The best way to do this is by assigning an existing employee to the new hire as a "buddy" responsible for helping them settle in. The best candidates for buddies are employees willing to work enthusiastically with the new employee. Don't use a departing employee as a buddy — they'll probably be more concerned about their own future than with how a new employee will fit into the company they're leaving.

The buddy should start by taking the new person through the office to give them a physical orientation: The location of the restrooms, lunchroom, supply closets, photocopiers, and so forth. In the process, they should introduce the new employee to other staff members. The buddy should explain the filing system, demonstrate how to use the computer, and explain form letters and other templates (for an overview of this process, HR That Works members can check out the New Employee Orientation checklist).

The new person will receive so much information in the first few days that they might feel unable to process it all. The buddy should be the person, in addition to HR, who the employee can question about the company, its procedures, files, computer programs, rules about coffee and lunch breaks — anything about which the new hire is unsure.

It's also wise to give the new employee a written job description that lists the major responsibilities of their position, so they can see what you expect of them. Providing the new employee with an organization chart of management will help clarify their questions and define their place, especially in larger organizations.

Remember, your company will never get a second chance to make a first impression. The faster that your new employees get up to speed, the smoother things will go for everyone.

QUIET TIME: GIVE YOURSELF A BREAK

Some companies set a specific "quiet time," say from 10:00 a.m. to 11:00 a.m., during which employees are encouraged to not make any calls (and only take those few necessary ones) or to interrupt each other. Instead, they do focused work, such as accounting, planning, or writing. According to management experts, quiet time makes workers far more effective.

Although this approach might increase productivity in your environment, employees still have the ultimate responsibility for managing their time — including giving themselves breaks at regular intervals. Although some experts recommend five minutes every hour, there's no set standard.

The point is that your employees should know that if they need to work in a different room, take a walk, close their door, or hit DND on their phone, they should just do it. Other employees shouldn't resent these time outs, but see them as a similar opportunity for themselves.

It's wise to set some reasonable guidelines (such as keeping doors open whenever possible and being available for critical communications at all times) and then trust your employees to take it from there.

   

 

“Learn to embrace destiny. To face difficult choices. To trust in friends. To avoid the dark side. May the Force be with you!”

Yoda

This issue discusses:

We’ve also provided hyperlinks to the Form of the Month.

THE VALUE OF ENGAGEMENT

Statistics show that most employees are less than motivated by their work environment. This lack of engagement could be costing your company big bucks.

According to the Gallup organization, in Follow This Path: How the World's Greatest Organizations Drive Growth by Unleashing Human Potential, having all your employees actively engaged with their jobs would cut turnover by 70%, increase profits 40%, and build customer loyalty by 70%. You might also find that motivated employees cause fewer safety and security problems, thus lowering your exposures and liability claims. The book offers ideas and tools to help you measure the "passion level" of your staff and then raise it.

So, how do we get employees engaged? Start by putting them in a position to succeed because they have the skills and desire to do so (which is different than placing them in a position because you want them to succeed there). If you do this, they'll be motivated (aren't you at this point?). Then make sure that you don't de-motivate them. Breed passion and bolster your bottom line!

  

WORKING PARENT BIAS A THREAT?

Working parents are beginning to win judgments in the delicate balance between careers and parenting. These findings, based on a study by the Families that Work research center at American University, come from an investigation of 20 lawsuits for alleged discrimination based on parenting responsibilities.

In one case, a jury found that a chemical engineer was passed over for promotion based on her parenting status. Her company was ordered to pay a $3 million judgment. Granted, the number of working parent bias cases is fairly small compared with the thousands of annual employee complaints alleging race, sex, or age discrimination. But the success of parenting-discrimination cases should serve as a wake-up call for employers.

To learn more about what makes a workplace family friendly go to http://www.familiesandwork.org/.

FORM OF THE MONTH:

Applicant Appraisal Form

(PDF) (WORD)

This form makes sure that your company engages in a thorough interview process. It also helps to rank job applicants and make sure applicants interviewed early on are not forgotten.

 

The information presented here is general in nature and does not constitute legal advice. Due to local and state laws and ordinances, an individual article might not apply in every jurisdiction.

For more information on the contents of this newsletter, please e-mail or give us a call.

Copyright Employer Advisors Network, Inc. 2005