Breaking the Rules

As part of our series of articles by exceptional HR professionals, today we present another article by our regular guest author, George Krafcisin.

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Working with people is frustrating - they don’t follow neat, logical rules. If you’re an analytical type, comfortable with flow charts and equations, but have to manage or work with people, you have to learn as much as you can about behavior and then make your best guess as to what to do. It would be nice to have an idea of what people factors most affect productivity and profit.

That’s why I was pleased to run across some usable data from the Gallup Organization – the pollsters.  Their book First, Break All the Rules, by Marcus Buckingham and Curt Coffman, gives statistically rigorous data correlating how people feel about their workplace and the profit performance of the companies they work for. The study found that worker’s positive answers to six questions were strongly statistically correlated with productivity, profitability, employee retention and customer satisfaction. The six questions are:

1. Do I know what is expected of me at work?
   
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 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?
   

Some of these seem obvious – if you don’t know what’s expected of you, how can you perform well? – but believe me, they can get lost in the fog of everyday struggles to meet schedules. And of course, it’s obvious that people need to feel cared about.  But are you doing your best to get Yes! answers to the six questions? Is your boss doing the same for you?

The book has a lot more information, including six more questions less strongly correlated with good performance, and some opinions on how to make the most of the information. I highly recommend it.

About Our Guest Author:

George Krafcisin is the President, coach and trainer of Mosaic Management, Inc. He writes regular installments on the topics of leadership and management here on HR-Worldview. 

His last article "Workplace Confessions" can be found here.

Crisis of Confidence: Averted

Morale is low in a lot of workplaces. Employees are worried about losing their jobs. They are wondering if the good, hard work they are doing is being noticed by managers. Managers, are worried about numbers (sales, leads, budgets, etc) and are not particularly worried about their employees... That is worrisome.

It's funny how, in times like these, the hierarchy gets magnified. Everyone looks up. All eyes to the top. When you see the eyes going up, you can bet the morale is going down.

But managers can do a lot to get their employees eyes focused back on their work by instilling some confidence. Remember, your employees want to know that the work they are doing is being noticed because their fear is, that if it isn't, then neither are they. And if they aren't being noticed, then they are just a drain in the budget and their time is limited.

So, at a minimum, take a moment to recognize the work that your employees are doing. Even better, do a survey to find out what is important to them right now. Ask them questions. When your employees see that you are interested, they will feel more motivated and less worried and their eyes will look down and refocus.

It's only a crisis because we call it a crisis. So, it's a crisis of confidence.

New Tricks

It's a cooling economy... sort of. It would be a stretch (though it's made everyday) to claim economic hardship across every industry. With these “troubled times” comes a series of booms and busts.

HR Vendors are booming. Why?

Employees are expensive (everybody knows that). But it is estimated that a new hire can cost around $5,000 in time and money spent. That's quite a bit of money and a lot of companies have decided that, given the way things look (with the fed estimating a stabilization of the markets sometime in the middle of 2009) they no longer want to throw that kind of cash around on straight gambles.

So, the old selection methods learn new tricks. Metrics and quantifiable analysis made possible by on-line reference checking systems (external 360's and the like) shave the “time spent” column down a hair while revamped internal performance assessments, employee and organizational engagement / climate assessments help manage, benchmark and improve existing “human capital investments”.

Firms are starting to see these methods not as new-fangled “techie” approaches, but as smart, cost conscious and effective reinvestments in their capital assets. The picture doesn't even have to look that sterile. When employers are viewed as caring about their employees, they are viewed as caring about their business just like when they take time to wash the windows and cut the grass, do the books, and send out their PR announcements.

How does your company reduce turnover, improve employee engagement, streamline performance reviews, etc.? To put it another way, what are your “new tricks”?