Techniques for Improving Performance
I was recently told a story (it sounds more "urban legend" than fact) that an Ohio manufacturing plant advertised blindly in the Sunday paper for an engineer. Starting salary was just below that which was considered median in this city. Within two days, they had received almost twenty resumes.
While reviewing the resumes, the recruiter discovered a startling fact: two thirds of the applicants were already working regularly--for this same manufacturer--and included in the applicants was the company's engineering supervisor.
When the president of the company was told of this "anomaly," he stated: "Why do you think our employees would do a stupid thing like that?" The human resource representative sheepishly said: "Maybe we have a morale problem!"
You have all heard a story like this, or something like it, and some wonder aloud that "if our company ran a blind ad, how many of our employees might apply?"
How can you get the pulse of the employee morale and information flow at your organization? Here are some suggestions:
M.B.W.A. (Management by Walking Around) Just using the "Open Door" policy doesn't work! Go out "on the floor" and talk to the employees about their lives, jobs, and the company. You might find out something!
Communication Meetings are an old standby and still quite effective. Put the management "on stage" and, maybe they'll be recognized!
Employee Surveys are an old favorite and still quite informative and effective--if you "read" them and act on the data!
360o (multi-rater) Feedback for all managers and supervisors starting at the executive level. Find out about your effectiveness from those all around you!
Focus Groups led by outside consultants. Some employees will appreciate the personal touch, some will be reluctant to participate! Overall as effective as employee surveys (information may be "fluffier") only if you act on the information!
So... will you advertise with a blind ad this Sunday?
The Cost of ETHICS...
I am always looking for good behavioral examples to cite when conducting training on Competency-based Interviewing (see Workshops). Today, I heard a story that not only provides a great example of Ethics in action, but also sets a dollar figure for that competency.
It seems that a field engineer for an electronics company went to a distributor to exchange four cartons of "out of spec" switches. To guarantee that the switches would not be placed into circulation accidentally or otherwise, the engineer decided to destroy the faulty material. He placed the cartons on the ground in the parking lot and proceeded to jump on the cartons. The switches were destroyed! Unfortunately as a result of the jumping, the engineer wrenched his neck and incurred considerable pain and substantial medical costs.
The lesson: ETHICS is a pain in the neck valued at $3,000!