Metrics_ How to Improve Key Business Results - Martin Klubeck [110]
I've seen more than once where a team or person won an award from the organization, based on measures gathered, only to have that same person (or team) readily admit that they didn't “deserve” the award. Someone filled out the paperwork, someone answered the survey, or someone submitted them for the award without knowing the whole story. When a worker receives recognition and rewards he doesn't feel was earned, the reward system loses validity in the eyes of the recipient and others.
If you chase data, you'll miss this and end up believing that:
Your program is working well since you are getting a good number of submissions and giving out awards on a regular basis
That the organization health is strong since there are so many awards being given out
If the employees believe these awards are given to the wrong people or to undeserving people, the program will take a serious hit. Unfortunately, chances are the administrators of the program (and leadership) may never realize that the program is not viewed as valid.
Don't misunderstand. Workers are very concerned with the company's success. Not just for job security and hoped-for pay increases each year. An employee who loves her job, loves her company, and is loyal to the organization cares about the company's success as much as a college graduate who loved his school cares about the institution's continued success. Your workforce can build a strong attachment for the organization. While the employees care about the company's success, they want leadership to care about them. And employees want their boss to care about them.
The good news is, if leadership and management truly care about the employee and focuses a fair amount of attention on improving the employee's work experience, the company as a whole will benefit.
Employee Satisfaction
If employees are satisfied (happy) with their jobs, they will work harder. They will look for ways to help the organization succeed. They will take pride and ownership in the company's success.
Walking across campus, I habitually pick up stray pieces of trash. I've been asked why I bother. I get arguments about how others are paid to clean up the grounds, how people will just keep throwing trash, and how it should be “beneath” me to pick up other people's trash. I just smile and tell all of them the same thing. “It's my university. Why wouldn't I clean it up?” If there was trash blowing across my yard, I'd pick it up. You should want your employees to feel that the company is theirs, not the CEO's.
Training
Another win-win opportunity is found in training. Employees know you consider them a valuable asset if you put your money where your mouth is. Not necessarily in the form of raises—though I don't know of anyone who is unhappy about getting a raise—but in the form of paying for their education. If you believe the worker to be a valuable asset, you would happily pay to have that asset become even more valuable. You can focus your efforts on trying to manipulate and control the workers' behaviors or you can focus on building trust and loyalty. When you train your personnel to be better at their work, they can be more productive. This builds pride. It also lets them know that you care. And, it makes it possible for the workers to be more efficient and effective.
Work Environment
Is your workforce in cramped space? Are your workers living in a cubicle farm? Is the lighting bad? Are the temperature controls adequate? Is it a happy place to work? Is laughter in the halls seen as a sign of a healthy work environment or a sign that the employees don't have enough to do?
Environment matters! Most workers spend more waking hours in the same small office space than they do anywhere else.
If you spend over eight hours, five days a week, in the same environment, it should be an environment that stimulates