This morning, as I am enjoying my first cup of coffee and watching my favorite news channel, a commercial came on that floored me. It was a rather lengthy spot for the Service Employee International Union-that’s right, I said Union. They were reaching out to heath care workers in retirement homes. I have never worked in health care but I have a few friends that have and I guess, given the stories they have told, the surprise should be that I haven’t seen this sooner.
On the face, they were asking everyone (workers and non-workers alike) to pay attention to the issues at one retirement center and to contact that CEO because, despite an enormous salary for him, he is looking to slash the wages of other workers- including those taking care of our loved ones. I am sure that they are hoping to call to light this important issue as part of their Healthcare Workers’ Rising Project but even more so my bet is that they are hoping to stir the pot to see how many retirement home workers they can touch who feel underpaid, overworked and not appreciated.
This is, to me, the key to unionization…how the employees feel. Sorry, managers but here we go again with those darn feelings getting in the way of business (yes, I am being sarcastic here.) If employees feel mistreated, the only way that they can see to initiate change in most cases is to band together against the people they feel are at the core of the problem- you guessed it, the managers. There is safety in numbers so by coming together they hope to be able to make things better while not jeopardizing their jobs. By doing this, there is an immediate Us versus Them mentality. The war has begun.
So what can you do if you would like to avoid the war and the union? Create an environment where the management and the employees work as one cohesive unit. Achieving this is not easy and there are many facets to be considered (we can look at these in depth more later) but two biggies are the company culture and management style. Deciding who you want to be as a company and what you value will determine the behaviors of the entire organization thus culture is critical (not just to union avoidance but the everything from attracting top talent to retaining them to giving your company the advantage over your competitors).
The culture has a big influence on management style- whether it is Control Management or Commitment Management. Control management is the one-sided, do as you are told style contrasted by the Commitment style which is a “everyone committed to working together style.” This, of course, in turn affects your employees’ feelings about their work and their ability to be heard as individuals. If they know they can impact the company and be heard with fear of reprisal then they will not feel the necessity of banding together against you.
The one common denominator in all union avoidance strategies is the employee…bottom line to avoid having to fight against unionization or to fight the employees period is to make sure everyone is working on the same side. There is no fight if there is no opponent!
If you are shooting for higher productivity, look to psychology not policy. Productivity is the result of motivated employees. Motivated employees are not the result of policies….let me repeat that. Motivated employees are not the result of policies.
Managers worry about when employees come and go, when they take a break and for how long, how long they spend on the internet, and on and on. So their first instinct is to create a policy to limit what the employee can do. Sounds sensible, right? Hmmmm….I don’t think so.
To find out what really motivates employees, you need to have an understanding of motivational theories. Motivational theories are psychological understandings of what can inspire people to extend their abilities and to perform to the best of those talents.
There are many great theories out there and it is certainly worth the time and effort required to at least garner a basic knowledge of some of the most prominent. Maslow’s Hierarchy of Needs, Herzberg’s Two-factor Theory and Alderfer’s ERG Theory are three good ones to investigate.
You will find one theory after another out there and most have their merits. Bottom line is each will discuss what people need to be motivate in the workplace and most will discuss what can kill that motivation.
People want to feel trusted, they need to be able to express creativity, they want growth opportunities, they want what they give to their job to equal what they feel they get in return…not once will you hear that people want to inundated with rules, micromanaged and controlled. Yet, that is exactly what some policies do.
Now don’t misunderstand me, policies are necessary to run a smooth operation just as laws are necessary to have orderly neighborhoods. There is a line however, between laws for an orderly neighborhood and a military state where people are oppressed by the government. It is exactly the same with an organization and its policies- less can be more; more creativity, more trust, more loyalty and more productivity.
Understanding your employees and learning what motivates them will give you the productivity you are looking for without writing a single prohibitive policy. Give them a try!
I just finished watching the movie about the NFL football player, Michael Oher. Of course, the movie is very inspiring and has wonderful life lessons weaved throughout. Today as I contemplated those lessons I had a thought not about what did happen to this young man but what could have happened. In one scene, Lee Ann walks on to the practice field and has a talk with Michael to motivate him to make the right plays. That scene was absolutely pivotal to Michael’s success and it occurred to me that it was because Lee Ann knew how to motivate Michael that he was ultimately able to succeed.
It wasn’t that the coach did not want Michael to succeed. He did what he knew to do to improve Michael’s performance- it just was not the right thing for this player. If Lee Ann had not stepped in, could Michael have ever reached the level of success he now enjoys? Or would he been doomed to mediocre performance because he never discovered the right motivation to become great? Is the same thing true for our employees? If we don’t find the meaningful way to reach each individual employee, could we be missing out on the opportunity to help make them great?
If there was ever a glowing example on why it is vital that managers get to know their employees and work to discover what motivates them on a personal level, this is it. So, how in the world can you figure out what makes your employees thrive? Start with the basics and work from there.
- Mission and Vision Statements– Do your employees know where they are going and why? With well articulated statements, an employee can understand their role in your organization and will feel part of the big picture. Everyone wants to feel part of something bigger than themselves- this helps achieve that need.
- Human Resource Strategies– Your employees are your greatest asset and your HR policies need to reflect the fact that you understand this and that you are striving to care for your employee’s best interests. This would include basics like compensation and benefit packages as well as internal motivators like training and development opportunities.
- Extra-mile incentives– Performance based incentive programs help to motivate employees to go the extra mile. Identifying opportunities to provide bonuses, flex time, additional education resources, and anything else that rewards the employee for high performance or enables them to increase their performance levels can be great motivators.
- Daily encouragement– Please do not discount the impact of a kind word and the gift of time. Sincere appreciation and acknowledgement of the employee is a hugely, often overlooked way to motivate your employees. A simple thank you, giving your employee your time to listen to their ideas and concerns, understanding and providing the tools that they need to be effective in their jobs are effective daily things that managers can do to help your employees become successful.
There is no magic formula to employee motivation because what moves each person is as individual as the person himself. It is an understandingly daunting task to uncover this information but using the basics above begins you on the path to providing the strong foundation needed to create a motivation program that will develop super-star employees.
Performance Management…even just writing those two words I imagine supervisors everywhere rolling their eyes and sighing loudly. The pencil-whipped annual reviews, the stressful meeting and the disgruntled employee that always result…why do we put ourselves though the torture?
Well, there are two pretty compelling reasons. First, if you actually start to think of performance management as an ongoing process of employee development instead of a time and place to tell your employee everything they have done wrong in the past year (or at least as far back as you can remember anyway), it will prove to be one of the best things you will ever do for your organization. It is a process that will elevate your good employees and weed out those that are not suitable for your company. If that doesn’t make you want to investigate this idea further maybe this will- your A-players not only want it but will leave you and go where they can find it.
Strong statement? Sure, but this is serious stuff and not something that can be broken down in a single blog but consider this; You are the A-Player on the team 1) you want to hear that you are appreciated and that your employer is invested in making you even better and 2) if there is no performance management in place, the B and C-Players are getting away with murder. And who is picking up the slack? That’s right! Your A-Player….and how long do you think it will be before this super star decides to take his talents elsewhere?
Hopefully, long enough for you to grab a good book on the subject or consult a professional and begin to seriously manage your staff so that everyone is on the same page, working from the same playbook and achieving the level of performance that you know they can accomplish.