Stop Using the
“Goodies and Gimmicks” Approach to Retention, Part I
Part One of a
Three Part Series Published by ERExchange.com
Imagine
a male colleague of yours coming to you for advice on how to save his troubled
marriage. He shares his strategy: “She’s thinking of leaving me, so I’ve got to
find the perfect present that will make her want to stay. I’m thinking
Upon
hearing this, would your jaw not drop in disbelief? The question itself would be a pretty good
diagnostic clue about why he’s having spouse retention problems. Although his
approach to the problem is admittedly absurd, it bears a haunting resemblance
to the way many – if not most – organizations approach employee retention.
For
instance, how often have you been asked “So… what kind of program can you put together
to help us reduce turnover?” or “I know morale’s pretty low around here… how
about putting on an employee appreciation day?”
Managers
and HR professionals who ask these questions have missed the point. Managers
and HR professionals whose “retention strategy” revolves around Employee of the
Month awards, cool prizes, Fun Fridays, and other things that money can buy;
have missed the point. Employee satisfaction and loyalty doesn’t come from
Goodies and Gimmicks.
When
organizations focus primarily on Goodies and Gimmicks, they usually end up with
one of two unpleasant outcomes. First, the cynical, jaded
workforce that views these efforts with distrust, because their daily
experience contradicts the intended messages of the gala events and “we
appreciate you” programs. The second unpleasant outcome is the entitled,
“what have you done for me lately?” workforce who sits back and waits for
management to surpass their last bribery campaign.
There’s
nothing wrong with fun events, prizes, and other goodies. It’s just that they’re the frosting, not the
cake. When dealing with people issues, we must never confuse the frosting for
the cake. Returning to our hypothetical example of the friend wanting to give
his spouse a gift, there’s obviously nothing wrong with giving gifts, it’s just
that he’s thinking that applying a “frosting solution” – a material possession
- will solve a “cake problem” – relationship needs not being met. If these needs aren’t met, no amount of gift
giving matters.
Creating
a mutually satisfying, committed relationship with your employees also requires
more than material solutions. Whether
you frame your goal as “Improving Retention,” “Increasing Morale,” or “Becoming
the Employer of Choice,” your strategy should focus on addressing those
essential human needs that, when fulfilled, lead to satisfied, committed, productive workers.
Although
age and other demographic variables shape each individual’s needs and desires,
some needs are universal. We will focus
on six human needs, both because of the central role they play in employee
satisfaction and retention, and because many employers do a poor job addressing
them. These critical human needs are:
1. Pride in One’s Work and
Employer
2. Work That Has Meaning
3. Understanding The Goal and One’s Role
4. To Be a Player And Not Just a Hired Hand
5. The Chance to
Experience Efficacy
6. To Be Heard
When
management and employees co-create a work experience that satisfies these
essential human needs, the organization don’t need a bevy of goodies and
gimmicks to make coming to work rewarding. It’s like people and their hobbies.
No one has to pay you to engage in your hobbies – doing them is reward enough.
In
the next two parts of this article, we will use these fundamental human needs
as a lens with which to examine your organization. The information derived from
this exploration will help you formulate a retention strategy with substance.
Each section will include a set of questions you can use to guide your conversations
with your management team. I also strongly recommend that you create an
Employee Advisory Council and involve them in all aspects of your retention
initiative, beginning with the assessment phase.
For Parts II and III, go to
the Employee
Retention article section.
Click
Here for more articles by David Lee
About the
Author: David Lee is a consultant, speaker, and executive coach.
The founder of HumanNature@Work, he has worked with
organizations and presented at conferences throughout
For More Information:
David Lee, President
HumanNature@Work
P.O. Box 430
Bar Mills, Maine 04004
Tel: 207-929-3344
E-mail: info@HumanNatureAtWork.com