March 4, 2010

Investing in Respect...For more than two decades, a number of companies have downsized, rightsized, reengineered, and outsourced. Yet, these techniques didn’t necessarily lead to long-term value. They may have increased the bottom-line in the short-run, but did little to generate distinctive competitive advantage. What’s been missing? R E S P E C T. It’s a key driver of success.

Studies have repeatedly demonstrated that employees at high performing companies score their employers ten or more points higher than counterparts at other companies on such things as working conditions, communications credibility and performance feedback.

Openly communicating with and actively valuing the work of employees produces results, notes motivational speaker, best-selling author and worker engagement expert Bob Nelson as described in Crain’s Detroit Business (http://tinyurl.com/ygfup8u)

Nelson reports that 95 percent of non-management employees in his research rate communication with their superior as their top priority at work. Additionally, 92 percent of employees want to be asked their opinions and 89 percent want to be involved in decision making.

How can you increase the respect quotient at your company? Two components are essential – actionable research and employee involvement in strategic planning. Here’s how.

Actionable research

Regular employee surveys are a must. With online tools readily available, it’s easier than ever to probe:

• Overall image of the company
• Perceived company strengths and weaknesses
• Ratings of morale, teamwork, performance systems and respect
• Internal communications, both actual and preferred
• A host of other specific inquiries to fine-tune the organization

As important as the survey is, it only represents the first step. Equally important, and the aspect most often forgotten (and the reason why employee surveys sometimes get a bad rap) is the action phase. Common action steps should include:

• Publishing the results
• Pinpointing ways to improve morale, respect and teamwork by assembling teams of employees to recommend solutions
• Setting and communicating goals for improvement
• Following up to measure progress

Strategic planning

No one understands customers better than your employees. Involve them in your strategic planning and decision making. Think of the diverse points of view you will gain (and the respect you will demonstrate) by adding line and staff managers, new hires with fresh ideas and seasoned “old-timers” to the mix. Gaining the input of these valuable resources does not have to be difficult or time consuming. Tools, such as World Cafes (http://thecapstonegrp.com/Resources.aspx) offer simple and effective ways to solicit employee involvement.

For more about actionable research and employee-involved strategic planning, www.thecapstonegrp.com.

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