Employee satisfaction

[Becky Young]

Why have I never worked for a single employer who understands the very simple premise that if you keep your employees happy they will work harder for you? Too many employers are out there grinding their employees down and wondering why their staff turnover is so high and their productivity is low! It makes absolute sense to me and yet I get looked at with blank stares when I try to explain this to senior management and suggest ways that we could improve!

 

[Blaby Loyal]

Because it's an employers' market I'm afraid. If you don't like it, they can replace you at the drop of a hat. It is possibly something that their 'business model' is built around.

No point in fighting a situation like that, you'll find yourself a lone voice in a very dense, dark forest.

 

[AllUpHere]

As Blaby says above, employees are very easily replaced. One's who deserve to be looked after, or are truly valuable, will be treated as such. Anyone who thinks they can moan their way to better treatment will be treated with the contempt they deserve.

 

[Becky Young]

But it's actually in their interests to treat their staff well! True you can go on replacing people if you so wish, but your business is going to much less successful as a result and you're never going to find experienced, skilled and dedicated employees with that attitude because employees that are worth their salt know their worth.

 

[Becky Young]

I'm not trying to moan my way into better treatment. I am management. I'm trying to negotiate some cost effective perks for my staff that will raise their morale and erradicate some of the misery I currently see on their faces daily. They are sluggish and unproductive because they are made to feel undervalued.

 

[AllUpHere]

What industry are you in? What do the staff do?

 

[Becky Young]

It's a large marketing firm so we have staff of varying skill sets and job roles

 

[AllUpHere]

It's a large marketing firm so we have staff of varying skill sets and job roles

The last thing they need is management trying to cheer them up with silly perks. If they all turn up for work with 'misery on their faces' you employed the wrong people.

 

[Becky Young]

Totally disagree. The odd staff lunch out or team building day costs very little, but it builds relationships and enhances experience. Happier staff members with a stronger connection to their employers and colleagues are ten times more productive than those that feel undervalued.

 

[Becky Young]

And if you think that team building is a 'silly perk' then how about decent sickness cover, maternity packages, travel expenses covered . . . that kind of thing?

 

[AllUpHere]

Totally disagree. The odd staff lunch out or team building day costs very little, but it builds relationships and enhances experience. Happier staff members with a stronger connection to their employers and colleagues are ten times more productive than those that feel undervalued.

We aren't going to agree on this. I can't think of anything worse than a team building day being forced upon me by a junior manager who thinks it's a good idea. If I ever lost my marbles and decided to get a job, top priority would be to work somewhere that frowned upon such things. In creative industries it's also become a cliché that the worst design agencies have pool tables, arcade games and other such nonsense in a vain attempt to be 'fun' employers.

You'll be encouraging staff to spend their evenings with their colleagues bowling or go carting next.

Having said that, your other suggestions do seem more appealing. When my other half worked, she was pleased her employer provided benefits including Bupa cover etc. What she enjoyed the most though, was a big fat Christmas bonus.

 

[AstEver]

Why have I never worked for a single employer who understands the very simple premise that if you keep your employees happy they will work harder for you?

Another reason can be that the causal correlation is difficult for HR people to present in a spreadsheet (and no wonder), and therefore it is difficult for employers to understand and believe in it. Also, employers can think it 'an inane HR stuff' full of cliches and naivety that has its place only in corporations.

 

[Becky Young]

Adding 'big fat Christmas bonus' to the list of ideas.

It's just about feeling valued, whatever that looks like to the vast majority. It doesn't take a genius to figure out that if staff are unhappy they'll leave. And a high staff turnover is bad for productivity, as is a slow workforce that don't care.

 

[Becky Young]

Another reason can be that the causal correlation is difficult for HR people to present in a spreadsheet (and no wonder), and therefore it is difficult for employers to understand and believe in it. Also, employers can think it 'an inane HR stuff' full of cliches and naivety that has its place only in corporations.

This makes a lot of sense. So what I need is a way to present this as fact in a spreadsheet . . . you've given me an idea! Thank you!

 

[AllUpHere]

You do need to be careful raising staff expectations. Things like bonuses can become expected very easily. I remember having my brother moan for what seemed like hours about the fact that he only got a Christmas bonus of about 45 grand. Reason being, he normally got twice that, so the 45 seemed like a bit of a slap in the face.

 

[Becky Young]

You do need to be careful raising staff expectations. Things like bonuses can become expected very easily. I remember having my brother moan for what seemed like hours about the fact that he only got a Christmas bonus of about 45 grand. Reason being, he normally got twice that, so the 45 seemed like a bit of a slap in the face.

Christ alive! What on earth does your brother do?! I'd keel over with shock (in a good way) if I got a bonus of 45K!

 

[AllUpHere]

Christ alive! What on earth does your brother do?! I'd keel over with shock (in a good way) if I got a bonus of 45K!

At the time he was the vice president of a particular department of an oil company. My point was, because he was used to a much larger bonus, even a 45 grand payment annoyed him. Exactly the same would be true of a much smaller (but regular) bonus.

 

[Becky Young]

At the time he was the vice president of a particular department of an oil company. My point was, because he was used to a much larger bonus, even a 45 grand payment annoyed him. Exactly the same would be true of a much smaller (but regular) bonus.

What if we made the bonus performance based? Has the potential to put more backs up, but could also motivate to perform well. Alternatively we have to commit to a figure we know we can sustain. That's if they even go for it. I think you're right, to half a person's usual regular bonus is always going to seem like an insult.

 

[AstEver]

So what I need is a way to present this as fact in a spreadsheet

I used spreadsheet as a metaphor for measurement and business case.
I'm afraid that if you tell your senior management about making people happy and how this will make the company thrive, it sounds to them like a utopia. It is a huge task that is going to take years. Divide the task into small projects and then start bundling them up.

I agree with AllUpHere in regards to silly perks, imposed (and superficial) activities, and the games in workplace fad, etc.

Does the company have an HR strategy? What does happy people mean to you, management and the people themselves? You have asked a very general question expecting a very specific answer.

You may be interested in Change Management, Resistance to Change, Organisational Development and HR metrics. Nevertheless, I would start from developing the strategy.
I made slides some time ago regarding overcoming senior management resistance to change, which I can send you if you want.

 

[Mr D]

Totally disagree. The odd staff lunch out or team building day costs very little, but it builds relationships and enhances experience. Happier staff members with a stronger connection to their employers and colleagues are ten times more productive than those that feel undervalued.

Costs quite a bit.
Went on a team building day once, it was £200 per staff member who was booked on it and the dippy manager had not factored in maternity leave or honeymoon so 3 staff who were booked in for it could not attend.
Was irrelevant to the organisation, didn't do anything for the team and looking at the produced stats there was no difference in clearance rate.

To be honest some of the best employers I have had simply left staff to get on with stuff. An occasional 'good job' doesn't go amiss, neither does a bonus of £20 in the occasional month when particular targets are exceeded. But overall cannot say I have ever done anything with a team that made things at work any different.

 

[Mr D]

What if we made the bonus performance based? Has the potential to put more backs up, but could also motivate to perform well. Alternatively we have to commit to a figure we know we can sustain. That's if they even go for it. I think you're right, to half a person's usual regular bonus is always going to seem like an insult.

Are there bonuses that are not performance based?
What is the purpose of those other bonuses?

 

[Becky Young]

That would be great AstEver. Thank you.

When I said you had given me an idea regarding the spreadsheet, I wondered if I could actually collect statistical data hoping to prove that better employee benefits lead to increased production. If I could give it to my bosses as actual facts and figures presented in graphs and spreadsheets it could work . . . they love a spreadsheet

 

[Becky Young]

Costs quite a bit.
Went on a team building day once, it was £200 per staff member who was booked on it and the dippy manager had not factored in maternity leave or honeymoon so 3 staff who were booked in for it could not attend.
Was irrelevant to the organisation, didn't do anything for the team and looking at the produced stats there was no difference in clearance rate.

To be honest some of the best employers I have had simply left staff to get on with stuff. An occasional 'good job' doesn't go amiss, neither does a bonus of £20 in the occasional month when particular targets are exceeded. But overall cannot say I have ever done anything with a team that made things at work any different.

It doesn't have to cost a lot at all. There are really cost effective ways to get it done. As you said, your manager was dippy

 

[Becky Young]

I'm so surprised at everyone's hatred of team building days . . . I bloody love a team building day! At my previous employment this was a big thing. As a result my ex-colleagues are still friends. I absolutely feel as though the fact that we had formed relationships and had a connection with each other made us more productive and care more about results. It made our productivity mean somthing, other than lining the pockets of our employers. We were a team!

 

[Mr D]

That would be great AstEver. Thank you.

When I said you had given me an idea regarding the spreadsheet, I wondered if I could actually collect statistical data hoping to prove that better employee benefits lead to increased production. If I could give it to my bosses as actual facts and figures presented in graphs and spreadsheets it could work . . . they love a spreadsheet

Had a boss once who loved things on spreadsheets.
So long as info was presented the right way we could get away with murder.
Or at least giving free tea and coffee away.

 

[Mr D]

It doesn't have to cost a lot at all. There are really cost effective ways to get it done. As you said, your manager was dippy

Time lost.
For effectively no gain.

 

[Becky Young]

Are there bonuses that are not performance based?
What is the purpose of those other bonuses?

Yes there are bonuses that are not performance based. Particularly Christmas ones. Each member of staff is given a standard token amount at Christmas as a gift and a thank you for a years hard work. I kid you not, my friends company just gave out £15 Tesco gift cards for Christmas *facepalm*

 

[Becky Young]

Had a boss once who loved things on spreadsheets.
So long as info was presented the right way we could get away with murder.
Or at least giving free tea and coffee away.

 

[Mr D]

I'm so surprised at everyone's hatred of team building days . . . I bloody love a team building day! At my previous employment this was a big thing. As a result my ex-colleagues are still friends. I absolutely feel as though the fact that we had formed relationships and had a connection with each other made us more productive and care more about results. It made our productivity mean somthing, other than lining the pockets of our employers. We were a team!

Perhaps had too many imposed on us.

Lots of places that didn't have team building events the staff I worked with are still in touch, some still friends on social media or phone call away.
Work closely with someone for a couple of years in partnership you can develop a good friendship.

Most places I worked at the productivity kept us in the jobs. No reason to keep staff that could not produce.

 

[Becky Young]

Time lost.
For effectively no gain.

SO much to gain!

 

[Mr D]

Yes there are bonuses that are not performance based. Particularly Christmas ones. Each member of staff is given a standard token amount at Christmas as a gift and a thank you for a years hard work. I kid you not, my friends company just gave out £15 Tesco gift cards for Christmas *facepalm*

So if they didn't do a year's hard work they still got the bonus?

 

[Lucan Unlordly]

Once worked in the sales department of a well known daily paper where the managers decided it would be good for moral to have christmas decorations throughout the office. Everyone was thrilled til they came round with a box to collect a tenner off of each member of staff to pay for them lol!
The same manager on setting a target of £200,000 turnover for the week promised a good old drink if it was reached. Expecting a bit of a session after work at the companies expense the sales team broke all records to be rewarded with a single bottle of Budweiser (about £40 worth in total) during their lunch break. 'Well done everybody, if you want crisps you'll have to buy them yourself'. I kid you not...

Some employers will never understand what makes their employees tick.

 

[Raw Rob]

I'm so surprised at everyone's hatred of team building days . . .

Maybe this is part of the difference between people who are self employed/business owners and people who are employees. I've not had many jobs as an employee and never been on a teem building day, but depending on the specifics there is a good chance that I would hate it.

Back in my youth, I spent a year in Australia, I worked in a large office for a while and the main thing that struck me was how much more relaxed the whole thing was compared to the UK. There was beer in the fridge and I remember that at about 4pm on Fridays everyone stopped working and drank beer and ate cake, we were paid until 5pm!

 

[Employment Law Clinic]

Why have I never worked for a single employer who understands the very simple premise that if you keep your employees happy they will work harder for you?

Have you never bothered to check these employers out before being tempted to accept their job offer? Have you never asked at interview, or when a job offer was made, what incentives beyond those in the employment contract are on offer? Or have you accepted all your jobs based on what is in print – the (incentivising) pay & other terms on the table?

Happier staff members with a stronger connection to their employers and colleagues are ten times more productive than those that feel undervalued.

10 times? I’d pay to see that spreadsheet – expecting it to apply as ambiguously as this statement: regardless of industry, pay, role.

I'm so surprised at everyone's hatred of team building days . . . I bloody love a team building day! At my previous employment this was a big thing. As a result my ex-colleagues are still friends.

No need for the likes of Facebook if your employer can use their money to create new friends for you. Yet, you …

… never worked for a single employer who understands the very simple premise that if you keep your employees happy they will work harder for you?

... so no actual benefit even then to that ex-employer.

SO much to gain!

Or perhaps SO much bias that you’re blinkered to the view this will always work. Despite not setting it as a criteria whenever you accept a job.


Karl Limpert

 

[The Byre]

I've been both sides of this situation and trust me - team building days are useless. So are most other things that some 'gung-ho' junior managers seem to think will have all staff linking arms and declaring their love for the company.

This is Britain and not the US. We are cynical bastards and don't like that sort of thing. In Germany, they are even more cynical and even less likely to enjoy 'team building days'. What they want is the best tools and equipment, so that they can achieve the highest productivity and thereby earn the best possible wage.

If you want to motivate above and beyond giving staff the best possible means to do their jobs, give them business travel and greater responsibility. Nothing motivates a lowly clerk or salesman more then a one-week fact-finding tour of US customers or Chinese suppliers. Even a modest tour of UK or mainland factories is twenty-eight-point-even times more motivating than some ghastly team building BS. It also is useful, something a team building day never is.

 

[Employment Law Clinic]

Surely you must appreciate the fact you don't have to wait for a kettle to boil in your new office? How much more efficient has that alone made the staff?

Or was the inspiring team meeting last year not actually inspiring?


Karl Limpert

 

[ffox]

The first bonus scheme I ever encountered was working as a vehicle fitter for a local authority public service vehicle operation (bus company). It was lousy.

The bonus made up 40% of total wages and, unless a group of individuals had been totally crass, it was paid every week.

None the less, the fact that you had to perform at a certain pace all week, failure to do so resulted in the entire group bonus being threatened, added a pressure to work delivery that was unpleasant.

With that organisation I went on to become a junior manager and then a senior manager of the maintenance department.

Being a heavily unionised environment I had little disciplinary leverage over my work force, so I used a mild conspiracy against the bonus system as motivation.
I ensured that my people had the best chance of maximising the bonus and that little would threaten their earnings. In exchange I expected gradual, incremental improvements in performance.
I worked with the shop stewards in the same way that I worked with my chargehands and foremen to deliver the best technology and tools (plus maximum bonus) in exchange for the best return they could deliver.

I was nearly 10 years in that job and at the finish we were one of the most economic fleet maintenance operation in the UK.

This was proven when my boss sent me a trade magazine article praising the performance, in terms of down time and major service turnaround, of another similar organisation. I sent him the latest annual statistic of our own department, which not only beat that featured in the article, but beat it by a long, long way. The sad thing was that my boss didn't know.

I went back there 10 years after I left for a visit. The same processes I had developed were still in use and they were still high performers.

The difference here is one of management versus leadership.

Your people are your most valuable asset.

 

[Employment Law Clinic]

Your people are your most valuable asset.

And your greatest expense...

an unquantifiable expense, given they could bring a tribunal claim for anything that upsets them.


Karl Limpert

 

[Mr D]

I've been both sides of this situation and trust me - team building days are useless. So are most other things that some 'gung-ho' junior managers seem to think will have all staff linking arms and declaring their love for the company.

This is Britain and not the US. We are cynical bastards and don't like that sort of thing. In Germany, they are even more cynical and even less likely to enjoy 'team building days'. What they want is the best tools and equipment, so that they can achieve the highest productivity and thereby earn the best possible wage.

If you want to motivate above and beyond giving staff the best possible means to do their jobs, give them business travel and greater responsibility. Nothing motivates a lowly clerk or salesman more then a one-week fact-finding tour of US customers or Chinese suppliers. Even a modest tour of UK or mainland factories is twenty-eight-point-even times more motivating than some ghastly team building BS. It also is useful, something a team building day never is.

Now a really good team building exercise could be issue rifles to each team and let them hunt the sales team....
For namby pamby people then paintball guns can be used.

Seriously, back in the early 90s one of the bigger employers in the country tried organising team building events while the particular unit was in flux - we reorganised 5 times in the space of 12 months as staff were trained and resources were allocated. Took us over 2 years of 70 hour weeks to recover from the problems of that year, the reorganisation was needed each time and could not have been done in one go.

Biggest boost to productivity? More staff doing initial processing (started with 12 to handle 30,000 claims in the first month) and calculators. Both of which staff had to push for.

 

[Lucan Unlordly]

I take it the folk who frown on team building feel the same way about wasted time at networking events?

God forbid a team building exercise that may see sales staff working alongside marketing folk from the office next door who they've never met. Team building is as much about breaking down barriers, learning a bit about your fellow employees so the cogs mesh nicely. My missus goes to work when she's sick so she doesn't let her work colleagues down, many of whom she's met socially through events put on by her employer.