Workers face dynamic and ever increasing challenges.
A global economy of discriminating consumers has placed demands on employers
never before seen. Managers face the task of finding, keeping, and motivating
workers. Environmental pressures, rising health care costs, and the
sophisticated needs of the workforce have placed management in a complicated
and tenuous situation. The answer lies with creating a work environment
that motivates people toward exceptional performance. Supervisors and
managers who maximize the potential, creative abilities, and talents
of the entire workforce have a greater competitive advantage than those
who don't. Motivated workers provide the insurance businesses desperately
need in these chaotic times. HOW TO MOTIVATE PEOPLETHE PRIDE SYSTEM
Supervisors have the responsibility of creating
a motivating working environment. According to Dr. Edwards Deming, "The
aim of leadership should be to improve the performance of man and machine,
to improve quality, to increase output, and simultaneously to bring
pride of workmanship to people." A motivating environment is one
that gives workers a sense of pride in what they do. To show supervisors
and managers how to build a more productive work environment, I've created
a five-step process called the PRIDE system. Leaders can improve motivation
within their organizations by following this process: Provide a positive working environment STEP 1: PROVIDE A POSITIVE WORKING ENVIRONMENT
Motivation begins by first providing a positive
work environment. Fran Tarkenton says to find what motivates people,
"you have to find what turns people on." This is the most
important factor in the process. A motivating working environment requires
going above and beyond the call of duty and providing for the needs
of the worker. Walt Disney World Company provides an excellent
work environment for their employees or "cast members." Employee
assistance centers are spread strategically across the theme park. Some
of the services included employee discount programs, childcare information,
money orders, postage stamps, check cashing, and bus passes. The Walt
Disney Company realizes that taking care of their employees' needs keeps
them motivated, on the job and loyal to the company. STEP 2: RECOGNIZE EVERYONE'S EFFORTS Mark Twain once said, "I can live for two
months on a good compliment." Personal recognition is a powerful
tool in building morale and motivation. A pat on the back, a personal note from a peer
or a supervisor does wonders. Small, informal celebrations are many
times more effective than a once-a-quarter or once-a-year formal event.
Recognition from one's peers is more motivating
than from supervisors. United Services Automobile Association (USAA)
provides "Thank You" note stationary for their workers. Employees
are encouraged to say "Thank You" to each other for the help
they receive at work. The most surprising thing happened on the first
day USAA printed the notes . . . they ran out! The company couldn't
keep up with the demand. STEP 3: INVOLVE EVERYONE Having workers involved at all levels of the business
is a key element to improving morale and motivation. It also has a major
impact on improving profit and productivity. The best way to involve
workers is the use of teams and teamwork. Businesses have found that teams improve productivity,
increase morale and empower workers. Teams have decreased the need for
excessive layers of middle managers and supervisors. Johnsonville Foods located in Sheboygan Falls,
Wisconsin has been a flagship of productivity improvement. Almost 90%
of the workforce belongs to some type of team. The team, not management,
decides who is hired, who is fired, and who gets a pay raise. Ralph
Stayer, Johnsonville's Chief Executive Officer, reports that his company's
productivity has risen by at least 50% since 1986. Teamwork has made
a tremendous impact on the morale of the company. STEP 4: DEVELOP WORKERS' SKILLS AND POTENTIAL Training and education motivates people making
them more productive and innovative. At Federal Express, all customer
contact people are given six weeks of training before they ever answer
their first phone call. Learning never stops and testing continues throughout
their employment tenure. Every six months customer service people are
tested using an online computer system. Pass/fail results are sent to
each employee within 24 hours. They receive a personalized "prescription"
on areas that need reviewing with a list of resources and lessons that
will help. Federal Express' intensive training and development program
has resulted in higher motivation and lower turnover. There are many reasons training and development
makes sense. Well-trained employees are more capable and willing to
assume more control over their jobs. They need less supervision, which
frees management for other tasks. Employees are more capable to answer
the questions of customers building better customer loyalty. Employees
who understand the business complain less, are more satisfied, and are
more motivated. All this leads to better management-employee relationships Businesses have searched far and wide for the competitive
advantage, the best equipment, robotics, or the latest business technique.
These devices provide only temporary solutions. The true competitive
advantage is trained and motivated people proudly working together,
contributing vitality and energy toward the goals of the enterprise. Gregory P. Smith shows businesses how to build
productive and profitable work environments that attract, keep and motivate
their workforce. He speaks at conferences and is the President of a management
consulting firm called Chart Your Course International located in Conyers,
Georgia. Phone him at (770)860-9464 or send an email to greg@chartcourse.com.
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The information contained in this article is
intended to provide useful information, but it should not be construed
as legal advice. For specific legal requirements, please consult your
attorney.
The Pride System: Building a Productive Workforce
Recognize everyone's efforts
Involve everyone
Develop skills and potential
Evaluate and measure continuously
STEP 5: EVALUATE AND MEASURE CONTINUOUSLY
Continuous evaluation and never ending improvement is the final step
of the PRIDE system. Evaluation is a nonstop activity that includes
a specific cycle of steps. The primary purpose of evaluation is to measure
progress and determine what needs improving. Continuous evaluation includes,
but is not limited to, the measurement of attitudes, morale, and motivation
of the workforce. It includes the identification of problem areas needing
improvement and the design and implementation of an improvement plan.