Chapter 3: What Employees Really Think

Overview

If thine enemy wrong you, buy each of his children a drum.

Chinese proverb

In order that people may be happy in their work, these three things are needed: They must be for it. They must not do too much of it. And they must have a sense of success in it.

John Ruskin

So what do employees really think about the way they are treated at work? Is there some kind of corporate Utopia out there, where kind managers smile benignly on their people, all the while showering them with bonuses and other perks? Well, not really. However, it has to be said that there are some firms that are standouts in the ˜best employer' category. I asked a cross-section of ( mainly HR) management professionals in small-, medium- and large- sized firms for their frank views. This is the result. What is most significant is that although these views are drawn from the UK, the rest of Europe and the US, they all have a remarkable similarity. Indeed, a theme around engagement and communication ran through all the interviews. These views are coming from practising professionals, who have probably seen most of what corporate life can throw at them. It doesn't matter about fancy theories , this is telling it like it is and it will pay us to heed their message. Remember too as you read this, that all these people are themselves managers. They may not be at the very peak of the corporation, but they do lead teams and divisions and groups. They are commenting on what they see. These are, in most cases, the horses of the business that pull it along. What they most need to know is which way to pull. If top management cannot point out the route and give a compelling vision of why we want to go there, these managers cannot do their jobs. You can have every employee survey under the sun, but if you don't heed these general comments and have a plan to act on them, you will never ever really get to grips with engaging your employees. And that is what we must all set out to do if we want our businesses to succeed.

Sheila Bates is an HR professional with Rockwell Automation's European headquarters in Belgium.

Mike Johnson: What do you think - based on your own experiences- are the best ways to create engagement and commitment at work?

SB: Be honest and open . Tell it as it really is. Walk the talk and be consistent. Take the tough decisions when you have to. I am heartily sick of weak leaders .

MJ: What do you think - based on your own experiences - are the biggest turn -offs to employee engagement and commitment at work?

SB : Telling your people they are the most important asset for the business: 99.99 per cent of companies then behave in the opposite manner. Failure to manage the void between saying and doing.

MJ: Which company (or companies) do you most admire in the way they engage and motivate employees?

SB : I still think that Orange is a shining example, because they are still committed to the growth and development of their staff, even in the current climate.

MJ: If you were CEO for the day, what would be the one thing you would do to improve levels of engagement and commitment in your business?

SB : Wave a magic wand and ensure that all managers never ever again made crappy comments to staff that they were never going to be able to deliver on.

The questions that follow have been edited to avoid repetition.

Jackie Alexander is director of HR, Europe, for Novell/Cambridge Technologies, a medium-sized , globally active software firm, at their Paris headquarters.

MJ: What are the best ways to create engagement?

JA: Transparent objectives, clear goals and well- articulated responsibilities with the appropriate level of accountability attached.

MJ: What are the biggest turn-offs to employee engagement?

JA: Where compensation and reward is not perceived/does not correspond to effort of individuals.

Where corporate management says one thing and then implements a process that drives totally different behaviours. Example: ˜We need to work as a team', then pays for individual contribution only.

Where clear promises are made and then reneged on - usually because management isn't courageous enough to tell the truth about the challenges facing the business. Then is unable to meet its commitments because ˜there's no money', ˜we missed our targets', ˜the Euro / Dollar exchange rate shifted.'

MJ: Which company do you most admire?

JA: Don't think I have any clear favourites as all companies seem to be struggling with the evolving paradigm of what employment really means these days. Therefore, I think that excellence in managing people is only partially based on having strong processes for developing and rewarding people. What really counts is how strongly employees are engaged in the day-to-day struggle of the business and can therefore evaluate for themselves how they and the company are doing. But if I had to choose a company it would be Cisco for its slick integration processes after acquisitions (boot-camps, heavy communication efforts). I also rate IBM, simply because you hear people say it is still a great place to work.

Leslie Raymond is an assistant vice-president and HR business partner, international operations, at the global headquarters of insurance firm Winterthur in Switzerland.

MJ: What are the best ways to create engagement?

LR: Open and candid communications at all levels. No favouritism, everyone treated the same way.

MJ: What are the biggest turn-offs to employee engagement?

LR: Realising that you are the last to know what is going on in the company. No communication on why and how the company handles controversial issues.

MJ: Which company do you most admire?

LR: Kraft Food and Philip Morris. Both have strong cultures and employees take pride in working there. There is also a consistent message from the CEO.

MJ: If you were CEO for the day, what would be the one thing you would do?

LR: I would speak to as many people as possible to create an open climate of trust and engagement.

Anne Chivers is head of learning an organisational development at the Housing Corporation in London.

MJ: What are the best ways to create engagement?

AC : Communicate, communicate, communicate. Treat employees with trust and respect. Provide opportunities to learn and grow. Share your strategies and invite ideas. Reward effort and deal quickly with the incompetent.

MJ: What are the biggest turn-offs to employee engagement?

AC : Lack of recognition. Incompetent managers. Rewarding the wrong people. Bullying. Greed.

MJ: Which company do you most admire?

AC : Microsoft : they know that their survival depends on attracting and retaining the talent they need.

MJ: If you were CEO for the day, what would be the one thing you would do?

AC : Get out there and meet the employees and listen to what they have to say.

Jackie Van Aubel is the founder and president of Sponsart, a boutique consulting firm that advises major firms in sponsoring cultural events all over the world. She lives and works in Monte Carlo.

MJ: What are the best ways to create engagement?

JVA: Make sure that the company has a culture and that top management makes sure everyone is in line with that culture. Top management must communicate and walk the talk. Have respect for all employees; give chances , be open and transparent.

MJ: What are the biggest turn-offs to employee engagement?

JVA: Selling off well-performing units to generate cash for other business. This is perceived as being ˜punished' for doing well. It demotivates employees and everyone starts working for themselves and their own interests; so no one goes the extra mile.

MJ: If you were CEO for the day, what would be the one thing you would do?

JVA: Realise that I should be in business for the business to continue to exist. If that is not the case, be transparent from day one, and say so. Walk the talk and realise that the bottom-line is not all that must be taken into consideration for decisions and strategies. Hire more women. They often prove more straightforward, act less like political animals and are more outspoken.

Clemens Reisbeck is head of talent management at Barclays Capital in London.

MJ: What are the best ways to create engagement?

CR: The key for trust and commitment to develop and flourish are open, clear and honest communication. However, the first thing is to trust your employees. You need to trust your people first, before they start trusting you.

MJ: What are the biggest turn-offs to employee engagement?

CR: Not trusting. Not walking the talk. Unclear expectations, responsibilities and communication. Not keeping the promises made in hiring the person into the firm.

MJ: Which company do you most admire?

CR: To be honest, based on my own experiences I don't know of an organisation I would admire for their way of motivating and engaging their employees. However, I would think that organisations with these qualities are more often found among small to mid-sized companies, or start-ups where you have a leader figure. I think these kinds of organisations have a high degree of overlap between company interests and values and the values and interests of the employees.

MJ: If you were CEO for the day, what would be the one thing you would do?

CR: Ask employees, ˜What do I need to STOP doing that destroys your commitment and trust?' Then act on it. Make sure you have clear, open and honest communication. The people working for you are not dumb!

Don Bates is managing director of Media Distribution Services, America's largest PR media, mailing, printing, fax and e-mail service. He lives and works in Manhattan.

MJ: What are the best ways to create engagement?

DB: First, talk to ALL your employees. Have an internal communications programme, no matter how modest, that addresses the big picture issues and that attempts to instil camaraderie. In your actual communications, be as direct and candid as you can be without stimulating upset and animosity. Minimise the scuttlebutt and what employees learn via the rumour mill.

MJ: What are the biggest turn-offs to employee?

DB: Not talking to them. Not involving them in decision-making that affects their performance and success. Not being candid or fair.

MJ: Which company do you most admire?

DB: The obvious example would be one of the big corporations that pay the best, offer the most opportunities and communicate the most on internal matters. In reality, I admire any company large or small that do these things as best they can within their particular limitations. Using excuses such as ˜we're too small' or ˜we don't have the resources,' isn't admirable and it is counter-productive to almost every measure of serious business success.

MJ: If you were CEO for the day, what would be the one thing you would do?

DB: Ask my top managers to tell me what their goals are for improving their performance and their staff's performance over the next year in relation to the company's most pressing needs. Then I would help them refine those goals into a reasonable commitment that I would use to judge their success or failure. I would put some feet to the fire, but commit to supporting them in not getting burned.

Clem Cheng is vice-president HR for Cigna Insurance at their headquarters in Philadelphia.

MJ: What are the best ways to create engagement and commitment at work?

CC: Effective leadership that sets a strong direction for the enterprise. Communicating with honesty. Involving employees at all levels and establishing appropriate rewards.

I also believe that to generate real commitment there has to be an appropriate level of passion about the mission and work. However, this does not have to be some high calling. I have seen organisations that get employees passionate about relatively basic work such as retailing or food service. It is all about how you do it.

MJ: What are the biggest turn-offs to employee engagement and commitment at work?

CC: Management that does not walk the talk, especially leaders who say one thing and do not model the behaviours. Also excessive greed, over-the-top executive perks and arrogance are just huge turn-offs. A lack of focus on the customer is also a good way to introduce cynicism.

MJ: Which company do you most admire?

CC: W.L. Gore and Associates (the manufacturers of Gore-Tex fabric, and voted best company to work for in the UK in 2003 by a Sunday Times poll): for their organic culture, concept of natural leadership (leaders are not appointed, but emerge) and high involvement work environment. Southwest Airlines: unique culture and clear track record of successful performance. Nordstrom's: equip and empower employees to truly help the customer.

MJ: If you were CEO for the day, what would be the one thing you would do?

CC: Be visible with employees at all levels. Lead with my heart in addition to my head. Speak with candour and optimism but also make the tough calls about how to get the desired level of performance.

John Jeffcock is the founder and managing director of Winmark, a London-based market research firm that specialises in employee research.

MJ: What are the best ways to create engagement and commitment at work?

JJ: I think you need to invest in the person, not just the employee. What I mean by this is that the company needs to demonstrate it cares outside of the normal requirements. That is, break the rules in the employee's favour.

MJ: If you were CEO for the day, what would be the one thing you would do?

JJ: What I would do is identify, say, 10 special cases (people in a hard place or difficult circumstances) at a local level and then do something above and beyond the call of duty.

Gayle Weibley is executive vice-president HR for Right Management Consulting, based in their world headquarters in Philadelphia.

MJ: What are the best ways to create engagement?

GW: For me, and from what I hear from employees everywhere I have worked, people place highest on their list the credibility factor. Leaders engender trust and commitment when they demonstrate core values that are trustworthy, and show that they are willing to move heaven and earth to keep them. I believe that people will quickly follow in behind someone who is genuine , authentic , honest and respects others. This may sound over-simplistic and trite, but the problem is that a heck of a lot of executives are just not that honest and people know it.

MJ: What are the biggest turn-offs to employee engagement?

GW: I don't see many business leaders who check their egos at the door. Most people seem to be always working an ˜angle' or an ˜agenda' that will ultimately benefit them individually and people see through that. At Right, we operate on a simple rule: demonstrate, don't declare.

MJ: If you were CEO for the day, what would be the one thing you would do?

GW: If I was CEO for a day in a company where these problems existed, I would probably clean house. Then I would immediately follow up with a videoconference to the entire company explaining the ˜new platform'. Then I would surround myself with people who had a track record of demonstrating the appropriate behaviours and financial success for their companies.

Pam Hurst is the founder of Heart of the Business, a small, UK-based HR consultancy.

MJ: What are the best ways to create engagement?

PH: Plain and simple - involvement. Treat all employees as responsible adults who want to contribute to the success of the company. All employees are capable of understanding the big picture and acting on it if it is communicated to them.

MJ: What are the biggest turn-offs to employee engagement?

PH: Not being treated as adults (see above). Being given explicit or implicit messages (not always deliberate ) that ˜you're not being paid to think.' Mixed messages like top management spouting stuff about ˜people being our most important asset,' and then springing change programmes with job changes or losses, that have been hatched in secret. That really does mess up the trust relationship. Worse still it takes ages to rebuild once it is lost.

By the way, one of the best ways to turn employees off is a badly managed appraisal system - and there are plenty about. I am a great fan of a good appraisal system, but they have to be simple, in the control of the employee and integrated into the company's strategic business planning and performance management. Otherwise they just won't be effective over the long term .

MJ: What company do you most admire?

PH: Given its size I think Tesco does a pretty good job with employee initiatives. I also like the sound of what the Savoy hotel group have been doing in people management.

MJ: If you were CEO for the day, what would be the one thing you would do?

PH: I would appoint me to review, improve and/or implement a really sound corporate and individual performance management approach and process. That is a serious proposition! Equally, if I only had a day, as CEO I could do some really stirring hearts and minds stuff, which could engender trust and commitment (as long as I hadn't previously blown it!). But, frankly it would be what I and my management team did subsequently that would be the real test of ongoing trust and commitment.

Currently based in Brussels, Bill Bauer is senior manager international accounts with Vodafone.

MJ: What are the best ways to create engagement?

BB: I think that stability is all too often overlooked. But people need a certain level of stability in the messages that they get from management in order to commit their full energies.

Consistency between message and action. People want to see that pronouncements of management are matched by their actions.

People need an opportunity to learn and develop, this doesn't just mean formal training either. It means the chance to spend time with respected colleagues (inside and outside the firm), try new things, get great coaching and so on.

People need to have a coherence between responsibility, resources and rewards, knowing just how these fit together - and I don't mean just monetary rewards either.

My view is that people don't work for companies, they work for people. A colleague of mine once said, ˜90 per cent of every job is your boss.' And I think we need to recognise that an employee's line manager is critical to that person's performance and whether they stay or go. Personally, I think one of the most toxic by-products of the Internet 90s was a disdain for the role of line management.

MJ: What are the biggest turn-offs to employee engagement?

BB: Instability: ˜This is the year we crack the Enterprise Market.' Yep, we're going to focus on it for a whole 90 days - then try something else.

Inconsistency: ˜All employees must travel Economy class' - unless you senior enough to have your PA instruct the travel agency otherwise.

Opportunity: ˜You've done a great job this year,' So stay in your box and do it again. And again. And again.

MJ: What company do you most admire?

BB: Most of the companies I have worked for in my career have, frankly done a pretty poor job in this area. And I certainly don't see much improvement.

MJ: If you were CEO for the day, what would be the one thing you would do?

BB: Forcing every director to look out for stars all the time, in the knowledge that this was going to be constantly reviewed.

Forcing them to tackle the poor performers who subtract value - the ˜anchor draggers', who make everyone's working life worse. It is a critically important (if uncomfortable) leadership role.

Ensuring that appraisal processes are thoroughly and consistently implemented.

Challenging directors to think seriously about the kind of behaviours that are rewarded - as opposed to the kind of behaviour they are asking for.

Clearly putting the onus for nurturing talent and addressing poor performance at the door of line management - not HR.

Communicating the message that people and leadership matter - by example rather than by slogans.