Small Medium
7 tips for a greater commitment of staff in small to medium-
Introduction.
Executives in small and medium enterprises many are dedicated. They often work long and hard to build and grow their businesses. No wonder they do not understand not when their employees do not share their commitment. But there are specific things to do to develop employee commitment and engagement.
1. Waiting. Tell them exactly what you expect of them, individually and collectively. Make sure they are absolutely clear about the main results you want: specific, measurable results ……… day by day, month after month, and annual results that mean the company is crowned success. To contribute fully, your staff must know exactly what is expected of them.
2. Participation. Involve them in developing the best way to achieve these results. They do their hour after hour, the jobs, you do not. They know they can better organize their work to get the results you want.
3. Resources. Provide all resources and information they really need to achieve results you want. If you want someone to shoot over 10 widgets a day, you must provide a reliable machine with this capability. I'm not just giving in to any complaint or suggestion. Find the information they need – in their words, not yours – and provide it. But do not throw facts and figures on them because you think they are important.
4. Information. Explain how the business operates, how it makes money, which leads loss, how the different activities and influence each other. One might think they already know. You might be surprised. If you want to own their roles, you must provide something worth owning.
5. Owner. Extend the responsibility and accountability insofar as you can. Encourage the development of "all jobs" and not just pieces of this process. Make sure staff support feel that their contribution is highly appreciated. Give staff working in the short term outside of their normal jobs to broaden their perspectives. Make sure they are aware when their job "part" in the overall scheme of things.
6. Rewards. Reward them when they achieve the results you want. And reward both individuals and groups. The rewards should not be in cash. It can be share profits with chocolate bars. But when "they" give you what you want, be willing to "share the spoils."
7. Freedom. Take each piece of paper with a title such as job description, job description, statement of responsibility or use any document with a title similar. As owner or manager, you do not limit your role to such a straitjacket. If you want to feel more sense of belonging, of defining their jobs in terms of measurable performance you expect.
Conclusion. Nothing I said is new ……… but true. To put it bluntly, there are only two reasons that your staff can never go far beyond the "call of duty" in their work: to please you or to respond standards of professionalism they have established. You can not remake another you. You can help them see themselves as professionals and absolute act accordingly.
About the Author
Leon Noone helps managers in small-medium business to improve on-job staff performance without training courses. Some say his ideas are too unconventional. Find out for yourself by reading his free Special Report
: Small, Medium, Large : Foamy The Squirrel
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