‘Designing Strategies’ newsletter
July – August 2006 Volume 3 – Issue 11
My favorite philosopher, Ziggy, the cartoon character, always has something profound to say in his little square of comic page real estate. The latest to catch my eye found Ziggy staring at a sign on the wall with an ‘X’ in the middle of a maze. In bold type across the top was printed: “You Are Here”, with an arrow pointing to the ‘X’. Below the maze in smaller type it read: “…that’s ALL you need to know for now!” Not much of a way to involve your employees in improvement of company productivity and processes, is it?
My mind immediately snapped to viewing him in an office, reading one of those motivational posters that bosses tend to hang on the walls. Obviously it was far from motivational and certainly not very inclusive. Is this anything like the way you treat employees? I hope not. Sadly, there are employers that don’t think employees need to know anything about the business they work for other than their own limited piece of the work. Business strategies are deep, dark secrets, as are plans for growth and especially financial issues. All the employee needs to know is how to do their own job and nothing more.
Can you imagine going to work each day with blinders on? Walk in the door, clock in, hang up your coat, go directly to your workstation, sit down, perform your rote task, have lunch, work more, go home. Don’t look up from your desk or ask about anything in the business that is unrelated to your assigned job function. This is not a job I’d be interested in for any amount of money, and I doubt you would be either. What employee would not want to know that what they do is important to the success of the business?
At best, this situation is just plain boring. At worst, it hampers productivity, creativity and innovation that could move your company in new directions.
What might happen if your employees were aware of how rising costs of materials was affecting the company? What might they do to help control the rising fuel and energy costs? How might they help curb mounting healthcare costs? Given the opportunity, they just might develop and implement ways to help control those costs.
Employees are closest to the processes that create your products and perform your services. It is likely they have their fingers on the pulse of what works and what doesn’t. If there is anyone who can come up with ways to save time or see better ways to get a job done, it is those closest to the situation. Some of the best solutions come not from the top of the company pyramid, but from the bottom.
Involve Your Employees – Don’t Isolate Them
If employees are brought into the loop and not isolated from outside influences that affect every business, you may be surprised at the results. Employees should understand that raises and benefits come as a result of everyone doing their part to keep the business running at a profitable level. This kind of knowledge encourages them to see that productivity remains high, waste minimal and processes run at high levels of efficiency. Getting buy-in from everyone makes for a successful business. Involve your employees in a culture that will attract and retain good employees. A high quality employee is one who finds satisfaction in the importance of their role on the team.
How can you involve your employees more in your business? There are firms that open all facets of their business to employees at all levels. You can find your own comfort level as a starting point. 
Brief non-intimidating meetings where employees can offer ideas on how an issue might be addressed can provide great ideas and solutions. It is time to begin developing ways to involve your employees more in the operation of your business.
Tactics to Help Involve Your Employees
Tactics to help involve your employees more can take on many forms. Use confidential forms or surveys to gain feedback. Train and educate employees to think creatively and watch for areas in need of better solutions. Then, just stand back and observe the results of their recommendations. Show them they are valued as important members of the team.
By involving your employees, you let them know you want and value their input on the many challenges that you face together every day. No longer do you have bored, dissatisfied employees just waiting for something else to open up elsewhere so they can leave. You can develop a key member of your team who is more than satisfied. Involved employees want to remain on the job because he or she feels valued. What employee would not want to know that what they do is important to the success of the business?
Looking for a keynote speaker or trainer for your company event?
Terri Maurer, FASID, is available to speak at corporate meetings, conferences and special events. Business management topics include, but are not limited to: trends, workforce issues, leadership, culture and strategic planning. Listed below are topics that have been presented nationally:
Taking Your Business To The Next Level
Generations in the Workplace
Target Market: Interior Design Practitioners
Branding: It’s Not Just for Cattle & Major Corporations
Additional programs focused on the business of interior design are available for presentation to your interior design customers. For more information, call 330.666.0802 or email Terri at: tlmaurer@maurerconsultinggroup.com
Employee turnover has reached epidemic proportions. Several years ago a survey done in Texas for the Coca-Cola Retailing Research Council looked at employee retention in the grocery industry. The researchers, John Cox and Blake Frank, found that half of the new hires were gone within 97 days. The long and short of the survey showed that employee turnover actually exceeded the entire industry’s profit by over 40%. That is a lot of time and money wasted by anyone’s standards.
While turnover costs for your firm might not be at that extreme level, I would bet they are higher than they need to be. Have you taken steps to find out exactly what your costs are for employee turnover? The US Department of Labor estimates that it costs about one-third of a new employee’s annual salary to replace them when they leave. That can add up quickly to significant percentage of your profits if left unchecked.
How can you control turnover and refocus your efforts on retaining employees? Start by looking at your
company files. Determine what job classifications or job types seem to have the highest levels of turnover. Do some departments or divisions have more turnover than others? Ask for feedback from employees through simple surveys while they are on the job or during exit interviews. When you see a common thread, deal with it promptly to turn the tide from turnover to retention.
