Monday, February 27, 2012
MaxImprovement Says: Workforce Dirty Terms
MaxImprovement Says: Workforce Dirty Terms: Some readers will understand the slant on this article. They live it each day. If not personally, they recognize family members or friends ...
Sunday, February 26, 2012
Workforce Dirty Terms
Some readers will understand the slant on this article. They live it each day. If not personally, they recognize family members or friends and can relate to the dirty terms. I would even bet in a barroom conversation, many would claim "having many friends" falling into this category. Others will deny or at least pass aside the article totally.
The term is marginal jobs. Employees in marginal jobs are those, for various reasons, employed and (use this term within the context) engaged in conditions less than favorable. Positions falling into this category include positions that are:
- Boring
- Low-paid
- Intermittent
- Little or no autonomy
- Dead-end
Networking while employed in marginal work, surely takes a toll on both pride and esteem for the worker. In fact, I would venture “networking” is another dirty term. Those in marginal positions find themselves isolated for many reasons, none-the-less being somewhat embarrassed to network in communities with higher skills and income.
Often, management maintains a preferred group within the organization. This preferred group may stem from common ground or tenure within the company. Regardless, those in marginal positions are less likely to find invitations to lunch with the boss or owner. They are also less likely to find invitations to stimulating work or training.As a reference, those who watch the television show “Undercover Boss” only find instances where the boss invades the workplace undercover. We rarely hear the real reason why someone participates in this show (other than advertising, marketing, and income) unless the intent is to try and find trouble. I doubt we would see a show with all those outtakes.
When will we see a reality show when the boss invites marginal job employees to lunch? Even the Geico pig cannot REALLY fly.Those employed in marginal work include personnel with:
- Learning disabilities (these vary as much as any part of society)
- Family influences
- Experience
- Legal backgrounds
- Poor choices in early life
Thursday, February 9, 2012
Small Initiatives Move Mountains
I maintain a list of positive statements on my desk I copied from Tom Peters (In Search of Excellence) web site. Tom’s raw, in your face statements bring about thought of how to change things in my world every day.
Today, as I read through the list one quote struck me but differently than originally written. Tom’s statement, “No stone unturned: “Small” courtesies move mountains!” I have witnessed this with at least behaviors and attitudes when extending courtesies to people whom probably not feeling their best. A little courtesy moves mountains for them.
What might change if the neighborhood and community businesses extended courtesies in the way of training and education? Before selecting the little red “X” in the upper right corner, consider this program. Consider changes you could make in your community, neighborhood, city, state, or country.I enlisted in the Navy in 1970 in a delayed entry program. I did not activate until February 1971. I continued to work throughout that period and on one day I visited my barber for a trim. Tom Polston had been my barber forever, and was a customer on my paper route as a young teen. Tom always had time to talk regardless if you were there for a trim or just visiting.
While sitting in the chair, Tom asked what I was doing for a living. I explained my situation including enlisting in the Navy. Tom asked why I enlisted and I explained working at GE paid bills but offered nothing continual. I wanted a skill I could use anywhere.Up until that time, Tom and I never spoke about my plans and work. On that day, he told me he would have paid to send me to barber school had I asked. I still remember the shock that someone would make that offer. Had I not already signed a contract with the Navy I might possibly be doing things differently today. I made a career in the Navy so no harm, no foul.
Imagine, someone offering you schooling in a trade at his or her expense. Imagine the path someone could walk with skills and increased opportunities from schooling. Imagine that happens to a young person today considered by many as a risk. Imagine someone providing an opportunity to a woman suddenly finding herself unemployed with children and an absent father. Imagine the opportunities for someone spending 10 years in prison because that person thought they could earn quick money selling weed.Many walk our communities each day trying to scrape any work they might find. Hoping someone notices his or her skills, or their possibilities. We can all make a difference either collectively or as a lone donor.
Putting things in perspective, in the neighborhood surrounding your business, how many crime reports have you noticed? How many businesses become targets of petty vandalism? How many times might we avoid this if those folks found employment instead of finding/creating troubles?How much are you paying for insurance? What impact would you notice if your insurance cost/claims dwindled from less crime in your neighborhood? What would you gain if your traffic or production increased with a safer community? What if on every street in your city, businesses adopted youngsters, displaced workers, and ex-offenders for training?
It matters little whether they work in your particular business or even in your field. It matters they are more productive. It matters they find self-esteem, self-importance, and self-sufficiency. All because someone extended opportunities they might not otherwise find.Just imagine!
Sunday, February 5, 2012
Getting Engaged: Or At Least Going Steady
They met through an advertisement. The two thinking they were a match made in heaven. He; a portly feature, stable and still growing. She; looking for someone just like him, but eager to settle down and invest in a more family manner.
Yep, we are talking about corporations and employees. He, the organization (do not go sexist on me here, please) looks to grow and in hiring her proves his expectations to grow in the current production line. She, on the other hand expects a stable employment, income, and sense of belonging.
Place those two characters on hold for the moment while I reset the context of this paper. This IS about employee engagement. This IS about aligning expectations. This IS about you and your organization and “getting engaged” or at least another perspective of that “pre-marital” connection.
Reading an article in the February edition of Talent Magazine (http://talentmgt.com/) on this very subject, I felt as though only portions of this phenomenon made print. Engagement, as in marital engagement takes on many levels.
The first topic in the article mentioned the every-present 24/7 connection via phone or some telecommuting device. The idea seemingly hints the employee grows numb to daily engagement when constantly tagged after hours. What say the jury? I know some ditched landlines for favor of mobile devices. That change only invites callers to test the employee availability and interrupt any downtime they “engage” in after hours. My first thought, “Turn it off!” I refuse to allow the device to keep me engaged in work (being an independent keeps me engaged more than enough, thank you.”
I suppose the real answer is to semi-screen calls by putting the ringer on mute during specific hours. Fortunately, or in my case unfortunately, my business never blossomed to the point I need to worry about late calls. Getting any call, save heavy breathing and prank calls, would find a welcome voice.
The magazine article reported employees seemed more engaged during the recession (their word.) Without hesitation, I immediately recalled an experience in my younger days while employed with General Electric in Louisville, Kentucky. Engagement roots also form from fear, anxiety, loyalty, and with our “couple” at the start of this issue, trust.
General Electric maintained pretty much a union shop. There were a few that never embraced unions and while not completely sold, it seemed like a small toll to travel the road of peace while working (glad too, since I disliked the term “scab.”) I tried my best to work when I could for as long as I could. I enjoyed the work and more importantly, the paycheck.
Word spread of an impending strike over the contract between the union and GE. I worked my hardest and longest hours in those weeks prior to the strike. I knew the pending weeks afterward would get lean and with a wife and son, I needed all I could get.
Not much differences between that period and threats of job loss recently. While not a union issue, the threat of unemployment, bankruptcy, foreclosure, and family unrest make many feel like they MUST engage in work. Stress from this type of engagement spills over into family or down time. The cycle is perpetuating.
Neighborhoods shuttering, friends and family losing employment, rising costs, and issues external to work creep into the workplace and voila, employees engage, but engaged with fear.
For those lucky enough to maintain employment, they lose engagement from loss of loyalty and trust. They look for greener pastures. Just remember, the grass is always greener over…the septic tank. Remind yourself what feeds that grass.
Health risks and missed days affect and stem from employee engagement. I remain uncertain as to which has the bigger impact (chicken and the egg question) but the connection is not doubted. Even my own experiences vouch for this attachment. Possibly more than just a casual day off or off day, those employees with hidden, chronic problems refuse care. The idea of exposing or being exposed scare many employees into ignoring treatment or at least resolution. Melt workplace engagement issues into this and sure enough, we see a health avalanche.
I long thought developing employee skill inventories a necessity for many businesses, especially those growing and looking for increased customers. What is a skill inventory? I can help you develop this inventory, but suffice it to say it improves the engagement bliss.
The fallacious thought about advancement and training as a necessity is overblown and businesses should make this well known. First, businesses are not in the business of advancement for the sake of advancement. Sitting on your haunches begging for more bones is not a way toward favor. The proactive employee seeks business, hand-in-hand with the owner. The skill inventories play in part here, but if you work in a boutique business or an established management/leadership system, advancement comes from business growth. Training for the sake of training is costly and during downturn times not business conducive.
I watched “Saturday Night Fever” last night during a 35th year “anniversary” showing. I watched the movie many times before, but for some reason last night through different lenses. Tony Manero (John Travolta) worked in a paint store as a 20 year old in New York set in the 1970s. At one point, Tony engages in conversation with the owner that points to three other employees and their tenure with his business. Tony is obviously disheartened when realizing his place in the business is junior, but the owner tells him he has a future.
Engagement is perspective, but more importantly, communicating and aligning expectations. Have you had your Tony Manero discussion with your employees? How could you improve your employee engagement, or better yet, your business marriage?
Yep, we are talking about corporations and employees. He, the organization (do not go sexist on me here, please) looks to grow and in hiring her proves his expectations to grow in the current production line. She, on the other hand expects a stable employment, income, and sense of belonging.
Place those two characters on hold for the moment while I reset the context of this paper. This IS about employee engagement. This IS about aligning expectations. This IS about you and your organization and “getting engaged” or at least another perspective of that “pre-marital” connection.
Reading an article in the February edition of Talent Magazine (http://talentmgt.com/) on this very subject, I felt as though only portions of this phenomenon made print. Engagement, as in marital engagement takes on many levels.
The first topic in the article mentioned the every-present 24/7 connection via phone or some telecommuting device. The idea seemingly hints the employee grows numb to daily engagement when constantly tagged after hours. What say the jury? I know some ditched landlines for favor of mobile devices. That change only invites callers to test the employee availability and interrupt any downtime they “engage” in after hours. My first thought, “Turn it off!” I refuse to allow the device to keep me engaged in work (being an independent keeps me engaged more than enough, thank you.”
I suppose the real answer is to semi-screen calls by putting the ringer on mute during specific hours. Fortunately, or in my case unfortunately, my business never blossomed to the point I need to worry about late calls. Getting any call, save heavy breathing and prank calls, would find a welcome voice.
The magazine article reported employees seemed more engaged during the recession (their word.) Without hesitation, I immediately recalled an experience in my younger days while employed with General Electric in Louisville, Kentucky. Engagement roots also form from fear, anxiety, loyalty, and with our “couple” at the start of this issue, trust.
General Electric maintained pretty much a union shop. There were a few that never embraced unions and while not completely sold, it seemed like a small toll to travel the road of peace while working (glad too, since I disliked the term “scab.”) I tried my best to work when I could for as long as I could. I enjoyed the work and more importantly, the paycheck.
Word spread of an impending strike over the contract between the union and GE. I worked my hardest and longest hours in those weeks prior to the strike. I knew the pending weeks afterward would get lean and with a wife and son, I needed all I could get.
Not much differences between that period and threats of job loss recently. While not a union issue, the threat of unemployment, bankruptcy, foreclosure, and family unrest make many feel like they MUST engage in work. Stress from this type of engagement spills over into family or down time. The cycle is perpetuating.
Neighborhoods shuttering, friends and family losing employment, rising costs, and issues external to work creep into the workplace and voila, employees engage, but engaged with fear.
For those lucky enough to maintain employment, they lose engagement from loss of loyalty and trust. They look for greener pastures. Just remember, the grass is always greener over…the septic tank. Remind yourself what feeds that grass.
Health risks and missed days affect and stem from employee engagement. I remain uncertain as to which has the bigger impact (chicken and the egg question) but the connection is not doubted. Even my own experiences vouch for this attachment. Possibly more than just a casual day off or off day, those employees with hidden, chronic problems refuse care. The idea of exposing or being exposed scare many employees into ignoring treatment or at least resolution. Melt workplace engagement issues into this and sure enough, we see a health avalanche.
I long thought developing employee skill inventories a necessity for many businesses, especially those growing and looking for increased customers. What is a skill inventory? I can help you develop this inventory, but suffice it to say it improves the engagement bliss.
The fallacious thought about advancement and training as a necessity is overblown and businesses should make this well known. First, businesses are not in the business of advancement for the sake of advancement. Sitting on your haunches begging for more bones is not a way toward favor. The proactive employee seeks business, hand-in-hand with the owner. The skill inventories play in part here, but if you work in a boutique business or an established management/leadership system, advancement comes from business growth. Training for the sake of training is costly and during downturn times not business conducive.
I watched “Saturday Night Fever” last night during a 35th year “anniversary” showing. I watched the movie many times before, but for some reason last night through different lenses. Tony Manero (John Travolta) worked in a paint store as a 20 year old in New York set in the 1970s. At one point, Tony engages in conversation with the owner that points to three other employees and their tenure with his business. Tony is obviously disheartened when realizing his place in the business is junior, but the owner tells him he has a future.
Engagement is perspective, but more importantly, communicating and aligning expectations. Have you had your Tony Manero discussion with your employees? How could you improve your employee engagement, or better yet, your business marriage?
Sunday, January 29, 2012
MaxImprovement Says: Trust and Loyalty
MaxImprovement Says: Trust and Loyalty: This morning while browsing through the local paper (yes, I still subscribe) I read an advertisement for employment. You see, I have a Grand...
Trust and Loyalty
This morning while browsing through the local paper (yes, I still subscribe) I read an advertisement for employment. You see, I have a Grandson with "alphafloofus." Email me and I will define this disease.
Here is exactly how the posting reads, "5 HARD WORKERS TO REPLACE 5 LAZY ONES." The advertisement continues to explain the money that can be made, etc., etc., etc.
I know you probably read those type of "want-ads" before, but the honesty of the ad hides the sincerety toward employees. I mean, we know reading the title provides all we need to know about how the organization values employees and talent. Pretty simple, if you do not perform to par they consider you a bogey.
So the question remains, "How does this apply to you and your organization?" OK, by now you probably blew me off. Before clicking on the little red "X" in the upper right corner, be honest with yourself. How does this apply to you and your organization?
What conversations and thoughts are you sharing with others about your employees? What remarks and body language are you relating to your employees regarding your customers? How much trust have you built with both?
If you are wagging your tongue behind employees and customers, the only difference is in the brash advertisement. Trust me, what you think are loyal employees are advertising what you will not.
Here is exactly how the posting reads, "5 HARD WORKERS TO REPLACE 5 LAZY ONES." The advertisement continues to explain the money that can be made, etc., etc., etc.
I know you probably read those type of "want-ads" before, but the honesty of the ad hides the sincerety toward employees. I mean, we know reading the title provides all we need to know about how the organization values employees and talent. Pretty simple, if you do not perform to par they consider you a bogey.
So the question remains, "How does this apply to you and your organization?" OK, by now you probably blew me off. Before clicking on the little red "X" in the upper right corner, be honest with yourself. How does this apply to you and your organization?
What conversations and thoughts are you sharing with others about your employees? What remarks and body language are you relating to your employees regarding your customers? How much trust have you built with both?
If you are wagging your tongue behind employees and customers, the only difference is in the brash advertisement. Trust me, what you think are loyal employees are advertising what you will not.
Sunday, January 15, 2012
Sexual Harassment, Stress, and Waste
The alarm clock sounds like a train rumbling through her head as she springs from her bed. Agitated from the previous evening by a gent not of her liking, only aids her disdain for the wake up alarm. Pounding on the off button, she rolls over not wanting to face the day at work.
Arriving at work Betsy tries to engage herself immediately in the daily events. She fears running into Benson again, the gent from the night before and a fellow employee. Drama begins to swell in her chest as her head thumps from her pulsing heart. Her breathing is forced, and her distraction enforced by fear.
All morning her efforts feel half-hearted. Her production is tense and she feels like she failed the morning test. Benson has yet to show. The drama builds with each minute. Her drama builds stress, fear, self-doubt, and a number of other self-defeating feelings.
How will she react if confronted by Benson? What will she say without raising attention to the very thing she wants to forget. Should she speak to the boss? Maybe not, since it was away from the office. Maybe it was just a one-time thing. A mistake. Maybe she created the situation. Maybe she in fact initiated the problem.
She inhales her lunch, never tasting the first through last bite. Her knotted stomach feels like it will never pass the food. She worries all through lunch Benson will pay her a visit.
Finally, half way through the afternoon she decides to speak to her boss about the previous evening events. Benson literally groped her at the bar and made it known his not-so-subtle intentions. She feared he would try his advances again.
Calling her boss aside and asking for time to speak, she mentions Benson by name. Lilly, her boss, immediately responds and informs Betsy Benson resigned the day before. He will not return.
Betsy nearly falls to the floor. Her anxiety bubble deflates. Her entire body aches from almost an entire day wrought with fear and tension. But, the evening lies ahead. Hoping Benson stays away.
What if he did return? What would you do for Betsy? For Benson? For your organization and employees?
Arriving at work Betsy tries to engage herself immediately in the daily events. She fears running into Benson again, the gent from the night before and a fellow employee. Drama begins to swell in her chest as her head thumps from her pulsing heart. Her breathing is forced, and her distraction enforced by fear.
All morning her efforts feel half-hearted. Her production is tense and she feels like she failed the morning test. Benson has yet to show. The drama builds with each minute. Her drama builds stress, fear, self-doubt, and a number of other self-defeating feelings.
How will she react if confronted by Benson? What will she say without raising attention to the very thing she wants to forget. Should she speak to the boss? Maybe not, since it was away from the office. Maybe it was just a one-time thing. A mistake. Maybe she created the situation. Maybe she in fact initiated the problem.
She inhales her lunch, never tasting the first through last bite. Her knotted stomach feels like it will never pass the food. She worries all through lunch Benson will pay her a visit.
Finally, half way through the afternoon she decides to speak to her boss about the previous evening events. Benson literally groped her at the bar and made it known his not-so-subtle intentions. She feared he would try his advances again.
Calling her boss aside and asking for time to speak, she mentions Benson by name. Lilly, her boss, immediately responds and informs Betsy Benson resigned the day before. He will not return.
Betsy nearly falls to the floor. Her anxiety bubble deflates. Her entire body aches from almost an entire day wrought with fear and tension. But, the evening lies ahead. Hoping Benson stays away.
What if he did return? What would you do for Betsy? For Benson? For your organization and employees?
Wednesday, January 4, 2012
MaxImprovement Says: Hanging Around the Coffee Pot
MaxImprovement Says: Hanging Around the Coffee Pot: I wrote this a number of years ago. Brought it back to life with a quick dusting. Hoping you enjoy and learn. Often, the simplest things h...
Hanging Around the Coffee Pot
I wrote this a number of years ago. Brought it back to life with a quick dusting. Hoping you enjoy and learn.
Often, the simplest things hinder production and improvement. Lowering or removing hurdles may not be simple, but finding the hurdles might be easier than many think. Leaders within the organization should be keen to things creating production risks and possibly other, umbrella affects (unintended consequences) within your organization. This chapter reviews some of those somewhat simple observations.
We have all seen workers hanging around the coffee pot, water fountain, or smoking area, and at times, we have “been them.” Some days the clock seems to never pass fast enough, or the head bobbing starts too early and will not slow down (while the rest of the office makes bets on whiplash.) Other days we have our hair on fire trying to get all the fires out.
There is nothing wrong with this group of employees. This happens to the best organizations depending on our business. Feast and famine business has been around for eons. Therefore, what are we talking about here? How can we at least stop some of the famine?
Many of us have seen employees make the day go by just hanging around the coffee pot, chatting with every passerby or coffee refill, reading every safety poster or sales brochure. If not the coffee pot (the Navy calls it the “coffee mess” for good reason, but that is another story), the water jug/fountain, break room or smoking area (for those working outdoors, please email me about favorite signs for those favorite employee “hiding places.”) These employees resemble the gadfly running from person to person to start another conversation, extend the coffee break, or light another cigarette. What is going on here? Why would they develop such a social attitude regarding their employment? How can we change employee behavior for these employees? How can we increase their contribution to the organization?
I remember the first time this mental picture of my staff and daily events flashed through my mind. I was on a temporary assignment in Washington, D.C. I do not recall the book I was reading after work that brought this thought altering event about, but the question/task to my leaders back at the office was simple in an email that very night. Find employees that hang around the coffee pot or smoking area frequently, identify the people, and we (the leadership) would talk on my return. The organization at that time required employees to visit customers and provide training, provide assistance as necessary to improve operations, and have the customer sign a small card identifying the activities offered by the staff employees. Immediately some leaders in our group thought I was trying to eliminate employees. Word spread that I was head hunting and everyone should stay hidden or look employed. Nothing could be farther from the truth.
What could cause employees to pass the time being something unproductive? Many things, but the most common reason from my experience goes something like the following scenario.
Bill remained employed for a good number of years working on communications equipment and assisting customers in maintaining their connectivity with other military organizations. Customers were extremely satisfied, Bill continuously received letters of appreciation, and everyone knew him as the premiere maintenance man. While he never received bad remarks, the letters slowed but the letters were not a benchmark. Because he was not receiving bad remarks, there was little attention to the lack of praise. Management noticed Bill hanging around the smoking area more frequently, with plenty of coffee (this because of my query while on temporary assignment.) On investigation, management noted the equipment creating Bill’s letters was phasing out and he lacked skills and training for other, newer equipment. Leaders then began to research the value of legacy skills and the cost of updating employee training. This resulted in a complete shift in organizational thinking and planning.
Amazing what a little thing like this will do to productivity, morale, and customer satisfaction. With new skills, Bill was able to work on customer upgrades and performing back at notorious levels again. Old skills, or skills replaced by new technology require constant attention. On another note, skills overload can create the same problem. Again, managers need to watch for signs and prepare to intervene when noticed, just like Jack in the following scenario.
Like Bill, everyone knew Jack for his technical skills. Jack would never shy from any technology. His mantra was “if someone made it, I can fix it.” Additionally, many knew Jack for training everyone and anyone who would listen and wanted to learn. A model trait any leader or owner would want. While Jack would take any project, he did have specific skills for his position and he usually trained new personnel on “his” systems because they were after all, his trade skill areas. So what could be wrong with this picture?
While training personnel in specific areas, Jack created a glut of technicians in his mold. During a financial review, leadership noticed a few people in Jack’s group logging extensive overtime, and a somewhat disgruntled group of people because of additional hours required to satisfy customer needs. (While we compensate employees for their time in money, it is important to look at the life balance. Money will not compensate for lost family time along with other life balancing activities.) The consequences of Jack’s great mentoring created a glut in one area while allowing a shortage in another area. A simple shift of personnel by Jack’s leaders corrected this imbalance, but left to grow it would eventually creep back to the coffee pot, water fountain, smoking area crowd.
Tracking skill levels and spreading the workload alleviates many potential problems. Tracking skill levels also changes the mindset in leadership within the organization by challenging the leader’s thought process, working smarter, not harder. Workload imbalance might not be just skill sets. Organization problems like this could come from employee physical abilities, education levels, or perhaps just a little collaboration between personnel; then that is another article.
Often, the simplest things hinder production and improvement. Lowering or removing hurdles may not be simple, but finding the hurdles might be easier than many think. Leaders within the organization should be keen to things creating production risks and possibly other, umbrella affects (unintended consequences) within your organization. This chapter reviews some of those somewhat simple observations.
We have all seen workers hanging around the coffee pot, water fountain, or smoking area, and at times, we have “been them.” Some days the clock seems to never pass fast enough, or the head bobbing starts too early and will not slow down (while the rest of the office makes bets on whiplash.) Other days we have our hair on fire trying to get all the fires out.
There is nothing wrong with this group of employees. This happens to the best organizations depending on our business. Feast and famine business has been around for eons. Therefore, what are we talking about here? How can we at least stop some of the famine?
Many of us have seen employees make the day go by just hanging around the coffee pot, chatting with every passerby or coffee refill, reading every safety poster or sales brochure. If not the coffee pot (the Navy calls it the “coffee mess” for good reason, but that is another story), the water jug/fountain, break room or smoking area (for those working outdoors, please email me about favorite signs for those favorite employee “hiding places.”) These employees resemble the gadfly running from person to person to start another conversation, extend the coffee break, or light another cigarette. What is going on here? Why would they develop such a social attitude regarding their employment? How can we change employee behavior for these employees? How can we increase their contribution to the organization?
I remember the first time this mental picture of my staff and daily events flashed through my mind. I was on a temporary assignment in Washington, D.C. I do not recall the book I was reading after work that brought this thought altering event about, but the question/task to my leaders back at the office was simple in an email that very night. Find employees that hang around the coffee pot or smoking area frequently, identify the people, and we (the leadership) would talk on my return. The organization at that time required employees to visit customers and provide training, provide assistance as necessary to improve operations, and have the customer sign a small card identifying the activities offered by the staff employees. Immediately some leaders in our group thought I was trying to eliminate employees. Word spread that I was head hunting and everyone should stay hidden or look employed. Nothing could be farther from the truth.
What could cause employees to pass the time being something unproductive? Many things, but the most common reason from my experience goes something like the following scenario.
Bill remained employed for a good number of years working on communications equipment and assisting customers in maintaining their connectivity with other military organizations. Customers were extremely satisfied, Bill continuously received letters of appreciation, and everyone knew him as the premiere maintenance man. While he never received bad remarks, the letters slowed but the letters were not a benchmark. Because he was not receiving bad remarks, there was little attention to the lack of praise. Management noticed Bill hanging around the smoking area more frequently, with plenty of coffee (this because of my query while on temporary assignment.) On investigation, management noted the equipment creating Bill’s letters was phasing out and he lacked skills and training for other, newer equipment. Leaders then began to research the value of legacy skills and the cost of updating employee training. This resulted in a complete shift in organizational thinking and planning.
Amazing what a little thing like this will do to productivity, morale, and customer satisfaction. With new skills, Bill was able to work on customer upgrades and performing back at notorious levels again. Old skills, or skills replaced by new technology require constant attention. On another note, skills overload can create the same problem. Again, managers need to watch for signs and prepare to intervene when noticed, just like Jack in the following scenario.
Like Bill, everyone knew Jack for his technical skills. Jack would never shy from any technology. His mantra was “if someone made it, I can fix it.” Additionally, many knew Jack for training everyone and anyone who would listen and wanted to learn. A model trait any leader or owner would want. While Jack would take any project, he did have specific skills for his position and he usually trained new personnel on “his” systems because they were after all, his trade skill areas. So what could be wrong with this picture?
While training personnel in specific areas, Jack created a glut of technicians in his mold. During a financial review, leadership noticed a few people in Jack’s group logging extensive overtime, and a somewhat disgruntled group of people because of additional hours required to satisfy customer needs. (While we compensate employees for their time in money, it is important to look at the life balance. Money will not compensate for lost family time along with other life balancing activities.) The consequences of Jack’s great mentoring created a glut in one area while allowing a shortage in another area. A simple shift of personnel by Jack’s leaders corrected this imbalance, but left to grow it would eventually creep back to the coffee pot, water fountain, smoking area crowd.
Tracking skill levels and spreading the workload alleviates many potential problems. Tracking skill levels also changes the mindset in leadership within the organization by challenging the leader’s thought process, working smarter, not harder. Workload imbalance might not be just skill sets. Organization problems like this could come from employee physical abilities, education levels, or perhaps just a little collaboration between personnel; then that is another article.
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