Employees need to know they can ask questions
Do your employees come to you for advice when they hit a roadblock at work? If so, be thankful. Yes, some of us are guilty of having too much of an open door policy. But the consequences of that are usually much better than the opposite.
According to a survey of British employees conducted by the Chartered Management Institute (CMI) and the British Library, 85 percent of workers would go somewhere else—seemingly anywhere else—before asking their supervisors for help.
Stop and think about this for a minute. Where are YOUR employees getting their questions answered. From another employee who failed his last two IICRC courses? From texting a friend of his who is an experienced water tech … at a competitors shop? You get the message, right?
The good news (hey, there is always some … somewhere): Only 23 percent of employees surveyed said they turn elsewhere because they don’t trust their boss’s judgment or ability to help. Instead, 48 percent said they didn’t want to bother their managers, while 30 percent said they were afraid of looking incompetent and 20 percent worried about being negatively judged for not knowing what to do.
What this all boils down to is be encouraging and enthusiastic when an employee asks you a question. Don’t brush them off or make them feel stupid.
Remind employees that you’re there to assist them, and don’t punish them for asking reasonable questions. Your job is to enable them to do their jobs.
Are your employees satisfied? They should be!
Let me ask you a question that I hope you know the answer to.
Do your employees come to work for more than a pay-cheque? If not, then you’ve got a problem, and it could be a big one. You need to make your workplace a positive environment—a place where people want to come to. How do you accomplish getting people to want to come to work? According to Wolf J. Rinke, author of Don’t Oil the Squeaky Wheel, you get people excited about coming to work by truly caring about employee satisfaction.
And what types of things breed satisfaction?
According to Rinke, a variety of tactics are used by the best companies. For instance, informal programs such as a “breakfast club” where the president shows up and rubs elbows with everyone, or suggestion boxes and recognition boxes.
The simple truth is we have both internal and external customers. You will be surprised at the turn around in morale and customer service when you start treating your staff as “internal customers”.
It’s important to wrap your culture around employee satisfaction. And when you do, its almost a sure bet guarantee that you will find that you have more satisfied customers—and a heftier bottom line as well.
What is the best idea you have implemented in your company to boost employee morale?
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