Building employee interest

Automotive Design & Production, Oct, 2003 by Ted Pollock

One undeniable fact of business life is that employees who like their jobs not only get to work on time, they also work more efficiently and more productively.

To many managers, however, the idea of creating "love of job" in an employee's heart may seem impossible. Actually, building job involvement--call if "loving the job" or "being interested in work" if you prefer--may not be that difficult. To start with, consider these five steps as a practical course of action.

1. Regard involvement-building as a fresh challenge. You will strengthen your approach immeasurably if you can put aside past ideas or efforts. Look on the assignment as a brand new area to work in, a new kind of structure to build, with new tools designed for the task.

2. Treat it as a one-to-one situation. Don't allow yourself to be intimated by the question, "How can I get my employees to love their work?" Viewed that way, the complexity of the job becomes overwhelming. See your target as a single individual. "How can I get George to feel better about his job?" Now you have a situation you can deal with. When you finish with George, you can turn your attention to Pete, Mary Sheila, Ed and Chuck.

3. Don't overlook department-wide factors. Even though if helps to think about your goal as a one-by-one undertaking, you will have many opportunities to work toward a favorable outcome while you are implementing general departmental policies. For example:

* People are supposed to enjoy their work--and do. Despite some testimony to the contrary, most people say they like their jobs, at least in part, and most jobs are likeable to some extent

* When an employee comes to you with a gripe--"I don't want that Acme job; it's a pain in the neck"--you can respond: "Sorry to hear that. Let's look it over and see what can be done. You know, I'd prefer to have you like what you're doing, as much as possible ..."

* Perhaps you can eliminate certain unpleasant elements in the job. Every job is susceptible to improvement In the course of your reconsideration of work methods, put high on your priority list the objective of eliminating or minimizing the unpleasant dirty, depressing parts or a job. For example, Harry Black knows that the members of his staff detest the weekly routine of preparing sales call reports. Although he has repeatedly explained the importance of the reports, continuing complaints finally persuade him to turn his attention to the problem. Once he does, he realizes that the reports could be simplified by substituting check-off items for the usual essay-type answers. The revision of the form takes a great deal of the pain out of preparing the reports.

4. Toss the ball to those you want to get involved. In both large and small ways, you can enlist the participation of employees in making their work more satisfying. Get them in on the act at every turn, beginning with their basic assignments: "Lee, is there any other job you would rather be doing here?" or "Is there any change in routine that you would like to make?"

5. Be an expediter. Finally, make yourself available to the people in your department--and be sure to let them know you are available--for purposes of job updating and improvement. Undoubtedly, some of the changes that employees suggest will involve cost and policy considerations. Some will be downright impractical. But by letting your people know you are willing to take the time to consider their ideas and suggestions, you further ensure their job interest.

Don't Cry Wolf

Most managers have been guilty at one time or another of setting a deadline ahead of when a project was really needed. The early date provides a cushion in the event of a crisis and, if they can deliver before schedule, they look good.

But such luxuries can exact a price. If a project goes through the chain of command, with each manager demanding an especially early delivery date, the deadline soon becomes yesterday. The person at the end of the chain is placed in a tough spot and the whole project is likely to suffer from a bad start. Cynicism sets in.

Don't let this happen. Don't put your people on the hot seat just to give yourself a comfortable cushion. If you cry wolf when it is not necessary, when a real crisis hits, no one may listen. Don't demoralize your people with false alarms.

Time for a Change

Some people's lives are so crowded with entrenched routines that they can barely see over the tops of the trenches that they inhabit. The result is that they miss a lot of new experiences, learn little and risk growing smug and old-fashioned.

Here are a few questions you can ask yourself if you're unhappy with your routines.

1. Am I limiting myself to too few friends, while neglecting other interesting people?

2. Do my routines need to be inflexible? Could I ever take a different route to work? Would it be fun to lunch at a different place? Could I go to sleep and wake up at different times, and still get to work on time?

3. Do I belong to any clubs or other organizations simply out of habit?