How a carpet maker stemmed turnover by believing in its workers.
David McCann, CFO Magazine
April 1, 2011
While this article discusses openness, self goal-setting, and ownership, managers should go one step further. Firms should seek to create an environment where employees feel comfortable speaking out against misconduct and they should be able to trust that management will take the proper action. By making integrity a part of corporate ?culture?, firms will bolter corporate performance and ? our research shows ? even total shareholder return. (See our analysis here for more information - http://cebviews.com/2011/04/08/what-your-employees-arent-telling-you/). Matt Martell CEB Views
Posted by Matt Martell | May 09, 2011 03:55 pm
What a powerful article. I hope people took note of the results. 50% to 17% and at %5,000 per person. I lived this too in my company. It is true. Thanks
Posted by Michael Pochan | May 04, 2011 04:21 pm
One of the keys to the success of the program has to be the involvement of employees from all levels and disciplines in the workshops simultaneously. Years ago, when I worked at General Motors, employees were encouraged and often required to participate in various workshops and training programs. But, for the most part, they were conducted under a "separate but equal" aegis, with executives attending together (and usually first), and staff and rank-and-file workers in separate workshops. The material presented may have been identical, but by shielding themselves from the non-executive employees, management (1) protected itself from any potential embarrassment if any executives didn't understand the issues and principles; (2) wasn't able to see the potential in any staff members, especially if a manager didn't want specific people to have any exposure outside his/her own sphere of influence; and (3)continued to project an image of "we're different from you, and therefore better." This practice applied to most in-house programs, and to virtually all outside programs such as the Dale Carnegie courses and the Lou Tice leadership workshops.
Posted by Robert Obrien | April 14, 2011 02:00 pm
There is certainly something to be said about reducing turnover. The key is to find a healthy balance. Low turnover can also be damaging to a companies bottom line and growth. I recently commented to one of our employees that everyone seemed "happy" with their jobs, she replied that they were probably more content than happy. Very low turnover results in high overhead in terms of salary and benefits. Yet, the greatest cost is often lack of motivation and creativity. Complacent employees can lose this drive. It takes a strong manager to help these employees remain happy versus content and bring out innovation and growth. Some turnover is very healthy. I have yet to find the perfect balance. I do know that sometimes it takes someone new with a fresh perspective to keep the forward moving momentum that an organizaiton needs to be successful. As was evidenced in this article. It took someone new, from the outside like HPWP, to help Beaulieu make the huge leap forward with their Corporate Culture. Kudos to a job well done!
Posted by Kym Dewitt | April 14, 2011 01:03 pm
Often companies (especially when business is in a decline)will forget to invest in their most important asset - their people. However, employee retention is "top of mind" ( company culture) at the best companies. The right culture ( along with a great direct manager) makes it awfully hard for your people to leave ( recruited away) and increases productivity. Although resources spent on employees may seem like an expense - its good to remember it truly is an investment.
Posted by Jim Wong | April 13, 2011 02:55 pm© CFO Publishing Corporation 2009. All rights reserved.