Employee relations studies reveal that employees are much more satisfied when they feel their ideas for improvement are considered and even expected.
Most large companies claim to bred innovation and foster creativity. According to business authors Richard Florida and Jim Goodnight writing in the Harvard Business Review, the truth is that most ideas actually come from the top and filter downward.
The authors argue, however, that great companies work hard to invert the “innovation pyramid.” …
Too many companies craft a mission statement or repeat their “core values” with strong language that often goes, “Employees are our greatest asset.”
Unfortunately, in the world of stock buybacks and quarterly earnings fixations, employee relations suffers from a serious case of benign neglect.
Study after study concludes that the companies that treat their employees with dignity, value their input and compensate all employees fairly reap the greatest financial rewards.
Let’s look today at a few tips for effective and earnest employee relations efforts, focusing on: discretionary effort, closing the employee satisfaction gap, anger management and building relationships.
Strong employee relations can mean improvement in discretionary effort — that is, employees’ willingness to exceed duty’s call. That greater effort produces, on average, a 20% individual performance improvement, according to the Corporate Leadership Council (CLC), which surveyed more than 50,000 employees in more than 59 organizations worldwide. …
According to Bob Nelson, who wrote 1001 Ways to Reward Employees, companies routinely mean well when trying to recognize employees, but all too often turn recognition into a negative experience.
Some common recognition mistakes: