Saying "I Love You" in the Workplace 

STRATEGIES FOR ENGAGING VALUED EMPLOYEES

Picture the employee who is most valuable to your operation. Envision the contribution that person makes and the specialized knowledge, skill, or experience they bring to your workplace. Think about how critical this person is to your organization.

Now picture them gone.

A recent study from the Center of Creative Leadership found that only about 40 percent of employers formally tell high-potential employees (HiPo) they are considered a star. Of HiPos that were not told they were seen as having potential, 33 percent were looking for another job. Only 14 percent of HiPos who were told they were high potential were looking for other opportunities. In the employment marketplace, the most valued and talented employees have the most options. They will be the first to leave your organization when a more appealing opportunity presents itself. Considering the current volatilities facing workplaces today, it's more important than ever to implement retention strategies to hang on to your top performers. And it doesn't have to cost a thing.

The 'Stay' Interview
The simplest and least expensive retention tool you can use is to have a "stay conversation" with your HiPos on a regular basis. Originally defined by Beverly Kaye & Sharon Jordan-Evans in their book, "Love 'Em or Lose 'Em: Getting Good People to Stay," the stay interview is a simple conversation that allows you to learn what motivates your employees. It also conveys to the employee that you value them.

But It's Hard to Say 'I Love You'
If you're not really an "I love you," kind of person and if the thought of having such a conversation with an employee gives you the willies, consider what you can gain from the dialogue. A stay interview can:  

• identify whether the employee is 'at risk' of resigning and allow you to prevent their departure  
• provide a snap shot of the employee's level of satisfaction  
• identify factors preventing the employee from performing at their best  
• alert you to any issues or potential problems that are brewing  
• give you valuable insight into overall staff morale

But How?

A stay interview can be informal dialogue, in an informal setting. It can be a short conversation or a detailed exploration. The key is to ask for the employee's perspectives about their work and to listen. Here are a few questions you might use to get the conversation started:  

• What do you like most about your work?
• What keeps you here?
• What would entice you away?
• What do you want to learn this year?
• What makes for a great day at work?
• What brings you down on the job?
• Is there anything you'd like to change about your job?
• What would make your job more satisfying and rewarding?
• Do you feel recognized for your accomplishments? 
• What strengths or talents do you have that aren't being used?
• How do you like to be recognized, acknowledged, and rewarded for a job well done?
• What is your greatest challenge or roadblock?
• What part of working here strikes you as ridiculous?
• What would make your work more meaningful and satisfying?
• What conditions would cause you to seek employment elsewhere?
• How can I or the organization help you reach your career goals?
• What support do you need to be more effective?
• How am I doing as your supporting leader?
• What is the most satisfying part about your job right now?
• What is least satisfying about your job?
• If you could wave a magic wand, what changes would you make in the work environment?
• What makes you feel like a valuable contributor?
• What can we do to ensure we keep you with us? 

What if They Ask for the Moon?

You may be tempted to avoid the 'stay conversation' because you can't deliver on what your employee asks for. Don't be afraid! You probably won't be able to say "yes" to all of the requests you hear. What you can do is validate their feelings, express your support, and assure them you'll do what you can to explore options. Avoid saying you can't meet their needs. Instead, focus on what you can do. Commit to reviewing their feedback and give them a timeline for further discussion. Sometimes, just listening is what is really needed.

It is more important to know why they stay, rather than why they leave. You probably already know why they leave. Lead more stay interviews and your organization is likely to hold fewer exit interviews.

Pet Peeve or Performance Issue?

IT BUGS ME WHEN...

Has an employee ticked you off recently? We're looking at common managerial peeves and analyzing them with a performance management spin. Here's a gripe I received from a Library Supervisor:

"It bugs me when employees don't stay current with email or other communications."

When an employee does not return emails or phone calls promptly, it can have a major impact on your operation. This is not just a pet peeve.  This is a real issue that deserves your attention.

Responsiveness is part of the definition of professionalism. When an employee is not responding in the expected time frame, apply the Pet Peeve Formula to decide how to respond.

Pet Peeve Formula
1. Is your concern an observable behavior?
2. If so, how does the behavior impact the work environment?
3. What behavior would you prefer?

In this case, not responding to emails is clearly an observable behavior. You can see when an email was sent and when and how it was responded to. Lack of responsiveness also has a significant impact on the work environment because unanswered emails usually mean someone's request or question has not been addressed. Finally, the behavior you prefer is probably a response within a certain time frame. For example, your expectation might be that all emails are returned within 24 hours of receipt.

Using those questions as a template, the conversation with the employee might sound like this:

You: I noticed a number of customer emails in your inbox have not been responded to for at least a week. I also received a call from a customer who said the phone message he left for you on Friday has not yet been returned. What's going on?

 Employee: Oh, I'm just so busy. I haven't had a chance to get to those.

You: Can we agree that our standard for responding to emails and phone calls is 24 hours from receipt?

Employee: Yeah, I know that's what is supposed to happen. I'm just overwhelmed with work right now. I'll get caught up soon.

You: Our expectation related to responsiveness is very clear and it's part of the way we define professionalism in this organization. Tell me about what else is going on so that we can figure out how get those emails returned within the expected time frame.

Employee: I don't know. I guess I just need to make it a priority. Email is easy to ignore when the phone keeps ringing and the files keep piling up.

You: What do you need to make sure those emails are returned?

Employee: I know I need to set aside an hour in the morning and an hour in the afternoon to reply to emails. That's when the call volume is at its lowest and that's how most of the Analysts handle their work load.  I've just gotten out of the routine.

You:  That's a good idea.  Anything else?

Employee:  No. I just need to take care of it. I just get distracted sometimes and before I know it the day is over.

You: Okay, thanks. I like your idea of setting aside time to tackle the emails.  If you need help balancing the email and other demands on your plate, please let me know.

Employee: Thanks.

Here's what just happened:

You clearly identified the behavior that is not meeting your expectation. You stated the expectation clearly. Then, instead of prescribing a solution for the employee, you engaged them in solving the problem.

Not responding to emails or phone calls in the expected time frame is clearly a job-related, observable behavior. It's not a pet peeve. Rather than saying the employee is "not being responsive," it's important to state the behavior specifically and to tie it to a clearly defined expectation.

It's not a pet peeve if you've defined your expectations related to responsiveness. It's performance management.

Final Footnotes 
NEWS & EVENTS FROM MARNIE

It's beginning to be conference season and I'm hoping to see many of my friends at these upcoming events:

NSA Winter Conference, Plano, TX

ASPAA Annual Conference, Phoenix, AZ

Western Region IPMA-HR, Phoenix, AZ

Transforming Local Government, KC, MO

If you plan to attend any of these fun conferences, look me up and let's connect.

Sincerely,

Marnie Green, IPMA-CP
Principal Consultant