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| DESCRIPTION | |
| When it's lacking: - Employees are paid at or below the going market rate for their positions even when their real worth to the organization is much greater. - Most employees feel anonymous in the organization. - There's deep skepticism that the work a person does makes any difference whatsoever. |
When it's thriving: + Employees are genuinely valued by the organization. + People believe they are paid what they're worth. + Employee input is routinely solicited. + "The organization knows what I'm good at, values that, and goes to me for those things." |
| EXAMPLES |
| After graduating from college, Stephen went to work at the headquarters of a large
nonprofit organization. He brought plenty of skills and enthusiasm, yet from the
very first day, he found himself sitting...and sitting...and sitting.... "I
was relegated to my desk," he says, and few people ever tapped his know-how.
He took the initiative, diplomatically trying to get involved in projects. No one
seemed all that interested. It didn't take long for him to send out his resume and
land a new job elsewhere. "I'm darn good at what I do, and people know it," says Judy, a nurse who works at a long-term care facility. "When we need to draw blood on someone and it's really tough to find the vein, they always call for me. It might sound crazy to an outsider -- drawing blood! -- but it makes me feel great to be needed." Sally had always tinkered with computers, and without even trying, she got to know them inside out. That was in the early 1980s, and when the insurance company where she worked got serious about integrating computers into the business, guess whom everyone turned to? "Computers were just a hobby for me," says Sally, who at the time was a claims specialist. "But the management team showed real interest in my skills, and I was more than happy to help out." She ended up serving as team leader, and today she remains deeply involved in the company's MIS activities. |
| ACTION IDEAS |
| Scrutinize the organization's pay rates. Are they fair? Does each person's compensation
match his/her true worth to the company? (Note the key distinction: "true worth
to the company" vs. "the going rate for that position in the marketplace.")
If not, be ready to make upward adjustments. This is not about high pay -- it's about
fair pay. Make a habit of showing your appreciation. Gratitude is the purest way to tell someone that you understand what they've done and how it contributes to the greater good. And it fosters a sense of equality -- in sharp contrast to praise, which conveys an image of the manager as approving parent. The next time you're working through a problem, seek input from a greater number of people. If the challenge requires someone with a data-crunching bent, approach several people who are deeply interested in matters of analysis. If the situation calls for wild creativity, go to people who seem especially eager to flex their right-side brains. Make a habit of showing -- and not simply telling -- that you value people's expertise and interests. Conduct a snap self-assessment: "What do I bring to the workplace that's not valued?" Then ask: "Why isn't it valued?" Could it be that people simply don't know you possess these strengths? If so, you need to engage in some personal public relations and marketing. If the reasons run deeper, what other actions can you take? Ideally, get together with a group of colleagues to pose these worth-related questions. An open conversation will reveal entirely new strengths and interests, even among people who've been together for years. |
| Copyright 1998-2002 by Tom Terez and Tom Terez Workplace Solutions, Inc. P.O. Box 21444, Columbus, Ohio USA 43221-0444. Tel. 614-571-9529..mail@BetterWorkplaceNow.com HOME | 10-Minute Briefing | Free Online Tools | Insight and Inspiration | Laugh and Learn | Buzzword Bingo | Kits, Books, and Tools | Keynotes and Services | Meet Tom Terez | Tell a Friend | Bronze Access |
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