Motivation Inspire Your Staff

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Motivation Inspire Your Staff

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  • The CEO of CareerBuilder.com, the founder and president ofgeoVue, the CEO of Intercosmos Media Group, and the corporatevice president of Northrop Grumman Corp. on:

    Motivation: How toInspire Your StaffWithout Financial

    CompensationMatt Ferguson,

    CEO, CareerBuilder.com

    Jim Stone, President & Founder, geoVue, Inc.

    Sigmund Solares, CEO, Intercosmos Media Group

    J. Michael Hateley, VP, Northrop Grumman Corp.

    Ajob is just a job if your employees are there merely for a pay-check. But a job becomes a career when the employee is happywith his or her environment, benefits, and incentives. Keep-ing an employee satisfied doesnt always require a large salary: Thereare many other ways to keep employees excited about coming to workevery day. In this ExecBlueprint, four executives explore the optionsof inspiring your staff without destroying the payroll. n

    in partnership with Aspatore Books

    ExecBlueprintswww.execblueprints.com

    ACTION POINTS

    I. Environmental OpportunitiesTo foster loyalty, a company must create apositive work environment. Consider imple-menting a few nontraditional benefits.

    II. Communication Is KeyEmployees have many outlets to addresstheir requests and/or complaints. Keepingemployees informed and letting them knowtheir voices are being heard will maintainloyalty, productivity and satisfaction.

    III. Must-Have BenefitsCompetitive compensation and opportuni-ties for advancement are excellent motiva-tors, but your company will draw in newhires, and sustain current employees, ifyou offer some popular benefits.

    IV. The Golden Rules of MotivationKeeping the lines of communication openbetween the work force and management,and sharing your companys success bygiving everyone a personal financial stake,are two of the ways your company cancreate a productive work experience foreveryone on staff.

    V. Essential Take-AwaysCash is king, but employees will accept asmaller salary if their work environment isappreciative, enjoyable and productive.Employees want to be recognized for theirachievements and given a chance to devel-op on a personal and professional level.

    Contents

    About the Authors . . . . . . . . . . . . . . . . . . . . . p.2

    Matt Ferguson . . . . . . . . . . . . . . . . . . . . . . . . p.3

    Jim Stone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . p.5

    Sigmund Solares . . . . . . . . . . . . . . . . . . . . . . p.7

    J. Michael Hateley . . . . . . . . . . . . . . . . . . . . . p.9

    Ideas to Build Upon and Action Points . p.11

    Copyright 2005 Books24x7. All rights reserved. Reproduction in whole or part is prohibited without the prior written permission of the publisher. This ExecBlueprints document was published as part of a subscription based service. ExecBlueprints,a Referenceware collection from Books24x7, provides concise, easy to absorb, practical information to help organizations address pressing strategic issues. For more information about ExecBlueprints please visit www.execblueprints.com.

  • Books24x7, 2005 About the Authors ExecBlueprints 2

    About the Authors

    Matt Ferguson is the CEO ofCareerBuilder.com, the nationslargest online job network withmore than 15 million unique visitors andover 1 million jobs. CareerBuilder.compowers the online career centers for morethan 400 partners reaching national,local, industry, diversity and niche audiences. Mr. Ferguson leads the daily

    operations and growth of the company,overseeing marketing, finance, sales,information technology, product develop-ment, integrated media, business develop-ment, customer care and human resources.Under his leadership, CareerBuilder.comhas risen to the number one position inonline recruitment with the company out-pacing the industry in traffic, job postings

    and revenue growth. In Mr. Fergusonsopinion, companies should create a corporate environment that is empower-ing. He urges his own employees todream, develop and succeed, and givesthem the tools and support they need todo so.

    Matt FergusonCEO, CareerBuilder.com

    * Read Matts insights on Page 3

    Jim Stone is an industry leader in pre-dictive analytics solutions for chainstore companies. From 1982 to1993, he held executive positions in thecommercial real estate industry, and wasresponsible for the acquisition of over $25million of commercial property through-out New England. In 1993, Mr. Stonefounded geoVue, a leading provider oflocation-based decision support systems

    for the real estate, retail and restaurantindustries. Based in Woburn, Mass.,geoVue currently services a variety ofclients, including The Limited, UnitedParcel Service, Albertsons, DunkinDonuts, RadioShack, GMAC Commer-cial Mortgage and Prudential Real Estate.As the owner of a small company, Mr.Stone believes hes created a fast-growingand exciting place to work. His recent

    hires, many of which previously workedat larger companies, joined geoVuebecause they were willing to earn lessmoney in order to see an increase in theirquality of life.

    Jim StonePresident & Founder, geoVue, Inc.

    * Read Jims insights on Page 5

    Sigmund J. Solares is the founderand part owner of IntercosmosMedia Group, Inc. The 33 year oldCEO leads the company, which oper-ated directNIC.com, one of the 10largest domain name registrars in the

    world. According to Mr. Solares, a pos-itive and relaxed working environmentincreases job satisfaction. As such, hiscompany has created a welcomingatmosphere by expanding its breakrooms, installing popcorn and hot dog

    machines and establishing an officegym.

    Sigmund SolaresCEO, Intercosmos Media Group

    * Read Sigmunds insights on Page 7

    As the Corporate Vice President andChief Human Resources andAdministrative Officer ofNorthrop Grumman Corp., J. MichaelHateley is responsible for humanresources, benefits, ethics and businessconduct, diversity, community and edu-cation relations, contributions, security &crisis management, environmental, health& safety, flight services, leveraged services, travel, real estate and strategic

    facilities management. He also serves asChairman for Charitable Giving for theNorthrop Grumman Foundation and thePolitical Action Steering committee.Based in Los Angeles, the global defensecompany has approximately 125,000employees with operations in all 50 statesand 25 countries. Since 1993, Mr. Hate-ley has been involved in nearly 20 acqui-sitions and divestments, and has led theintegration process of TRW and Litton

    Industries. In Mr. Hateleys opinion,employees dont quit companies; they quitsupervisors. As such, hes made a signif-icant effort in providing leadership training and creating an environment inwhich his employees can be successful.

    J. Michael HateleyVP, Northrop Grumman Corp.

    * Read Michaels insights on Page 9

  • Motivating Your Staff More than one-third of U.S. work-ers surveyed by CareerBuilder.comin 2004 said their corporate lead-ers were ineffective in motivatingtheir staffs. The best way to fill yourworkforce with rocket fuel is to pro-vide an environment where theyreinformed and challenged and wherethey feel theyve made an impact.

    At CareerBuilder.com, we are acompany of leaders. Each employ-ee has his/her own unique talentsthat contribute to the collective suc-cess of the company.

    Golden Rules of MotivationManagement abides by five Gold-en Rules for shaping the work expe-rience:

    Rule #1 You Are a Leader:Every individual at Career-Builder.com is considered to be aleader, regardless of title or tenure.Embracing an entrepreneurial spir-it, each employee is the CEO ofhis/her own position and is givenautonomy in managing his/herresponsibilities.

    Rule #2 We Will Keep You inGood Company: CareerBuilder.comis artful at nurturing teams, with-out stifling the individual. We hirepassionate individuals and sur-round them with others who havethe same energy and commitmentto the company mission. It is this

    network of expertise and solid sup-port structure that creates such agreat sense of camaraderie at ourcompany.

    Rule #3 We Move at InternetSpeed: CareerBuilder.com is a com-pany that is always moving. Newideas become reality in a matter ofweeks or days or even hours.Employees are able to see the fruitsof their labor and experience suc-cess quickly.

    Rule #4 We Are Invested in You:To foster our employees professionaldevelopment, we offer group train-ing and one-on-one coaching ses-sions for all employees, and tuitionreimbursement for academic pur-

    suits. We host leadership seminarswhere employees from differentdepartments are invited to spend twodays with CareerBuilder.coms Chair-man and CEO. We also provideopportunities for employees in onedepartment, such as customer serv-ice or technology, to shadow thosein other areas, such as sales.

    Rule #5 We Share Our Success:We offer a generous quarterly bonusprogram that provides employeeswith a personal financial stake in thecompanys performance and enablesthem to share in the companys prof-its. We have special employee recog-nition and incentive programs toshow our appreciation. In addition,CareerBuilder.com also has a char-

    Books24x7, 2005 Matt Ferguson ExecBlueprints 3

    Matt FergusonCEO, CareerBuilder.com

    Taking the time to make your employ-ees feel like they are part of the organi-zations success goes a long way ingrowing that success.

    Recognized employment expert

    Regularly appears on national TV andradio to discuss the state of the jobmarket, hiring practices and workertrends

    MBA from the University of Chicago,JD from Northwestern University

    Matt FergusonCEO, CareerBuilder.com

    Today, people are concerned about stability ofthe company, its real prospects for growth,community involvement, chances foradvancement, recognition, and competitivecompensation.

    Matt Ferguson

    CEO, CareerBuilder.com

    Expert Advice

    CareerBuilder.com believes that busi-ness performance can be directly tiedto how happy an employee is with thecompany and his/her position. Weconduct surveys of our workforcemeasuring opinions on leadership,workload and responsibilities, bene-fits, internal communications andmuch more. In our most recent sur-vey, around 85 percent of our employ-ees reported they were satisfied withtheir overall work experience atCareerBuilder.com. Nine out of tensaid they feel satisfied with their jobs,relationships with direct supervisorsand co-workers, and company com-mitment.

  • itable contribution match programand provides paid days off for com-munity service volunteer work.

    What Employees Want,Besides MoneyThe primary needs of most employ-ees fall under five categories:

    Something Positive to Believe In:Employees want to belong to anorganization that offers a solidcompetitive positioning, strongvalue system, inspiring leadershipand a commitment to making adifference.

    Challenge: Workers want posi-tions that push their talentsbeyond tackling daily tasks andexpose them to new challenges.

    Learning: Workers need to feelthat they are gaining usefulexperience on the job, acquiringnew skills and growing profes-sionally.

    Control: Workers enjoy feeling asense of ownership. They need tobe trusted to carry out responsi-bilities and are, in turn, takingcharge of their professionaldevelopment.

    Recognition: Employees need tofeel their efforts are importantand appreciated.

    Unique Benefits and PracticesToday, people are concerned aboutstability of the company, its realprospects for growth, communityinvolvement, chances for advance-ment, recognition, and competitivecompensation. While we offer agreat benefits program, what wevefound to be most important toemployees is work culture. There is

    no one size fits all in our com-pany. Youve got to allow groupswithin the organization to developtheir own cultures.

    To aid in this, we offer flexiblework arrangements for employees,such as telecommuting and part-time schedules. When you provideemployees with the ability to man-age their time and workload in away that is a positive experience forthem, youre going to have moreproductive employees.

    The most popular benefitsamong our employees:

    A comprehensive healthcareplan. We also host Health Fairswith various screenings, chairmassages, tips on the ergonom-ics of sitting at your desk, etc.

    Employees can vest in our 401Kprogram after two years.

    We provide full pay for sixweeks for maternity leave, andone week of paternity leave withfull pay.

    Employees are allotted two dayswith full pay for volunteer work.

    In terms of our overall workenvironment, we are fast-paced, butwe take the time to have fun. Wehave a special break room that fea-tures a foosball table, beanbagchairs, lava lamps and a videolibrary. We also have a bookexchange program where employ-ees can trade their favorite readingmaterials. Also, you shouldnt besurprised if you see remote controlcar races in the hallway, employeestossing a football over their cubes,chili cook-offs in the kitchen or salesmanagers passing out ice cream totheir teams with a makeshift icecream truck. Fun and comic reliefkeep the spirit and creative energyflowing and should never be over-looked in business.

    Finally, an Open Door policypaired with regular communica-tions is a critical part of ouremployee experience. We host aseries of smaller meetings withemployees in different departmentseach quarter to highlight companyaccomplishments and goals and todiscuss the departments specificcontributions. n

    Books24x7, 2005 Matt Ferguson ExecBlueprints 4

    Matt FergusonCEO, CareerBuilder.com (continued)

    Primary Employee Needs

  • Jim Stone on Staff MotivationOur employees need to believe thattheres a vision and that were trav-eling in the direction of that vision.They need to own the area that theywork in. That doesnt happen as nat-urally as you might think. You real-ly have to let people run with theirjob so that theyll know when youtrust them versus when youre justpretending and checking up on them.

    Were in an industry where therearent a lot of players and the play-ers that are there are way biggerthan us. Its part of our Americanculture to fight for the underdogs.We feel like were the giant killer.Were out there winning dealsagainst big companies and it pro-motes camaraderie and a sense ofachievement that is very real andyou can see it pulsing through theveins of the folks that work here.Even though were smaller, we canwin and have very high standards.

    Growing From the InsideBesides money, employees are look-ing for inspiring leadership andautonomy in their job. They like tosee flexibility in when they canshow up at work and when they canwork from home or when they haveto work hard and when they cantake some comp time.

    In particular, a small companycan offer a path for growth. Whenyoure adding 20 percent to 100percent to your head count everyyear, you dont have to be there verylong before you might find yourselfa contender for a group leader jobor even a VP job. Being able to seethat path and knowing that thecompany is committed to growingfrom the inside is important. If youwork hard you might not neces-

    sarily make as much money now,but youll have an opportunity tomake up for it in the future.

    Achieving Company GoalsTo share my vision with the company, we hold an annual kickoffmeeting. We spend the whole day ina combination of group and depart-mental meetings talking about whatour goals are for the year. At the endof the day, we go out and have a goodtime. Its a bonding experience butone that is specific to what were trying to accomplish for the year. Wereinforce that with what we callmonthly all-hands meetings wherewe discuss how were doing at all levels.

    We have an e-mail address thatis specifically for anybody whowants to share little successes, ideasand articles with the entire compa-ny. We publish a weekly electronicnewsletter that tracks whats hap-pening on the sales front.

    Each year we also hold a coupleof functions that are nontradition-al in the sense that well go to some-bodys house and hang out in arelaxed environment with pizzaand a ping-pong table.

    The Growth Opportunitiesof a Small Company We recently hired a couple of peo-ple from successful, stable compa-nies where they were doing wellbecause they werent getting acharge out of what they weredoing. We tend to be a magnet forpeople like that because were asmall, fast growing, and excitingplace to be and, in some cases,theyre actually taking less moneyto go into a job that provides alearning opportunity.

    A larger company can try toorganize itself in such a way that thevarious operating groups within ithave the feel of a small company.

    Books24x7, 2005 Jim Stone ExecBlueprints 5

    Jim StoneFounder and President, geoVue, Inc.

    Enthusiasm is contagious. If you arepassionate and outwardly expressingthat all the time, people will bepumped up about the vision.

    Founded geoVue in 1993

    Conducted speaking engagements atthe Homer Hoyt Institute and theWharton School

    BA from Southern Methodist Univer-sity

    Certified Real Property Administrator

    Massachusetts Real Estate Broker#9007739

    Counselor of Real Estate

    Jim StoneFounder and President, geoVue, Inc.

    If you work hard youmight not necessarilymake as much moneynow, but youll havean opportunity tomake up for it in thefuture.

    Jim Stone

    Founder and President, geoVue, Inc.

  • Most of our customers are verylarge companies and we havebecome fairly close to the peoplethat we work with and the groupswithin those companies. Some com-panies are monolithic structures thathave very rigid hierarchies witheveryone fighting their way to thetop. Others create an atmospherewhere everyone feels like theyrepart of the whole company everyday. The ones that seem to be muchhappier and probably more pro-ductive and successful are the onesthat have the look and feel of asmall company within their oper-ating groups. They have an entre-preneurial boss who gives peopleenough rope to succeed or hangthemselves. That is something thatI believe more big companies shoulddo.

    In order for us to do a good jobof satisfying our customers, itrequires a lot of communicationacross departments. This can be asource of friction in some companies,even in ours, when the sales guysarent getting what they need fromthe service people and making thecustomer happy, so everyone isblaming each other. In the long run,

    its actually healthy because everyonegets to interact with people outsidetheir own group.

    At our company, its requiredthat we work across departmentsinstead of isolating them. Weencourage communication to takeplace at the department head level,as well as further down the ranks.

    In the process leading up to thekickoff meeting every year, theresa forum for how were going toapproach the next year. Then wework our way down to the indi-vidual level of compensation plansand general feelings about the com-pany. Youve got to create some sortof informal ways of getting thatinput or else youll find out in thenext exit interview.

    Compensation We view benefits defensively in thesense that if you offer someone abenefits package that is less than themarketplace, then youre at a dis-advantage and youre probablygoing to create an unattractivedimension to your company thatsnot worth the money you save.

    On the other hand, a lot of timeswhat happens with benefit plans istheyre expensive to implement andonly a small group of people aregoing to be interested in any par-ticular component. So you have tofind that sweet spot where yourenot hurting yourself from a com-petitive standpoint or hurting theemployees in terms of their view ofthe benefits they really need.

    We always had the standardmedical benefits. We just added den-tal and then a whole host of cheapor free programs that provide taxdeductions for such things as med-ical and transportation matters that

    you just have to spend the time toimplement.

    Finally, we have a 401(k) plan,which is practically free until we startcontributing to it as a company. n

    Books24x7, 2005 Jim Stone ExecBlueprints 6

    Jim StoneFounder and President, geoVue, Inc. (continued)

    New hire

    Group leader or VP contenter

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    AdvancementOpportunities

    at Small Companies

    Expert Advice

    As CEO, I try to be approachableand basically let anyone say anythingto me, whether its in the form ofgood-natured insults or requests,without compromising the authoritystructure that a CEO needs to runany kind of a business. Based on myexample, everyone feels very com-fortable that they can talk to the rightperson about something that theyneed or to express happiness or dis-satisfaction.

  • Motivating StaffOn a day-to-day basis, I commendemployees when they do an excel-lent job. I provide constructive andpositive feedback, both verbally andin private and/or company-wideemails. In the bigger picture, I makesure our employees are paid a com-petitive wage and receive strongbenefits.

    Promoting Company LoyaltyI would define loyalty as givingones best work, sharing informa-tion that co-workers need to excel,and displaying a wiliness to rollwith the punches. And at times, trueloyalty can mean true honesty andthe ability to call a spade a spade.It is the ability to actively work withothers for the betterment of thecompany.

    Motivation Beyond Financial Compensation:What Employees WantEmployees seek the ability tobecome involved in development,the chance to be presented withstrong future opportunities, theprobability of being recognizedand a positive environment inwhich to work.

    In terms of development,employees seek the ability to workon projects that they feel are bene-ficial to the company and to theirpersonal/professional development.

    If an employee is in a position wherea lot of repetitive tasks are involved,it can greatly increase job satisfac-tion by giving them blocks of timeto tackle special projects.

    With respect to recognition,employees often seek validation oftheir work and their efforts. Thiscan usually be done with a standardpolicy on raises and bonuses.

    There is truth to the philosophythat the environment people workin has an effect on their productiv-ity. Letting employees decorate theoffice environment in a way that istasteful and in accordance with theirpreference can often go a long way,as can establishing a company gym,holding holiday parties, and culti-vating a relaxed and creative over-all environment.

    Finally, employees often want toknow what lies ahead. Job security

    is often worth more to an employeethan sporadic bonuses and offers ofmore money in a risky job market.

    Handling Complaints fromEmployeesEmployees have many outlets toaddress their requests and/or com-plaints. These issues can be broughtup to immediate supervisors or sentto me as the CEO via email. Theyalso can be raised in weekly reportsor shared in company meetings.

    In order to record requests andcomplaints and ensure that theyare addressed, we have, at times,used a private, company-wide Webbulletin board. However, it seems

    Books24x7, 2005 Sigmund Solares ExecBlueprints 7

    Sigmund SolaresCEO, Intercosmos Media Group

    In many ways, loyalty is measuredwith a gut check. You know whensomeone has your back and whenthey have the companys back or whenthey just care about a paycheck.

    Operated directNIC.com, one of the10 largest domain name registrars inthe

    Expanded break rooms, installingpopcorn and hot dog machines andestablishing an office gym.

    Sigmund SolaresCEO, Intercosmos Media Group

    Keeping employees informed and letting themknow their voices are really being heard is veryimportant to our corporate culture of maintainingloyalty, productivity, and satisfaction.

    Sigmund Solares

    CEO, Intercosmos Media Group

    Expert Advice

    Smaller companies can follow thelead of larger companies by learningto listen carefully to what a potentialhire says they are seeking. Then askyourself if it is realistic that your com-pany will be able to deliver on thispromise. If not, be honest with thepotential hire, or do not hire them atall. You do not want to face future dis-gruntled workers, talented or not, ifyou could have avoided the situationby truly listening to their goals andrequirements.

  • to work best for us to surveyemployees annually. The next stepis for management to reply back tosuch surveys in email with whichissues and requests can be solvedor granted, and how and when thiswill occur. Keeping employeesinformed and letting them knowtheir voices are really being heardis very important to our corporateculture of maintaining loyalty,productivity, and satisfaction.

    Motivating New and Potential HiresI think being part of an excitingcompany that promises futureopportunities and growth remainsa principle motivation for most ofour new and potential hires.

    An employee recruitment bonusplan has helped when we haveactively sought new hires. Thisgave employees an incentive to findand recruit excellent new co-workersin exchange for a financial bonusupon the new hire, followed by afinal reward once the new employeehit certain benchmarks, such as aminimum length of employment.

    Helping Employees RewardEach Other and WorkTogetherRewarding and recognizing groupefforts is critical. If one employee isgiven recognition, ask him or herwho in the team deserves to be rec-ognized for helping achieve this suc-cess. Rarely is an employee anisland in his or her successes. Thisprocess rewards a chain of peopleall deserving recognition, thus dif-fusing many cases of resentmentbetween co-workers.

    Sharing Our CompanyVisionI find company email newsletters,press releases and Internet market-ing effective tools to get the wordout, internally and externally, aboutour companys vision and accom-plishments.

    Different Strokes for Different FolksDifferent types of employees tend tofind motivation from differentthings. People are motivated dif-ferently, often by where they fit intothe cycle of life. Younger employ-ees are more enticed by the free cellphone or club membership; olderemployees tend to be more inter-ested in stronger health plans orretirement packages.

    Unconventional Offerings: Job Sharing and Working Part-time or From HomePart-time work has worked out suc-cessfully in most instances, espe-cially filling difficult shifts. Part-timeworkers can learn the skills of thejob and the goals of the companyon a full-time basis, then move topart-time hours for reasons otherthan poor job performance.

    With todays technology ininstant communications, workerscan work from home and still stayvery connected. However, a goodrelationship really depends on hav-ing a responsible and loyal cooper-ation between the home worker andthe company.

    Small Ideas ProvidingStrong MotivationIts best to implement a few small-er ideas that have been generated byan employee poll or survey, ratherthan just one. One of the smallerideas implemented at IntercosmosMedia was to have a professionalhot dog stand in our break room.At first, the $1000 price tag madeit hard to justify. But one of theemployees found a display modelfor $700, which was more realistic.Was it needed? Probably not. Butmany of the employees feel the com-pany is a really cool place to workbecause they can go get a hot dogoff the heated, spinning coils anytime they want. n

    Books24x7, 2005 Sigmund Solares ExecBlueprints 8

    Sigmund SolaresCEO, Intercosmos Media Group (continued)

    A food-stockedbreak room

    DVD movie library

    Cell phones

    Home DSL

    Health club dues or in-office gym

    Cre

    ativ

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    ork

    ben

    efit

    sGood benefits definitely can help close new hires

    Benefits thatCan Help Close

    New Hires

  • Learning from SmallerCompaniesSmaller companies engender valuesthat big companies need to keep inmind. They value collaboration,agility and a proper disregard forstructure and bureaucracy. A largecompany needs structure in order tofunction, but not too much of it. Itis important to be agile and actsmall in a big environment.

    Employee NeedsEmployees are often looking formeaningful work through whichthey can influence the outcome ofthe business or somehow createvalue for it. Providing that work iscritical to fostering loyalty.

    It is our belief that employeesdont quit companies; they quitsupervisors. We place a significanteffort on leadership training andcreating an environment in whichemployees can be successful.

    Potential employees are highlyaware of company reputation andare interested in working for ethi-cal companies. They seek a com-pany that is diverse, and reflects thecommunities in which they workand live.

    A company should have a vari-ety of ways in which to listen toemployees. One way is implement-ing performance management sys-tems that not only evaluateperformance down the organiza-tion, but also provide for feedback

    up the organization. It is beneficialto have teams of employees andfocus groups to give their views onparticular aspects of work life.

    BenefitsIf the benefits are structured right,they should be neutral. Theyshouldnt be on anybodys mind.They should be competitive in themarket. At our company, we offerour employees a broad array of ben-efits.

    Listening to NeedsWhen people are doing a good job,they should be told that theyredoing a good job. Along the samelines, they should be told when theyneed to improve their performance.Feedback dialog should be constant,not just an annual occurrence.

    There is a spectrum of otherarrangements that help motivatepeople. In some cases, job-sharing,part-time options and telecommuting

    can make employees more efficient,as long as there is still room for col-laboration with colleagues. Try to beresponsive to peoples individualneeds.

    Books24x7, 2005 Mike Hateley ExecBlueprints 9

    Mike HateleyVice President, Chief Human Resources andAdministrative Officer, Northrop Grumman

    A company needs to communicate thevision and goals in a pervasive way.Whether it be sitting at lunch with afew people or addressing a largeforum of employees, the vision andgoals should be kept in front of every-one in a variety of ways.

    Previously held managerial positionsin human resources and industrialrelations at ITT and Monogram Industries

    BA from UCLA

    Completed executive programs at theUniversity of Southern California,Harvard University and Stanford Uni-versity

    Serves on the Human ResourcesAdvisory Council of the ConferenceBoard, the Corporate Advisory Boardof the USC Marshall School of Busi-ness and the board of directors ofIndependent Colleges of SouthernCalifornia

    Mike HateleyVice President, Chief Human Resources and Administrative Officer, Northrop Grumman

    Employees should be given an environment inwhich they can be treated with dignity andrespect for their contribution.

    Mike Hateley

    Vice President, Chief Human Resources and Administrative Officer, Northrop Grumman

    Expert Advice

    It is important to operate in an envi-ronment in which a well-defined valueset, vision and requirements forintegrity and ethics have been estab-lished. If leaders live those values andshow that they hold themselves to thesame standards that they hold theemployees, loyalty and motivation willcome.

  • There should be in place a vari-ety of methods for dispute resolu-tion. We have inside the companya process that enables us to resolveissues in a structured way. Howev-er, we resolve most problems by justtalking about the issue. If anemployee is unable to resolve an

    issue with a supervisor, he or shecan direct the concern to an openline.

    We foster an environment wherewe think its important for peopleto speak up, and for managementto support down. Its okay to raiseissues.

    We also have the saying that welike to hear good news travel fast,but we like to hear bad news travelfaster. That allows us to engage anissue or a problem and apply theright resources to resolve the matterso that people are not feeling likethey have to hide their mistakes. n

    Books24x7, 2005 Mike Hateley ExecBlueprints 10

    Mike HateleyVice President, Chief Human Resources and Administrative Officer, Northrop Grumman (continued)

    Job Sharing Part-time Telecommuting

    Office

    Collaboration with colleagues via e-mail, conference calls,

    weekly meetings, etc.

    Potential Increased Employee Efficiency

  • I. Environmental OpportunitiesTo foster loyalty, a company mustcreate a positive work environment.Consider implementing a few ofthese nontraditional benefits:

    Flexible work arrangements

    Telecommuting opportunities

    Maternity leave for expectingmothers and fathers

    On-site gyms

    Paid time off for volunteer work

    A break room that provides funas well as relaxation

    A video library or readingexchange program

    Dessert incentives and company-wide barbeques

    Affordable cell phone or clubmemberships

    Employee recruitment bonuses

    II. Communication Is KeyEmployees have many outlets toaddress their requests and/or com-plaints. Here are a few your com-pany should consider implementing:

    Provide e-mail access, both indi-vidually and company-wide.

    Distribute weekly reports

    Publish a weekly newsletter

    Create an internal bulletin board

    Maintain an open door policy

    Gather together for departmen-tal and company-wide meetings

    Establish camaraderie with infor-mal parties

    III. Must-Have BenefitsCompetitive compensation andopportunities for advancement areexcellent motivators, but your com-pany will draw in new hires, andsustain current employees, if youoffer these popular benefits:

    A comprehensive healthcare plan

    The opportunity to invest in thecompanys 401K

    Recognition for a job well done

    Retirement plans

    Transportation aid

    IV. The Golden Rules of MotivationThese five rules will help your com-pany create a positive work expe-rience for everyone on staff:

    1. Treat every individual as a leader,regardless of title or tenure, andoffer recognition for those whomake an extra effort.

    2. Built a solid support structure bykeeping the lines of communica-tion open between the workforce and management.

    3. Be open to new ideas. Implementthe ones that will benefit youremployees, and the company asa whole.

    4. Foster your employees profes-sional development with addi-tional training.

    5. Share your companys success bygiving everyone a personal finan-cial stake. Most importantly,provide job security.

    V. Essential Take-Aways

    Cash is king, but employees willaccept a smaller salary if theirwork environment is apprecia-tive, enjoyable and productive.

    Employees are looking for mean-ingful work and growth oppor-tunities. They want to berecognized for their achieve-ments and given a chance todevelop on a personal and pro-fessional level.

    By creating a positive workenvironment, you will ensurestability in your work force.Offering unique benefits, tai-lored to your staffs needs anddesires, and cultivating a sense ofprogress and security, will alsoinspire loyalty and collaborationin your staff. n

    Books24x7, 2005 Ideas to Build Upon & Action Points ExecBlueprints 11

    Ideas to Build Upon & Action Points

  • Books24x7, 2005 Ideas to Build Upon & Action Points ExecBlueprints 12

    Ideas to Build Upon & Action Points (continued)

    ExecBlueprints is a subscription-based offering from Books24x7, a SkillSoft Company, for more information on subscribing see:www.books24x7.com.

    10 KEY QUESTIONS AND DISCUSSION POINTS

    How do you motivate your staff?

    How do you promote company loyalty?

    What are the top five things employees looking for outside of more money? Can providing these things compensate for actual dollars?

    How can you effectively share your vision for the company not the revenues youre trying to hit, but the larger goal for the company?

    Have you found that newer hires have been looking for different things than those of thepast? Are you noting any trends for people that are potential hires as to what motivatesand inspires them?

    What can smaller companies learn from larger companies in term of employee inspiration?

    What can larger companies learn from smaller companies?

    How can you help employees to idea share and inspire one another?

    How do you find out what your employees want?

    How much of a role do benefits play? What sort of benefits seem to be particularlyappealing to employees?

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