Those employers that appreciate happy productive employees are more likely to say things like “thanks, good job” or let me know if you need help” or even “why don’t you take the rest of the day off – you’ve worked hard to complete this project”.  Their employees are also more productive overall (See my previous blog on paying for performance).

A column in Bloomberg Businessweek, by Liz Ryan (10/4/2011) gives some great examples of what “bad bosses” say and how it negatively affects the company.  One I’ve already alluded to- “If you don’t want this job, I’ll find someone who does”.  These bosses love to remind employees that it’s all about the money, and that “You work for me”.  In actual fact money is not as important in a professional relationship as feeling like the employee makes an important contribution. 

Another (and we’ve all heard it) is “I don’t pay you to think”.  In my experience, those bosses felt threatened by anyone with a good idea, or they were stuck in old ways and didn’t want to make an effort to change.  Any employee with a brain is going to look for a new job asap.

How about “I’ll take it under advisement”?  Much like Mom or Dad saying “We’ll see”, and not a very positive response.  It usually means the boss doesn’t value your input enough to make an effort.

“Bring me solutions – not problems” can be perceived in two ways.  During the “re-engineering” craze in the ‘80s this was a catchphrase for the movement.  It should be empowering to the employees , as those closest to the problem usually can find better solutions.  It has also been misinterpreted as “don’t complain – just deal with it”, not nearly as positive an attitude.  It is also possible, that in the complicated business environment we live in now, the solution is a much more complicated one, and needs a manager’s involvement. 

“Who gave you permission” is such an antiquated attitude, but does still prevail.  Any organization has rules and guidelines for the workplace and the business, but when employees want to stick their collective necks out and try new ideas, there should be support and advice available from management – rather than roadblocks.  Companies that can respond quickly to new opportunities or crises don’t use that phrase.

Others – “sounds like a personal problem to me”, “drop everything and do this NOW”, and “everyone here feels the same way” can be belittling and create a negative work environment to those having to hear these comments.  So, whether you are just leading a meeting, or leading a department, think before opening your mouth “how would this sound if a boss said it to me”?  Thinking before speaking is always a good idea!

According to an article in the Society for Human Resources Management (SHRM) news, over 90% of U.S. organizations tie salary increases and bonuses to specific performance measures.  There was a study done by the Institute for Corporate Productivity (i4cp) that found high-performer organizations are more likely to use performance measures than the “low performers”. 

There is also a difference between companies saying they evaluate performance and companies doing so successfully.  Being successful depends heavily on identifying the appropriate drivers to use in the evaluation process, and clearly understanding these drivers.

The SHRM article said that high-performer companies were driven primarily by a desire to recognize and reward their best employees.  This desire also translates into needing to retain their best and brightest at a time when these folks may be a target for other organizations looking for new employees. As a secondary driver, the high-performer hoped to increase the likelihood of achieving corporate goals through their review program. 

In these times of tight budgets, very few of the companies studied identified the compensation budget as a driver for performance evaluations and raises.  During the 2009 downturn there was a general attitude among companies that if you kept your job, even if it meant a salary reduction, everyone was grateful.  Now, slowly, companies are able to give raises and bonuses, and are trying to do so effectively.

Interestingly, the i4cp study found that low-performing organizations put emphasis more on achieving corporate goals (in other words how well did the employee fit into that business vision).  While this might make sense, sometimes the best input you can receive from staff is why the goal/vision needs tweaking, and being able to provide new vision or innovation to achieve success.  Meeting corporate objectives and improving productivity are useful short term goals, but the best and brightest can see the broader picture and help the organization get there.

First let’s look at why.  The economy is reportedly recovering, and sections of the technology industry are part of that recovery.  Computer hardware and software, as well as renewable energy businesses are planning for growth.  Meanwhile, the pool of qualified talent in science, engineering and math skills is not going to be able to meet our predicted demands.  Companies also need experienced leadership to take them to the next level.  Logically hiring managers will look at the existing workforce to try to fill those gaps. 

An even bigger issue is that most organizations aren’t prepared to address this threat.  How can you prevent your top talent from leaving for what they perceive as greener pastures?  The first step is to take a good look at which of your employees might be a target for poaching.  Then look at what your company can do to avert the threat. 

In the current economic climate, giving folks a raise isn’t always an option, but money isn’t always the answer.  As long as the compensation is competitive in the industry, there are other things that might encourage loyalty to the current employer. 
It sounds like a broken record, but flexible work hours is one of the things employees really appreciate.  One candidate I know is wanting to make a change, but the thought of losing 4 weeks vacation a  year and flexible work hours holds him back. 

Another possibility is to assign your star performers to exciting and stimulating projects.  A challenging, interesting assignment can be as satisfying as a raise for some. 

There is always to option of asking employees to sign noncompete agreements or other legally binding contracts, but that’s not always a morale builder, and has to be carefully crafted.  High tech companies with a lot of research going on may be an instance where this is important. 

In the end, your successful and talented staff are an asset to protect as you plan for your own growth and success.  Include them in any strategic planning as you go!

If you glance between the two, it appears that the interview list covers most of the “why they leave” list.  Health and wellness and environmental factors may be harder to control for, but the rest seems to fit. 
The SHRM article gives some great advice – check your interview questions (and expected answers) against the interview goals and make sure they mesh.  Also ask the questions to get the best personal insight from the interviewee. 
One sample question, asked two ways, illustrates the management part of the interview.  The general question “where do you see yourself in five years” is fairly open-ended (they might have a terminal illness!) and won’t get the best response.  Instead “Where does this position fall along your career path” provides the opportunity for a more specific response.
Again, as a job seeker, give real thought to these questions, as you want to make sure this opportunity is a fit for you.  You need to give the prospective employer a chance to know you, to avoid the “misfit” thing.
Of course the one event no one can protect against is a major change in leadership, or even in business focus.  Therefore the employer should always be looking for people who are flexible and willing to learn who can make the sudden leaps that sometime happen in the current business environment.
As usual, good luck!

Smart Phones are also coming to the attention of mobile security experts as more and more business is conducted on these devices.  Hackers are developing malware  to exploit security issues that may include a less-than-optimal browser, user authentication, and data encryption technologies.  According to an item in SHRM News, in 2010 more than 1 million smart-phone users in China were infected with a “zombie” virus hidden in bogus anti-virus programs.  Another case involved a worm connecting infected iPhone devices to a server in Lithuania, enabling criminals to control the phones.  Adding to the problem, according to the January 2011 article, is the bring-your-own-computer movement allowing employees to use their own mobile devices in the workplace, which can infect company servers.  It is up to companies to either disallow the use of those devices as is done in the national laboratories, or to restrict important data so it cannot be accessed through these devices.  If a document has to be emailed the sender needs to strip any identifier info such as social security numbers from the mail.  Hopefully soon the security systems will be upgraded to deal with these issues, as the world is certainly addicted to the Smart Phone!