Engagement
“They should be grateful they have a job” is what she said to me the other day. She being a Human Resources Professional for a retail chain.
It was the first thing she mentioned to me when we were talking about declining morale and employees who appear not to be engaged in their work. Next was about the “attitudes” of people walking the halls – and how awful they were.
I looked right at her and laughed. Fortunately Linda is a friend and not a client.
And then I went off on my views about “Attitude.” I’ve walked through the hallways of many an organization where there are signs and plaques and reminders of how attitude is everything; how attitude is contagious; how attitude is what gets the job done and brings a team together. So when I finished laughing I suggested that her attitude might be just as awful; and that if HR’s attitude is awful that’s not good at all. After all, isn’t HR supposed to be the Happy Group? Isn’t HR supposed to be looking out for everyone? Shouldn’t HR be setting the example? And while you are making these comments to me I’ll bet they have been vocalized or somehow communicated to the workforce.
When a conversation starts off with “they should be grateful they have a job” there are two things I usually want to do. The first is to slap this person across the face and give him, or her, an attitude adjustment. If that doesn’t work I usually want to find the rest of the people who work in that organization and tell them they are loved by me – and that they should run and not look back. Okay neither one of those is really an option – although I think it would be fun, but I’m thinking that everyone needs a time out to sit and reflect, come together and communicate. When we’re at the point of “they should be grateful”, the flood gate of negativity is open – morale and engagement are going to need a miracle.
Yesterday, my flight to Atlanta arrived early. I saw that there was an earlier flight to my connecting city so I inquired about getting on. I was told sure………For $50. I decided to save the $50 and return a few phone calls. ᛨ flight ended up being delayed. No big deal; I got some work done. (Always bring fun activities when traveling) Sitting near me in the terminal was a Delta representative. I inquired as to why they would not want to put me on an earlier flight and make me happy; especially since we all know the joys of flight delays and cancellations.
Well did I get an earful from a disgruntled employee. He would want more than anything to be able to do such things – things to make the customer happy; but he’s not allowed; he says it is all about profit. He said he doesn’t get it; you bought the ticket; they have your money; they had the room. Why not? I was getting worried as his voice rose; thinking I was about to start a labor action.
So I asked if he is sure it is about profit. Of course he did not know. You should ask I told him. I tell lots of people that. You should ask. Don’t wonder. Don’t assume. Don’t make up stuff. You should ask. You’ll probably find out most people don’t really know the answer. Maybe there is another reason; and maybe it is a valid one. Although I can’t see any reason that makes a customer unhappy to be a better reason.
Tom’s response was that management doesn’t want to hear from us. Management doesn’t want to hear that I want to do my job and do something nice for the customer. Geez, am I sorry I asked this question; major hot spot.
And then I thought about Linda’s organization. I wondered if that is the prevailing thought in her organization as well. I wonder if employees are so disengaged and morale is so low because they can’t do what might be in the best interest of the customer. After all, they are a retailer.
I did suggest to Linda that she ask people why they are unhappy – and assure them that it is in confidence. Without a doubt I know she would hear responses like not being recognized, not being able to do what is right and not being kept informed. But maybe there were others.
You don’t engage employees or increase morale by telling people they are lucky they have jobs. You ask people questions like this:
• If you could change one thing about your job what would it be?
• If there was one policy you would like to see implemented, changed or eliminated, what would it be?
• What job would you really like to have in this organization?
You ask questions like those. You make no promises; but maybe figure out what can be done to allow that employee to experience some of this while still getting the job done for which you hired that individual. That’s what you do. That’s how you work on creating a culture of high morale and engagement. That’s how you develop your talent. And if you can’t do that, then maybe the only attitude that needs to change is yours; the only person who needs to be engaged is you.
Looking back on my conversation with Linda I think I need to ask her a question. I think I’ll give her a call and ask her if she needs to engage herself first.
