Most people in the technology industry are generally considered smart, and highly skilled in math, logic and problem solving. However, these highly developed technical skills usually come at the expense of their interpersonal skills. IT managers are not immune to this imbalance and spend little time to improve these underdeveloped skills. Making matters worse, we recognize and promote based on results and reward for performance. The consequence is that managers spend 95% of their time focusing on measurable items and pay little attention to the emotions of their staff. This is not because managers don’t like people or don’t care, but few of them have an idea of what employees really want from a boss.
“But that warm fuzzy is what HR does. I do delivery,” is the common retort. True, but employees do not leave a job because HR did not give them enough hugs. The old adage holds true; people join companies but leave managers. Surveys show individuals quit for 5 main reasons: pay, management, career advancement, benefits and other. Many of these can be influenced by management. We can reduce turnover simply by understanding your staff’s desires.
The following CIO letter will shed some light on what matters most to workers. The results from a survey of 500 employees by the Lore International Institute over a 2 year period shows some interesting insight and some pretty basic things we can all improve on. Here are the findings:
More than 90% of employees want honesty and integrity from their managers. An equal number desire fairness across all staff and for management to hold everyone accountable to the same standards. Furthermore, just over 75% indicated they sought after trust, respect, dependability, collaboration and appreciation. But only 14% wanted interesting conversations from their manager and only 3% wanted them to be a friend.
These requirements seem easy to roll out but can be difficult to sustain. We, as managers, will revert to our natural personalities. So what else can be done? Fortunately, Randstad surveyed 6000 people throughout North America giving more insight. What will make them happy?
|Liking the team they work with
|Pleasant work environment
|Workplace is an easy commute
|Ability to work independently
|Opportunity for advancement
Based on these results, here are 6 suggestions to improve employee satisfaction and lower turn-over:
- Make the work space look better; get rid of office clutter (cables, computer equipment, books, files, etc.), get some plants, find local schools for art, replace lighting with full spectrum light bulbs and use creative ways to make the environment better.
- Try to hire local; the closer staff live to the office and the shorter the commute will increase loyalty and happiness.
- Find ways to allow people to work from home on occasion.
- Establish flexible work hours when possible, sometimes four day work weeks would make sense.
- Look for ways to give more self-direction to your staff.
- Have an off-site staff bonding session to promote team work; it can be as simple as a soccer or baseball game in the park.
Lastly, here are 4 things you should say on a regular basis:
“How can I help?” This statement will aid you in determining impediments your staff face in performing at their best.
- “Great job on…” Any praise is welcome by everyone. We all crave appreciation and receiving it can be more motivating to staff than anything else.
- “Can I have your thoughts on…?” Engaging your staff in decisions and discussion will make them feel part of the solution and not just a cog in the wheel.
- “Thank you.” Two words that can never be over used. Using them more often is not simply for common courtesy, but as a way of connecting and showing appreciation for a job well done.
Try some of these ten pointers; you may find them to be successful in helping you to reduce your turn-over. We advise not to try all of them since you might find some cynicism from your team, especially the younger members.