OK, So What Do I Tell Employees Now?

In a world of reimbursement chaos, fast-paced changes in mergers and acquisitions and general uncertainty in the HME industry, employees are being lured by ever-increasing compensation and benefits packages. The home care equipment and services provider is in a struggle to compete with corporate giants in other sectors of health care and beyond.

So what can you do to keep your employees? The fundamentals of staff retention haven’t changed a great deal over the years. Sure, younger workers have no concept of lifelong loyalty to an employer, but then again, that’s because they’ve seen their parents laid off.

Yet even young workers want many of the things most of us did when we started, like money and benefits. Think about the job changes you’ve made over the years. What motivated you? The same things probably are incentives today.

Here’s what employees really want:

• Money Don’t be swayed by those so-called “expert” surveys that talk about money being way down the list of things that keep employees motivated. Money is very important. No one pays their bills on self-esteem and a happy work environment. Would you be pleased with a 2 or 3 percent increase for busting your hump? Where money’s concerned, do the best you can whenever you can. Don’t lose someone over a few hundred dollars. Look at bonus programs and make sure everyone can participate. See that bonuses are tied to increasing profits (that’s where true dollars come from).
• Listening Everyone in the enterprise has a perspective, an insight or idea that’s worth hearing. Remember, when it comes to solutions, those closest to the problem or the customer often have the best source of information and ideas. Make sure you and your managers are encouraging feedback and input from the staff.
• Strategic Management There is much to be said for curiosity and observation. Look around for new ideas, trends and additional sources of support — and don’t hesitate to look outside this industry. People want to know their boss is not simply waiting but causing something to happen to improve business. Keep your people in the loop on what you’re planning and why. The strategy-of-the-month won’t work anymore. Employees want to know their leaders are thinking further out and have ideas to generate long-term security.
• Recognition The pace of change, competition and everyday life is often so hectic that we overlook the efforts of those we depend on. Regardless of title, task or department, stop to notice and say a kind word of appreciation. If someone does a great job, let them (and everyone else) know about it.
• Reward There are at least two ways of looking at workers engaged in the ethical conduct and performance that exemplifies the values you espouse for your organization: One way is to regard this as simply “doing what I pay you for;” the other is to acknowledge — publicly and privately — the importance of your example. To which would you respond better?
• Management Availability Accessibility is key for reassuring workers you are in touch and interested in their ideas, problems and the daily success of the operation. Walk the halls. Get out of your office. Meet the people.
• Caring You don’t have to sit around planning group hugs, but there is no faking it and no substitute for having genuine concern for your employees. Show an interest in their development, their perspectives, their dreams and goals. Expressing concern can be a very powerful motivator in uncertain and cynical times.
• Trust Everything you say and do lends to — or detracts from — your credibility. That creates a bond with your workers. Do you exhibit the kind of integrity that inspires employees to give their all? Are you honest in your communication with them or is it just empty pep talks and idle chit-chat?
• Stability There must be a direct correlation between performance, loyalty and commitment to the employment contract. If you suggest there’s no such thing as “forever employment,” there won’t be! Don’t buy into the idea that turnover is automatic. People hate changing jobs, so don’t give them reasons to change.
• Appreciation When was the last time you personally thanked each of your people for their dedication, hard work and professionalism? When was the last time you expressed their importance in the lives of so many in need of the services and products they supply? When was the last time you told an employee that his conduct was what set your business above others in service to the community? People want to know their efforts make a difference. People want to know that you know.
• Safety For some workers, their home and personal life is fraught with chaos, turmoil and even unsafe conditions. Your workplace should be an oasis of security, pleasantness and courtesy. It should not be a place of depression, cynicism and disrespect. Ensure proper behavior is applauded and improper conduct is reprimanded quickly and decisively.
• Respect This is the fundamental element of any relationship, any progress, any promise of growth and achievement. Show it. Do it. Earn it — one encounter, one situation at a time. No one person’s title or task is any less important than another’s in achieving the company’s goals.
• Candor As the boss, your job is not to talk of gory details or gloom and doom; however, it’s not honest or fair to tell everyone that “everything’s fine” when it’s not. Again, your employees may have ideas to help. Above all, they will appreciate your letting them know that times are tough and that you’ve got a plan to deal with it. Most winning teams do so not only by talent, but by belief in themselves and their coach. Make sure you’re not short-changing that strategy.
• Flexibility Today’s work force is very different from just 10 years ago. There are more unwed mothers, divorced parents, folks taking care of themselves, their kids and their parents than ever before. Regardless of the situations, the ability for the boss to accommodate some of these demands, within reason, is important. Granted, the business cannot be run around the demands of your workers; however, just as you need a little time to tend to other things, your employees do, too.
• Clear Expectations Don’t assume your employees know what, when and how you expect things to be done. You and your management team need to be very specific. If there’s some latitude in the parameters, let your people know. If there isn’t, they should know that, too. Understand that many of today’s younger workers have not had the basic upbringing in courtesies and etiquette that we got from our stay-at-home parents. Many have no experience with older people because of relocations and divorce from grandparents. Assume nothing.
• Training If ever there was a focus on the benefits of continuous learning, education and certification, today is the day. See that all of your employees have some opportunity every six months to attend a seminar or conference, take an online course, etc. Every skill they learn makes them more valuable to you and more endeared to your employment.

Budget, commit and be consistent with each employee’s development. Training isn’t just for the beginning of the year or when times are good. In fact, learning is one of the key strategies to getting out of trouble.

This industry is in turmoil, but I can’t think of one that isn’t. Look around and you can always find a situation that appears better or worse than yours, when the reality is everyone makes his own situation. Help your people to have the best employment situation possible. Understanding their interests, their situations, their motives provides insight into what motivates them.

Tailor incentives and rewards to accommodate different interests, and you’ll be successful in keeping them. Most people have enough shirts, mugs and plaques. Try a store, restaurant or catalog gift certificate that can be issued in any denomination for the recipient to buy and enjoy the things that appeal to him.

We all work because we have to work. It gives us a sense of purpose and money to do things for and buy things for those who depend on us. No one gets up in the morning excited about going to work because they have a great eyeglass plan or dental care. They get excited about trying to accomplish something, being appreciated for it and being rewarded by a boss and co-workers.

Maybe you’ve done and said all of these things before, but in these difficult times, they bear repeating. Your employees will appreciate it. And you’ll be reminded of how you need those people to build the business and lifestyle you desire as owner, executive or manager. As I often tell my clients, “The future will be better to those committed to making it so.”

Adapted from Keeping The Very BEST (Lighthouse 2nd Edition October, 2005) available at www.reachdevelopment.com.

Vince Crew is a strategic business growth adviser and founder of Reach Development Services, Naples, Fla., and the author of Keeping the Very BEST. He speaks and consults with health care providers and related professionals on competing successfully in crowded markets. He can be reached at [email protected] or by phone at 239/455-0816.