| Employees the "Big Picture" - each year the | | | | families is to celebrate employee birthdays and other |
| organizational strategic goals and annual operating plan | | | | special occasions. Creating a sense of family can be a |
| should be shown and explained to employees in as | | | | powerful motivator. |
| much as is possible. Obviously, there may be, for | | | | The S.C. Johnson company proudly calls itself a family |
| example, trade secrets, confidential information that | | | | company. It is a fifth generation family operated |
| can’t be shared with all employees. If | | | | company that makes many household and cleaning |
| employees understand where the organization is going | | | | products such as Glade, Pledge, Windex, Mr. Muscle, |
| and how their jobs fit into the overall picture, it will | | | | Ziploc bags, Raid, etc. Many of their products are |
| enhance employee engagement and employee | | | | environmentally friendly. They also strive to have a |
| motivation as they are part of the plan for the | | | | positive impact on the communities around them. They |
| future. | | | | proudly state, A Company is Not Just a Company |
| 2. Keep Employees Informed - during the year, take | | | | When it's a Family. In 2009, nine S.C. Johnson |
| the time to inform employees of what steps the | | | | Companies around the globe were recognized as |
| company is taking to move forward or to deal with | | | | great places to work and they have also been |
| problems. This eliminates concerns that may distract | | | | recognized for: |
| employees from their work. Keeping employees | | | | innovation |
| informed builds a working environment of "trust". When | | | | sustainability |
| employees are no longer distracted and worrying | | | | and more |
| unnecessarily and have a sense that they are being | | | | S. C. Johnson's product, "Oust", shared the award for |
| kept informed in an honest way, they can concentrate | | | | 2009 Product of the Year USA. |
| on doing their job and will be motivated to work for the | | | | When an employee senses that it is his company too, |
| company when they are being "included" rather than | | | | job satisfaction and employee motivation will increase. |
| kept in the dark. Job Satisfaction and employee | | | | This sense of family ownership will also increase |
| motivation will increase. | | | | job satisfaction and employee productivity. Labor |
| 3. Allow Employees or their Representatives to | | | | Management problems should decrease. Employee |
| Participate in Planning for the Future of the Company. | | | | retention will increase. |
| This can easily be accomplished with | | | | 5. Employee Development - employees want a better |
| management-labor committees that develop | | | | future for themselves and their family. They want |
| suggestions to be passed on to higher management | | | | opportunities to improve their working situation and their |
| for a final decision. The employees will more likely | | | | finances. Most people are motivated by "What's in it |
| support or "buy in" to the final decision if they are | | | | for me?" Employees want to believe that if they work |
| allowed to give input. It is now their decision too which | | | | hard that there will be a better job and more |
| increases the ownership factor. Job satisfaction | | | | opportunities. If they can see that happening in the |
| will increase when they were allowed to have input | | | | company in a fair and equitable way they will work |
| into company decisions and their future. | | | | hard for that opportunity for themselves. Employee |
| 4. Creating a Sense of Family - When you are family | | | | motivation and job satisfaction will increase when they |
| you help each other and you work together. You are | | | | see a brighter future for themselves with the |
| in the "same boat." A first step to creating a sense of | | | | company. |