| These were the questions posed to Business owners | | | | reinforcement of actions gets those actions repeated. |
| in a workshop at an Annual Conference at Disney's | | | | Recognition and praise reinforces our beliefs about |
| Coronado Springs Resort earlier this year. Thanks to | | | | ourselves, and helps make us think we are better than |
| their contributions, this article became possible as an | | | | we may have thought we were. |
| employee retention and employee motivation learning | | | | Positive reinforcement is what builds our self-esteem. |
| tool for you. | | | | Our self-esteem is the way we see and feel about |
| Teams were created to brainstorm answers to each | | | | ourselves either internally, through our own beliefs, or |
| of these questions. It wasn't long before everyone | | | | externally through what we accept as the beliefs of |
| started to see a common element in all three areas. | | | | others. If we feel good about ourselves and we |
| The common element was people and how | | | | believe others feel good about us, we perform better |
| management relates to employee retention and | | | | than we would when we see the opposite side of the |
| employee motivation, no matter what area they | | | | coin. |
| worked in. | | | | People perform in a manner that is consistent with |
| Everyone agreed that it is the people, and their | | | | how they see themselves conceptually. So, the key is |
| attitudes that make the difference. Finally, we | | | | to help people build their self-esteem. This is an |
| concluded that it is you, the management team that | | | | important employee retention and employee motivation |
| has to first make the difference in employee retention | | | | discipline. |
| and employee motivation. Therefore, let's look inside. | | | | You cannot motivate another person to do anything. |
| You can't have something on the outside if you don't | | | | We all know we could only accomplish so much on |
| first have it on the inside. In other words you cannot | | | | our own and that everyone is a product of their |
| attract good employees if you don't first have the right | | | | environment. You have the opportunity to create the |
| attitude towards your existing employees, provide a | | | | environment. |
| good working atmosphere, tools and growth | | | | You can only provide the means and the atmosphere |
| opportunities. | | | | in which others motivate themselves. You are the |
| So take a close look at your employee retention and | | | | leader and you must set the example by |
| employee motivation strategies, since they are both | | | | demonstrating appropriate behaviors. Take the time to |
| under your direct management influence. | | | | define the appropriate behaviors you want to see in |
| Here are some of the team's top answers on | | | | your employees, then start demonstrating them. This is |
| employee retention and employee motivation: | | | | an important employee retention and employee |
| Employee Retention | | | | motivation discipline. |
| Keep your promises | | | | By bringing all employees together in a room for a |
| Build employees self-esteem | | | | meeting you create a team environment. By including |
| Good access to management | | | | them and sharing information with them, you are giving |
| Training and Cross Training | | | | your employees an opportunity to share your |
| Staff events / Team building | | | | perspective. |
| React on employee suggestions | | | | With inclusion, you are indirectly empowering them to |
| Regular staff meetings, parties | | | | contribute to the success of your whole operation, |
| Everyone is equal to each other | | | | because it gives them a chance to see and |
| Employee motivation | | | | understand the bigger picture. This in turn leads to them |
| Ongoing staff training | | | | taking initiative and improving things in their own area of |
| Keep employees informed of status | | | | responsibility, particularly if they are recognized for it. |
| Frequent /consistent rewards and recognition for | | | | By sharing the results of the period with them and |
| performance | | | | asking them what went well and what areas could |
| Set goals, review, evaluate, feedback | | | | use some improvement, you are obtaining a wealth of |
| Lead by example | | | | information, and including them in the overall success of |
| Mentoring programs | | | | your operation. |
| Be sensitive to personal issues | | | | What do you think will happen when it comes time to |
| When you take a close look at these two areas, you | | | | implement some of their suggestions? Do you think |
| can see a lot of overlap. What you do to increase | | | | they will object, or, do you think they might take |
| employee motivation also applies to employee | | | | ownership in implementing them beyond your |
| retention and vice versa. | | | | expectations? |
| Some of the main areas of employee retention and | | | | This is an important employee retention and employee |
| employee motivation that are commonly overlooked | | | | motivation discipline. |
| are orientation training, the establishment of team and | | | | What about personal problems, do you take the time |
| individual goals, having ongoing reviews and providing | | | | to listen, to understand, to show you care? |
| constructive feedback. Without these elements the | | | | Personal problems often interfere with work |
| employee is wandering around aimlessly, and doesn't | | | | performance. Take the time to help your employee |
| get any feedback on their performance. How can you | | | | with their personal problems. Coach them to look for |
| expect the employee to meet or exceed your | | | | solutions and they will feel closer to you. In turn, they |
| expectations if they don't know what they are or how | | | | will perform better because you showed you care. |
| they are doing in relation to your expectations? | | | | People don't care how much you know, until they |
| In a previous article that I wrote, I pointed out what | | | | know how much you care. This is an important |
| motivated employees the most and how employee | | | | employee retention and employee motivation discipline. |
| retention and loyalty faired out based on the results of | | | | From this point on you will notice that employees will |
| National research study. The three top elements were: | | | | go out of their way to do a great job, because you |
| 1. Full appreciation of work done | | | | took the time to include them, empower them, to thank |
| 2. Feeling of being in on things | | | | them and to show them that you care. This is an |
| 3. Help on personal problems | | | | important employee retention and employee motivation |
| Full appreciation of work done is recognition. | | | | discipline. |
| Recognition is positive reinforcement. Positive | | | | |