Another Day In Paradise?

I recently ran across 2 articles that have a major theme in common.  The first was an eWeek.com article by Deborah Perelman entitled How to Stop the Dilbertization of IT.  She is of course referring to life in IT as a cubicle gnome beset by meaningless tasks, vague strategies and clueless leadership as personified by the comic strip Dilbert.  The bottom line in this environment is that IT isn't fun any more.  This naturally generates the question, "If I'm not enjoying working here why should I stay?".

Mary Ann Maxwell recently published an opinion piece (Hidden Talent) in MIS magazine on the need to keep people happy as a way of retaining them.  In line with Perelman's article Maxwell asks the critical question:

Why would a talented person want to work here?

How well can you answer that question?  People work for money but they don't stay at a particular company for money.  Oh sure money is important but unless there is an outrageous difference in pay scale we don't choose to work at Company A rather than Company B just because of money.

Perelman's article wasn't aimed at employee retention per se but rather at the role of IT in the age of outsourcing and the commoditization of IT.   Her question is; How can we make IT more meaningful as perceived by the company?  However this is also important for employee retention - How do we make an employee's job more meaningful to them?

Perelman talks briefly about some possible solutions and Maxwell only suggests that we need to develop a sourcing strategy that includes non-monetary considerations.  So what should we do? Fortunately there are numerous resources on this topic.  Some recent ones include Ramping Up Your Retention Efforts and Q&A: Want happier workers? Drop the stick, offer carrots.  These provide some useful suggestions such as flexible work hours etc.

I would like to take this a step further than just the usual Human Resources programs and suggest the following

• Provide meaningful assignments - We all want to work on the big important strategic project that will skyrocket the company to fame and fortune.  The reality is somebody has to do the projects of move column 2 to between columns 5 and 6 on the XYZ report.  But that is no reason we can spread the good stuff around.  We can't ignore the mundane but give everyone an opportunity to work an the "sexy" project even if in a minor role.
• Provide a challenge - Break the routine.  Give people an assignment where they don't know the answer going in.  Sure they'll be scared and hesitant but if you provide the needed coaching and resources they can succeed.  One of the greatest feelings in the world is accomplishing something you never thought you could do.
• Provide a learning/growth opportunity - Give people an opportunity to learn and practice new skills.  Show them how this can lead to new career opportunities and make them more valuable to the company.
• Provide recognition - Provide regular feedback and recognition.  People like to know their work is valued.  Don't forget the old adage, "Praise in public, criticize in private."
• Communicate - People want to know what is going on in the company and in IT.  Keep them updated on both the company's and IT's strategies and performance.  Make them part of the team and show them how they fit into that strategy.

Those are my thoughts on some key ways to keep employees happy and to retain them.  What are your thoughts on how we get to people to come to work and say " Ah, Another Day in Paradise" and really mean it?

If this topic was of interest, you might also like these:

• Empowering Employees In Their Professional Development
• Scaling the Heights
• Critical Skills and Competencies for IT employees
• Or the posts in the "Organizational Development" category

Comments

[John Graves]

Mike is on target - people need to have meaningful and challenging work, a path for learning and growth, timely recognition, open communication, and trust to be fully engaged (committed and motivated). Ken Blanchard in his recent book "Leading At A Higher Level" defines leading at a higher level as:"..a process of achieving worthwhile results while acting with respect, care and fairness for the well-being of all invoved". Blanchard's mission statement reflects his definition of leadership: "Unleash the power and potential of people and organizations for the greated good." Partnering for Performance and Situational Leadership for the individiual,the team and the organization are described in terms of empowering, engaging and growing people.

"Profit is the applause you get for taking care of your customers and creating a motivating environment for your people" - Ken Blanchard.

[Jamin Ellis]

I made this comment on Grigor's blog, it seems to all come down to this:

Give people purpose and hope and they will succeed. Nothing less will do, and nothing more is required.

[Mike]

John and Jamin,

Thank you for the comments. Providing people with meaningful and challenging work for our employees - giving them purpose is an essential role of managers. The trick is to remember this and act on it and not let the daily pressures and deadlines "temporarily" override this. Otherwise we'll look back and the temporary suspension has become a permanent mode of operation and we've just created a situation we have to work to correct. The easiest way to get out of a "hole" is to never get in it.

Mike

[Benjamin Ellis]

Michael, your advice has become even more poignant, given the times we now find ourselves in. Good to read back over it again.

Recent blog post: On Startups and Hiring - Michael Smith

[Mike]

Benjamin,

Thanks for commenting. You're right in times like these it is good to go back and re-look at how we manage.

Mike