Read a great article in the February 2010 edition of FAST COMPANY magazine about Volkswagen’s “drive to succeed in America.” 

1968 VW ad photo courtesy of www.thinkingouttabox.com

Tough stuff.  America that is. 

By the way, how many beans do you think are in that car? (The answer is at the end of this post…) 

Anyway, the article caught my eye as I grew up in a Volkswagen household, so nicknamed “King Gee” for our old 1968 VW bus noise which made a “king-gee, king-gee” sound as the engine turned over (which was great to fall asleep to as kids laying on top of the engine, which was in the back of the vehicle in those days) and subsequently turned into an adult user with three VWs to my name before I jumped the Autobahn to Honda. 

Why Honda, you ask?  

Because it met my needs. 

More from the FAST COMPANY article: 

“Volkswagen, originally a beloved, albeit quirky, counterculture brand, has never seemed to fully grasp the American market. When Jacoby took over the U.S. operation in 2007, Volkswagen (including Audi) was clinging to a 2% share of the U.S. market, down from 7% during its Beetle heyday in the 1970s. (VW is now at nearly 2.9% — a significant increase, but slightly less than Hyundai’s market-share jump from 2.9% to 4.3% during the same period.) The dealer network was in disrepair, fatigued by shipment delays, product complaints, and a confusing and occasionally short-lived parade of brands. The German reputation for design and engineering excellence sometimes came across to distributors as arrogance: You will accept the perfect cars we give you, not the rolling living rooms you ask for. Except the cars weren’t always perfect, especially for Americans…” 

Guess when I switched brands – you got it, 2007. 

What I take from this article is that in order to get Americans to drink the VW bug juice (yes, pun intended!), Volkswagen automakers have to recognize and meet their needs.  I don’t know about you, but I spend a TON of time in my car and so my car needs to (a) have a place for my diet Coke, (b) have a trunk big enough to load four deck chairs, six backpacks, 20 towels, two 20-packs of Gatorade and enough protein bars to feed a swarm of hungry swimmers, (c) have a decent air conditioning system so my drive is cool and comfortable, and (d) be sturdy enough to not have to be in the shop every other month.  Oh, and I forgot – be AFFORDABLE.

But I digress – those are my needs, not all Americans. 

Back to the story.  I’m reading this article and it got me thinking about recognition and meeting needs.  And making the leap – doesn’t recognition need to meet employee’s needs for it to be effective?  You bet. 

Various motivational theories tell us that all people have different degrees of need for acceptance, approval, and appreciation.  It’s up to the supervisor to figure out what those degrees of need are and craft a individual recognition plan that will compliment recognition provided from an organizational perspective.  For example, a 2007 survey conducted by  Accountemps found that a simple thank you wins over most employees.  They also found that 35% of workers and 30% chief financial officers cited frequent recognition of accomplishments as the most effective nonmonetary reward, followed by regular communication (20% for employees and 36% for CFOs).  

Now, notice the difference in the statistics – CFOs appear to have less need for frequent recognition of accomplishments, but a higher need for regular communication.  So, would a CFO care to be told everyday that the he/she is doing a great job?  Maybe….or maybe not.  It depends on the individual. 

Here’s three things to consider when giving recognition to individual employees: 

1. Recognition it must be respectful, timely and attached to a specific goal achievement or outcome. Not everyone likes goofiness and sometimes goofiness can overpower the intent of the recognition. Reminds me of when my sister-in-law hired a singing gorilla to sing to my brother at their wedding reception. Totally true story.  Goal? Check.  Timely?  Check. Respectful?   No check. The guy was thrilled mortified.
2. Keep recognition as a mix between public and private.  Some people just love, love, love jumping on a stage to receive their kudos.  Others don’t.  The occasional recognition in the boss’s office can pack just as much punch as an announcement in the company newsletter.  Find out from the employee what they prefer.  One of my favorites is a hand written thank you note.  I still have one note from an employee of mine who told me I was the best supervisor she ever had.  I treasure that thing.
3. Ensure you have a balance between formal and informal recognition.  Not only is it good practice, but it helps to meet a broad range of needs.  Cost can be an issue for formal programs, but there are many inexpensive ways to recognize service anniversaries, employee of the month, etc.  Check out the cool ideas, here, here, and here.

So, how did I get from Volkswagens to recognition?  Oh yes, it’s all about recognizing and meeting needs.  Once I’m done hauling Gatorade and towels, I think my next car is going to be a VW Bug!

And how many beans did you say?   There are 1,612,462 beans in the bus – gotta love their advertising!

Volkswagen and the Leap to Recognition is a post from: The HR Whisperer

I’ll tell you, I’m a list person.  Can cover a lot of ground with a bulleted list.  Found a great list the other day posted on the fridge at Webster University where I serve as an academic advisor and associate professor entitled, A Passport for Life by Regina Brett.  Thought the idea of it was really cool and of course, went to check it out on web.  Found out that Regina is not 90 years old as the printed article states and her passport has 50 things on it (for turning 50), not 45.

That’s okay.  Still liked the list and thought it would be great to convert it to a passport list for employees.  Employees could use a little direction now and then, don’t cha think?

So here goes for the top 10:

1. Working here isn’t always fair, but it’s still pretty good.
2. Save for your retirement – the 401k won’t do it for you.
3. No one is in charge of your happiness – you are.
4. Everything can change in the blink of an eye; think merger. Have resume ready.
5. If a work relationship has to be secret, you shouldn’t be in it.
6. What other people think of you IS your business; get feedback.
7. Make a friend.
8. When it comes to going after the right things, don’t take no for an answer, but…
9. You don’t have to win every argument; just pick the ones worth fighting for.
10. Show up and make the most of your job!

A Passport for Employees is a post from: The HR Whisperer

Forgive me readers, for I have sinned.  It has been 20 days since my last blog.  Boy, time flies doesn’t it.  Between consulting, teaching, volunteering, a husband, two active teenagers, three cats, a dog and a rat (and not necessarily that order of importance!), I’m constantly looking for time to get creative and write for the blog.  Yes, I’m one of those girls who multitasks like crazy and also the one on the crackberry while driving. (Maybe in the interest of safety, I shouldn’t confess to that!).  Anyway, I LIKE being busy and do consider myself organized in spite of all the chaos.  But, pondering this dilemma got me thinking about the concept of time management and what that truly means today in the world of work and people.  Behaviorally speaking, if someone has problems organizing his or her time, just what obligation, if any, does the employer have in fixing that?

None.  I don’t think employers have any obligation in fixing how a person spends their time – the only influence they have and should have is in those 8-12 hours a day that the person is at work.  And even then, the amount of control should depend on the job function.  Employers can expect and measure results, though, which is completely different from expecting and measuring activities.  But to get results, you have to manage time well.  And of course, some do it better than others.

We can’t deny the importance of really good time management, especially today in the crunch of work and life and the messy blending of the two.  Researcher that I am, I took to the web to find out what others have to say about time management.  Came up with an oldie, but goodie – The book, First Things First by Stephen Covey (1994) .  Covey is an old fav of mine, back from the early 90s when he came to the forefront for his management thinking.  Written with Roger and Rebecca Merrill, Covey’s First Things First offers a time management approach that helps a person to focus on priorities or the “first things first.”  Suffice to say, this comes from one of Covey’s more inspirational books, The Seven Habits of Highly Effective People.  [Quick aside – my alma mater AT&T was one of the pilot companies for Covey’s training on the Seven Habits; I got my golden egg, but never made it to the golden goose.  If you got the goose, please let me know – I want to hear about it!]

Covey talks about the four generations of time management:  task lists; personal organizers; goal setting and prioritization and finally, values clarification.

The first generation focuses on using notes and checklists that serve as reminders.  I find that people who are highly task- and quality-focused like to do this.  As things get done, they get checked off.  I confess, there is some sort of emotional satisfaction about checking something off the to-do list.

The second generation uses planning calendars and appointment books, a.k.a. MS Outlook, Blackberries, iPhones, Palms, etc.  Electronics now take the place of paper and pencil calendars.  Lord knows what I’d do without my Blackberry.  Still know people who like to buy paper calendars though and write on ‘em.  Like me – if I don’t get my annual Yorkie calendar in my Christmas stocking, things get ugly!

The third generation of folks take TM to the next level by scheduling and prioritizing goals.  These individuals identify the stuff they need to do first and arrange their activities around getting those things done.  That’s me – on a good day.

The gods and goddesses of all generations, the fourth generation people are the ones with the line of sight.  They understand the difference between something urgent and something important.  They are the ones who can and will make decisions based on their moral compass and so don’t forget about the things that are important in their lives.  Like family, friends, and down time.  I like to think that this is me most of the time.

Covey asserts that people have a need “to live, to love, to learn and to leave a legacy.”  If a person can move beyond “urgency addiction” into “quadrant two” management, then he or she can begin to prioritize work for achieving both short and long-term goals, while still maintaining a holistic life balance.

So what can you do to help your time management?  Focus on what YOU believe is important.   Plan the work and work the plan.  The 80:20 rule argues that 80% of unfocussed effort generates only 20% of results. The other 80% are achieved with only 20% of the effort.  Good things come to those who sweat.

Managing time well does take a sustained effort.  Look at the roles you play in life – which are the most important?  Which are the ones that you can put to the side now and then? 

Think about what you must do to ensure you play each of your chosen roles well.  Can you distinguish between urgent and not urgent?  The answers all of these questions will help you focus your energy on the things that matter.  My chosen roles are family woman, HR pro, volunteer and blogger; in that order.

And that’s why I only write when I have something to say.

Time to Make the Donuts is a post from: The HR Whisperer

It kills me, just kills me, when I read about HR-related issues in BusinessWeek magazine.  I know  it is a business-related sheet and all, but they don’t always make me feel all warm and fuzzy when they start talking about the human side of things.  It’s not often that an article will catch my eye, but in this case one did and so is the inspiration for this week’s blog. 

The October 5^th article, “The No-Cost Way to Motivate,” by Patrick Lencioni who also wrote The Five Dysfunctions of a Team, focuses on the fact that no matter who you are or what you do, everyone wants someone to be interested in them, both personally and professionally.  Lencioni says:

                “One of the greatest causes of misery for employees is the feeling that the person they work for isn’t interested in who they are and what goes on in their lives, personally or professionally. Regardless of how much money people make and whether their jobs suit them, if they feel anonymous they’ll dread going to work – and return home deflated…a manager needs to be interested in employees from a professional standpoint too, not only in job details, but also in motivation. And a big part of this is helping people figure out why their job matters to someone, somewhere in some way large or small.”

The famous Hawthorne Studies of 1924 found that if managers paid a more attention to employees and seemed to care about them, it raised morale and increased productivity.  That was followed by an additional 80+ years of research that essentially told us the same thing.  Then in 2008, Towers Perrin did an employee engagement study that found that  firms with the highest percent of engaged employees increased income 19% and earnings per share 28%. 

So it seems everybody is getting on the bus.  Even BusinessWeek.  So why don’t we see it in practice then?

As the HR Whisperer, this particular concept is one that I have been preaching about for years.  To be motivated at work, everyone needs what I call the EDA:  exercise, discipline and affection.*  You’ve got these, then you’ve got engagement.

Want to motivate employees and get them engaged?  Then use EDA:

Exercise – Give employees the opportunity to improve their skills and capabilities.  There are a ton of ways to do this, such as through education and training,  job enrichment or enlargement, coaching and feedback.  Provide opportunities for folks to have input into decision-making and to be innovative in their thinking or problem solving.  Exercising the brain keeps people interested and involved.

Discipline – Work with employees to set goals and strategies to achieve those goals.  The discipline of planning the work and working the plan creates that line of sight for achievement.  Additionally, provide challenging work assignments that not only broaden skills, but can serve as career advancement opportunities.  This will demonstrate to employees that stick-to-itness will reap rewards.

Affection – Employees continually tell us they want senior management interested in their well being and good relationships with their supervisors.  Lack of a good supervisor relationship is the number one reason people leave their jobs.  In Social Intelligence and the Biology of the Pack Leader, I talk about the importance of the supervisor-employee relationship.  To me, this is the biggie — and Lencioni agrees.

Of course there is no sure fire, quick fix.  Motivation depends on the individual’s perception of what is a valued motivator to them.  But even BusinessWeek tells us that if we pay attention to our employees and work to meet their needs, we’re going to get a pretty decent return on our investment.  And that’s a no brainer.

*I must give credit to Cesar Millan, whose catch phrase for creating a balanced canine is “exercise, discipline, and affection.”

Exercise, Discipline and Affection is a post from: The HR Whisperer