Loving what you do makes it easy to want to want to show up every day, do good work, get engaged, be a team player, take pride in what you do, care a lot, and stay there forever. So, hire the right person for the job and work with them to make it the one they love. Seems like a ‘no-brainer’ then to create a culture that makes them feel welcome, where you make sure they have the right tools for the job, allow them to flourish, and tell them every chance you get that it’s good to have them there. Once they are acclimated, competent and confident, they’ll start looking for more responsibilities, cross-training, volunteerism opportunities, coaching and mentoring assignments, and generally wanting to do more and be more. These are the people who can’t wait to tell family, friends, and colleagues how happy they are – that’s infectious. They’re the ones who make a positive ROI on the cost of employing them. Want to know about that ROI: get out a ledger and put a dollar figure to that calculation:
· In one column list what you spend on their wages and benefits, costs associated with turnover, and other expenses for the employee relation’s strategies you use to make happy, highly productive, supportive, loyal, engaged, and long-term employees. In other words, the costs.
· Opposite that, list the value (ROI) of how much it’s worth to you and the company to get extra effort, extra enthusiasm, extra good behavior, extra good attendance, extra production, extra tenure, and extra customer satisfaction. These are the benefits of having happy employees.
The calculation isn’t that hard – most good HR people can do that math. Ask them. And if they can, they’ll probably also know programs to make this happen. Work on it. Understand that ledger and decide if you’re investing enough to have employees who don’t leave their hearts at home today.
Betty Bender: American educator and author.
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