Work banishes those three great evils, boredom, vice, and poverty.

~Voltaire

Labor Day is the time to pause and celebrate the stunning accomplishments of the American workforce.  The U.S. Congress created this national holiday in 1894 to commemorate the hard work and dedication by the many workers that have made our economy the engine driving the global economy.  Employers and employees, large corporations, entrepreneurs, and non-profit organizations all work together to create, maintain, and sustain our economic system. 

The success we enjoy can be reduced to one question which is asked every day in corporate America: “How can we improve?”  By constantly striving for perfection we sharpen our competitive edge, produce innovative ideas and products, create new technology and, hopefully, remain profitable.  One vital aspect of our success, and the reason for this holiday, is the relationship between employer and employee.  In order to improve that relationship let us examine the relationship from both sides.  What do employees seeking a job really want?  What do employers seeking to hire employees really need? 

According to surveys conducted by The Gallup Organization, Bob Nelson (President of Nelson Motivation), and TEC International, all employees, regardless of their demographic profile, express common needs in the workplace. The six specific attributes workers seek are:  fair compensation, good training, timely and accurate feedback, opportunities for advancement, fairness, and a safe work environment.  By addressing these needs, employers can strengthen their workforce, reduce inefficiencies and turnover, and increase profitability over the long run. 

COMPENSATION

Contrary to popular belief, compensation is usually fifth, sixth, or seventh on the list of what employees want.  The reason is that prior to applying for the job, most applicants know the approximate starting salary.  As long as the starting salary and benefits are competitive with similar employers, other factors are more important.  Surveys indicate that the quality of the work experience is as important, or more important, than salary.  Attention to the following remaining attributes will create a win-win relationship for employees and employers.

TRAINING

In most surveys, training appears at or near the top of the list.  Employees want to acquire the skills that will enable them to succeed.  Companies with the highest rate of retention start with a thorough orientation on or before the first day of work.  Effective orientations provide a relaxed environment where policies are explained and questions can be answered.  The second step is detailed technical training by a skilled trainer.  This can be done on the job or in a classroom, or in some combination of the two.  The key is to match the pace of the training to the individual trainee within reasonable time frames.  An extra day or week used for the initial training will be repaid many times over in future productivity.  Supplemental training is a valuable tool to stimulate seasoned employees.  One-day seminars or college courses directly or indirectly related to workplace responsibilities can help tenured workers see the company’s activities in a new way.

FEEDBACK

Feedback, formal and informal, is essential for every member of the workforce.  There is usually a dramatic decrease in feedback for workers as they leave the training phase and become integrated into work units.  Many employees cite the lack of regular feedback as the primary reason for their resignation.  Informal feedback, provided on the job by supervisors or senior employees, is a good start.  The annual review in many companies, however, is the only formal feedback workers get, other than reprimands or warnings.  Increasing the frequency of performance reviews from annual to semi-annual, while time consuming, yields dramatic results in both job satisfaction and productivity.

OPPORTUNITY

Advancement in a successful and growing company is more appealing than the starting wage.  By understanding and then integrating the employee’s personal goals with the company’s strategic plan, employers can create a dynamic synergy.  Properly managed, this process demonstrates the adage, “You have to give before you get.”  Through training and effective communication, employees gain valuable skills to take advantage of opportunities they themselves helped create.

FAIRNESS

Exit interview surveys point to the failure of management to enforce written policies throughout the workforce as a primary cause of turnover.  Favoritism, nepotism, discrimination, and general inconsistencies create fear and resentment among employees.  What steps can be taken by employers to ensure consistency in their treatment of workers?  Establishing rules and policies is the first step.  Establishing rules and policies in writing, and making them available to everyone is the second step.  Finally, enforcing the rules and policies consistently, regardless of status or seniority, is the third and most difficult step.  In spite of the friction created by enforcement, employees say emphatically that they want structure and stability in the workplace.

SAFETY

Safety—physical, financial, and emotional—has a high correlation to job satisfaction.  Suffice it to say that regular inspections of the workplace, proper training, and responsible leadership go a long way toward creating an environment where everyone feels safe.

WHAT DO EMPLOYERS WANT?

As today’s organizations continue to get leaner with fewer layers of management, workers must be highly productive in an environment with less supervision and oversight.  Dr. Gary Natriello, a professor at Columbia University, states that “employers place greatest importance on employee attitudes and … emphasize basic skills over job-specific skills.”  Specifically these basic skills include reliability, dependability, sound decision-making skills, flexibility, honesty, and enthusiasm toward their work.

Some employers would have you believe that today’s workers just aren’t as driven or productive as they “used to be.”  Chronic absenteeism, lack of productivity, and a casual approach to work is the experience some employers have with their staff.  Kathleen Cotton, in her article Developing Employability Skills, writes, “fully 87 percent of people losing their jobs or failing to be promoted were found to have had improper work habits and attitudes rather than insufficient job skills or knowledge.” 

WHO’S “RIGHT?”

What we have is an imperfect system, which also just happens to be the best economic system in the world.  It is dynamic and, due to the technology revolution, it is ever-changing.  Employers, as gatekeepers, control access to the workplace.  But, today’s employees are tomorrow’s owners and managers.  To ensure future success, employers must satisfy the basic needs that most, if not all, employees say they want:  fair compensation, good training, timely and accurate feedback, opportunities for advancement, fairness, and a safe work environment.  By helping employees and employers find the common ground where both can profit and benefit, the world’s best economic system will not just survive, it will continue to thrive and grow. 

Happy Labor Day!

This article is provided as general information and is not intended to be a substitute for legal or other professional advice.