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Safety & Security in
What Do Consultants Do?
Seeing Things from the
Job Descriptions: Dead
Wood or Living Tools?
The Learning Organization
Demystifying Training Design
New Employee Orientation
Beyond Training: Training
Cross-Training as a Motivator
How can I motivate my
Communications in the
Workplace, Moshe Barnea
A lesson in creative management,
employee training and sales!
"IF" by Rudyard
wise words of advice
Networking on the Net
Your Electronic Signature
a Marketing Tool
Business on the
Achieving Goals Through
Training and Development
Energize Your Team
Domain Names for
Sale for: Trainers, Consultants,
and other Subjects
New Managers and Supervisors
Face Impossible Challenges, such as Being Expected to Motivate Employees
as Soon as They Take Over
What executives seek
most on the internet and in print material are tips and guidelines
on how to motivate employees. Although they realize that employee
motivation is the most complex subject, they unreasonably expect
newly hired managers and supervisors to accomplish this as soon
as hired, which proves to be quite a dilemma. These new hires (mid-managers)
themselves need guidance and assistance from upper management.
December 31 2003--Business owners and general managers know that
without a motivated team they lose business and customers. They
also witness a lowering of performance, quality and service levels,
combined with an increase in tangible and intangible costs which
could have been avoided: costs associated with accidents due to
negligence, equipment repair and replacement, lawsuits from customers
and other entities, labour disputes, higher staffing levels, supervisory
and employee turnover with all the costs this entails, such as retraining,
additional expenses to correct the company’s image, retain customers
and attract new ones by means of advertising, coupons, rebates and
refunds, and a whole host of costs which should never have arisen.
What is quite amazing is that, although they are fully aware
of all the losses and costs resulting from lack of motivation, many
are unwilling to invest time, effort and money to actually create
a motivational work environment.
Reading on the subject,
attending seminars, and wishing are not enough. Careful planning
and pro-active steps are required “before” a downfall. If the downfall
has already occurred, double, and even triple effort and investment
may reverse the situation.
Motivating employees is a strategy
which requires long-term planning to affect the overall work environment,
and implementation must be continuous.
department heads with the appropriate education, background, experience
and (mainly) technical or industry qualifications. Or they hire
people right out of college, who did some internships. Sometimes
they promote from within, moving a well-performing assistant department
For some reason, those who hire new managers and
supervisors expect them to succeed immediately as leaders who will
know how to create a motivated team who, in turn, will deliver the
expected performance. In a worst case scenario, they actually expect
the new hires to correct an existing bad situation (which upper
management itself could not solve!).
This is a great deal
of responsibility placed on the shoulders of a new manager or supervisor.
New managers themselves still need to orient themselves on
the company, absorb (understand) the operation, learn and “feel”
its culture, acquaint themselves with their employees and discover
what makes them “tick”, analyze their department from all aspects,
assert their leadership role, get themselves and their authority
accepted by employees, devise tentative plans to improve the situation
and business aspects, and become accepted as a respected member
of the management team. Quite often, the subject of people management
and leadership is totally new to them.
feel insecure at this initial stage and need help and assistance
to overcome their new challenges. Employees often reject new authority.
They do their best to make life difficult for new managers and supervisors,
or they just do not react, going about their duties, ignoring the
change in management. They work in silence and do not communicate.
They do not warn of pitfalls and past failed attempts. If they see
a new manager or supervisor forge ahead in a wrong direction, they
gleefully wait for him (or her) to fall flat on the face. Some even
boycott the efforts of the new manager.
Despite their busy
schedule, business people and general managers should realize the
precarious situation newly hired managers and supervisors find themselves
in. They can dedicate some time to converse and listen to these
new hires, ask for feedback, offer and even assure them of assistance,
and, most of all, communicate to them a feeling of trust and safety.
Usually new hires would not dare admit to needing guidance
in the matter of people management, nor would they admit to being
sabotaged by assistants and employees. They consider such revelations
as an admittance of personal failure, due to impact their own job
security. It is up to upper-level managers and business owners to
create a genuine open and collaborative atmosphere, in which such
troublesome issues could be discussed. When new hires feel the need
for management coaching and training they never ask for it. If offered,
they would hesitate to accept it, not yet knowing whether this would
show a sign of weakness.
In the matter of employee motivation,
it is these mid-managers who need management’s full attention and
assistance. They are the key to the motivation and successful performance
of their departments.
Due to the many demands business
people and higher-level managers have on their time, successful
companies hire outside consultants and coaches to help newly hired
(or promoted) managers and supervisors succeed. Some organizations
do not, resulting in under-developed, non-performing mid-managers
(and operations). Small business owners also do not.
Those who do not take time to face the needs of their mid-managers
often invest in other areas to counter-effect business loss: they
spend on new decor, new sales campaigns and rebates and enter an
ever-ending cycle of having to make constant efforts to market and
advertise their business.
If training and people development
were universally labeled as part and parcel of “product research
and development” we would have seen an upsurge in operational and
organizational performance. Business people and managers who think
in this context lead their companies to success beyond their dreams.
Instead of constantly searching for “the right magic key” to employee
motivation, they would spend their time creating new ventures, with
the help of the people they nurtured.
2003 Claire Belilos
Reprints for commercial purposes are
not allowed. For special permission, contact Claire Belilos through
Claire Belilos, owner
of CHIC Hospitality Consulting Services, specializes in people management,
employee motivation, training, and hospitality operations. Her articles
on employee motivation, based on actual experience, have proven
to be of practical value to managers, business owners, and students.
They can be accessed at:
Understanding Employee Drives
Cross Training as
a Motivational and Problem-Solving Technique
The Eternal Question:
How Can I Motivate My Employees?
Beyond Training: Achieving
Results by Focusing on the Human Factor
She is putting together
a step-by-step guide on employee motivation, where you can list
yourself at http://www.easytraining.com/motivationbooklist.htm
To ease communications
and receive priority attention, please provide full details when
contacting, as required in the contact form at http://www.easytraining.com/contact.htm
CHIC Hospitality Consulting,
founded in 1992, is a boutique-style consulting which provides the
“best fit”solutions and training, based on the needs of the organization.
Home Page: http://www.easytraining.com
Claire Belilos, CHIC Hospitality Consulting Services,
Home page: http://www.easytraining.com specializes in Hospitality,
human resources strategies, organizational training and development,
Customer Service and problem-solving. Workshops offered: "Quality
Service" and "The Design and Delivery of Training".
Evaluations, policies, manuals, job, and training tools are customized
to fit the specific needs of an organization.
from the Easytraining Insights Digital Newsletter http://www.easytraining.com/insights.htm
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