From the book chapter descriptions:
Your company is primarily a network of people, not a legal entity or physical place. Your employees are the front line of your small business brand. They keep your company going.
What methods or tools have you used to help your employees succeed? In what ways do your employees have a say in the company and how do you keep them happy? How have you motivated employees to do their best and enjoy their jobs without feeling like their work is drudgery? What benefits has your company realized from happy, healthy employees?
Most small businesses realize early on that the quality of their employees is directly correlated to the health of the business. The more engaged employees are, the better they are able to contribute productively to the business, from interacting with customers to producing the best quality product.
Some businesses need to put attractive packages together to attract quality employees in competitive industries. But what about keeping employees engaged once they’re on board? All small businesses quickly realize the cost associated with having to address employee turnover issues.
Not Just the Money
Research from a McKinsey Quarterly survey shows that,
…noncash motivators—praise from immediate managers, leadership attention (for example, one-on-one conversations), and a chance to lead projects or task forces—as no less or even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options.
What are your employee engagement successes? How do you keep your workforce engaged and satisfied? What communication mechanisms are in place within your organization to ensure open dialogue and feedback?
Contribute to “The Portland Bottom Line” and let the world know your story!
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Image credit to rockcc histcoll.
