Skip to main content

Carrots and Sticks Don't Work

Imagine if you could: 

  • Create massive emotional commitment among all your direct reports
  • Turn apathetic groups into high performance teams exhibiting huge discretionary effort
  • Be a leader who people fight to work with
  • Win a "Best Place to Work" award within 12 months

Indeed, you can do all that and more, and it doesn't take a lot of time or a big budget.

Builds respect and dignity into everyday work life

Nothing is more important than to harness the loyalty, discretionary effort, and commitment of the workforce through respect.

Traditional employee satisfaction surveys make three assumptions that just don’t hold water.

Wrong assumption #1: Every employee response is equally important.

Wrong assumption #2: Every employee opinion is credible.

Wrong assumption #3: Engagement alone drives results.

What Cy Wakeman says are prudent words of caution on Engagement Survey. Helps overcome emotional excitement and bias. Let’s put a stake in the ground and change the way we approach employee engagement, starting with these five practices.

Don’t treat every opinion the same. Listen to what your top performers tell you. They’ve proved their value and earned their credibility, so go ahead: play favorites. Spend less energy on the demands and complaints of your worst employees? (You know the ones – resistant, hard to please, full of excuses.

Insist on personal accountability. Allow employees to see themselves as architects of their own circumstances, not victims. Challenge them to take on more responsibility, and hold them accountable for the results. By replacing a sense of entitlement with a sense of empowerment, you make them bulletproof – capable of handling anything that comes along. Note: this only works if they know you care about their growth and development

Employ quid pro quo. Employees have gotten into the habit of making requests. Maybe they want flex hours or a bigger office or a free lunch every Wednesday. You, as a manager, also need to get in the habit of making requests. In response to the next employee who makes a request, turn the tables and ask, “What are you willing to do to get that?”
Foster a “Yes” culture. Companies are not democracies. We do not vote on decisions. There are people who get paid to make decisions and people who get paid to implement those decisions. Buy-in is not optional. Once a decision has been made, employees should use their expertise to manage the risks and make it work.

Stop trying to create a perfect workplace. There will always be change, conflict, challenges, disagreements, discomfort and frustration in the workplace. And that’s good news! As it turns out, humans can’t be happy and engaged without struggle and strife. Without obstacles and mistakes, we never feel a sense of accomplishment or grow on a personal or professional level. So, instead of removing all these healthy hurdles for your employees, empower them to make the leap. It’s better for them and for the company.

If you must conduct an engagement survey, try one that factors in a certain level of accountability.  Don’t just take the word of the vast majority – many of whom work to collect a paycheck not to add value.  


Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework
A new way of understanding reward
Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions.

The issue
Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] .
The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with non-financial rewards …

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives!
Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking!

If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular!
A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through innovat…