MRO Today - Look in the mirror

Look in the mirror

by

"Turnover is becoming a widespread outbreak. Help!"

That distress signal recently came from a friend who manages facilities maintenance at a top-notch manufacturing plant. The guy isn't alone. Most managers and employers are feeling the pinch from the tight labor market. Finding good employees is extremely difficult. That's why it's more important than ever to retain the good employees you have.

But how can you do this when people leave for "greener pastures"? Let me tell you, relationships, not better job offers, are the reason behind most departures. That said, how healthy is your relationship with employees?

A consultant I know came up with this quiz. Examine the following statements and rate yourself as a 4, 3, 2 or 1. And, be truthful. A 4 means "I do this often." A 3 means "Sometimes I do this, but not consistently." A 2 means "I do this only occasionally." A 1 means "I don't do this at all."

After you're done, query employees and get their feedback. You may find you aren't as strong as you think in some areas. Let's get started:

* I take time, up front, to describe projects and tasks, and set parameters with employees, so they know what is expected and why.
* I give my employees positive reinforcement and praise.
* Once my employees know the desired results, I get out of their way and let them have freedom to do their jobs.
* I give my employees "face time," both one-on-one and in team meetings.
* If one of my employees makes a mistake, I use it as a teaching opportunity.
* I share information freely with my staff and encourage open dialogue.
* I don't blame or use guilt, threats or other demeaning tactics.
* I don't hide behind bureaucracy or policies.
* I involve my employees in decisions that affect the team.
* I spend more time with the good performers than the poor performers.
* I address poor performance and give the individual a clear plan to improve.
* I don't overload good employees to the point of burnout.
* I take time to learn every employee's career and job goals and encourage them to work on tasks and projects that will stretch them toward those goals.
* I reward healthy risk-taking and I'm careful not to punish good effort.
* I spend more time working with people than working on paperwork.
* I seek input from my employees on ways I can improve as a leader.

Celebrate the 4s, look to upgrade the 2s and 3s, and develop an action plan to address the 1s.

This article appeared in the October/November 2000 issue of MRO Today magazine. Copyright, 2000.