Iceberg Alert: Retaining Employees

Hidden dangers or "Icebergs" in the sea surrounding the HR, department can imperil employee recruitment and retention.   In the tight job market of 1997-98, HR is required to offer up strategies for finding and keeping the best candidates and employees.   So, what are some of the strategies in place?   Everyone thinks first of money.   But assuming your compensation is reasonable for your geographic area, function and industry, this is probably not the best strategy.   There is good evidence that employees desire recognition and appreciation more than anything else.   Independence and status come second.   Third, employees want to participate in the company’s goals. Salary comes fourth.

In the 90's "Downsizing," restructuring and process improvement activities have altered forever the relationship between employer and employee.   Employees have learned to think of themselves as free agents. If they are disposable in harsh times, then in good times they can pick and choose their assignments.

While most workers today like their jobs, most don't trust management.   One indicator of this is whether employees recommend employment with the firm to a friend.   In a recent survey of 2500 workers, 60% said they would not.

Workers are cynical.   HR has the responsibility to motivate them. Yet many employees see HR as a robber of jobs and reducer of health care coverage and retirement benefits.   Workers see HR as the evil hand grabbing their compensation, security and welfare.

Fortunately, HR has at hand low cost solutions to redefine and rebuild worker loyalty. Private work spaces, collaborating work groups, and training managers to reward, praise and support workers, all help build the association between the firm and the individual. Many employers replace common practices with innovative alternatives that include grouping employees by capabilities and assigning them to projects as needed.

Altering the balance between work and home appeals to many employees. Some even prefer to work at home and set their own schedules, or to be compensated for specific accomplishments such as projects completed, sales made or production goals reached.

To improve morale, restore commitment and increase production, managers should talk candidly with employees. There is great value in a supervisor talking to a worker.  Common human understanding can lead to remarkable solutions and changes.

Source: Blessing/White, Princeton 1994

Hello, Young Lovers, It’s Spring

As the English poet Alfred Lord Tennyson has taught us, in spring a young person’s fancy turns to love.   Perhaps this is an ideal time to talk about relationships in the workplace.   Not very long ago, romantic relationships were prohibited.   When they were discovered, one of the pair, typically the female, left the company.

Today, the trend is to manage the relationship inside the firm.   Management realizes that it may need the contributions of both employees.   This view recognizes the inevitability of the laws of human attraction.   People will seek out others they find desirable. It plans for the consequences, rather than denying or ignoring the behavior.

To begin this process, the employees advise HR that there is a developing relationship, and ask for help to achieve a separation in the work environment.   Depending on available positions and assignments, alternative work arrangements are made.

What’s Considered Sexual Harassment May Change

Events of this past January have altered many of the workplace rules about sexual harassment, gender jokes and casual language.   With the broad media coverage of personal sexual acts, the acceptable level of material, for better or ill, has changed.   Firms will reevaluate their policies, employees will consider what is acceptable for them, HR will find the right solution for their corporate culture.   Meanwhile here is a survey suggesting what behaviors are reported most frequently as being offensive to workers, at least for the culture prior to "Zippergate."

Source: Survey of Sexual Harassment Complaints by Business & Legal Reports, Madison, CT 1997

EAP Programs Reduce Drug Use

Lower rates of illicit drug and alcohol abuse are reported by employees who receive information, written policies and have access to Employee Assistance Programs (EAP) from their employers.

In a study sponsored by the Substance Abuse and Mental Health Services Administration, SAMHSA, the Department of Labor, and the   Small Business Administration, 7.6% of full time workers age 18-49 reported current illicit drug use.   In establishments of 25 or fewer employees, the rate was 11%, almost double the rate of 5.4% for employees of firm employing more than 25 people.   Considering that 56.6% of employees reporting illicit drug use worked for this size company, there is a considerable need to reach them.

As noted in Prevention Works, "The establishment of alcohol, tobacco, and other drug-free workplaces is a critical component of our Nation’s efforts to reduce the problems associated with substance abuse.   The workplace is the only place that can set a standard of no substance use for employees that is tied to an economic incentive--a paycheck.

Dr. Chavez, SAMHSA administrator, said,  "It tells us that prevention strategies are reaching employees, especially those in larger workplaces and in positions of public trust and public safety."   To help employers SAMHSA provides a toll free telephone number 1-800-Workplace or 1-800-967-5752. They are also available on the Internet HELPLINE@SMAHSA.GOV.   Chavez continued, "All it takes is a phone call or a mouse click to begin developing a drug free workplace.   As a result employees will benefit from a safer and healthier workplace."

Fauecast provides consultation on alcohol/tobacco/drug free workplace services.

Prevention Works

Alcohol/tobacco/drug free workplace policies and procedures, employee assistance programs (EAPs) employee and family education, worksite wellness programs, and changes in workplace culture and norms effectively reduce costs to employers.  For example: 

For help implementing a alcohol/tobacco/drug free workplace, contact Fauecast at 908-359-3686.

* What Works: Workplaces without Drugs, US Department of Labor, 1991

Fauecast Report is published bimonthly, edited by J. Cronin. © 2000 Fauecast

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