Page 70 - Anne Bruce - Building A HIgh Morale Workplace (2002)

50 Building a High Morale Workplace

Gross cautions not to use the term “role play.” He believes
that for many people this term suggests that the situation is
much less serious than if you phrase it as an opportunity for

candidates to show their skills.
This chapter has provided you with some of the guiding
principles of employee retention and some techniques and tools
you can start using right away. Remember: the sooner you

focus on keeping the people who keep your business in busi-
ness, the sooner you’ll be revving up employee morale.

Manager’s Checklist for Chapter 3

❏ Free-agent workers won’t easily commit their lives to one
company. If they do, it’s because their values and personal

needs are being respected and met.
❏ Employee retention experts agree that holding onto star
performers for as long as possible keeps workplace morale

healthy and in balance.
❏ Match employees’ talents and interests with challenging

new projects that excite and ignite passion for the job.
❏ Help employees find new jobs—internally.

❏ Treat people the way they want to be treated, not the way
you would want to be treated.

❏ Don’t expect every employee to be a cheerleader.
❏ Make an employee’s resignation your company’s greatest

opportunity for retention and improved morale.

❏ If you’re going to claim that people are your most impor-
tant asset, then back it up with action or face losing credi-
bility.
❏ Audition job candidates for their enthusiasm and positive

morale.

❏ Hire the right people by hiring for attitude and training for
skill.