Page 258 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

The Never-Ending Source of Engagement C245

tiveness with the outside market are only heightened in
uncertain times. If people don’t know how pay increases
and bonuses are determined, start informing them. If pay
is perceived as not linked to performance, do everything
in your power to establish that link.
: Celebrate team accomplishments to reinforce the need
for the group cohesion and teamwork that are required in
times of intense challenge.
: Confront poor performers. In hard times, good perform-
ers lose motivation when they see poor performers toler-
ated. “Why should I work so hard,” some ask themselves,
“when there’s no consequence for being a slacker?”
: Resist the temptation to “crank up the negative conse-
quences.” Leaders at all levels feel the pressure in dif-
ficult times, and the natural impulse for some will be to
“motivate” with threats and fear. This may produce com-
pliance, but it won’t inspire commitment.

: A CHECKLIST OF TEAMWORK BEST PRACTICES FOR
VALUING EMPLOYEE CONTRIBUTIONS IN ALL TIMES

Though recognition philosophies and practices may vary from firm
to firm, what follows are some of the practices used by successful em-
ployers. Check those that you believe your organization is currently
doing well, and place an X next to those you believe you should be
doing or doing significantly better:

— Train managers intensively in the basics of effective informal recognition.
— Supplement manager training with employee recognition “tool kits”
containing sample recognition letters, thank-you cards, electronic tips
and reminders, merchandise and service coupons, and an electronic in-
ventory of ways employees like to be recognized.
— Selectively supplement informal recognition processes with more formal
awards and recognition programs that build support for the culture, val-
ues, and business objectives.