COMMENT Bosses of outdoor-clothing


retailer Fat Face, with more than 50 stores across the country, are also at pains to make sure that their staff have a good time. T is has included activity holidays in the New Forest where directors man the barbecues to produce delicious meals like seared tuna steak and gigot of lamb. “Happy staff are the best way to ensure happy customers,” says Fat Face founder Jules Leaver. “Our biggest challenge is to keep our staff as keen as we are. And money is the least of it.”


Being appreciated And staff looking for


enjoyable, rewarding work usually fi nd it in small, independent companies, according to research by the British Chambers of Commerce. “It’s a matter of being


appreciated,” says Tim. He reports that, when more than 1,000 employees in retail fi rms were asked what would stop them looking for new jobs, money actually came fourth in the list of priorities, behind appreciation, understanding and a feeling of being involved in what was happening in the company. “It was recognition that they wanted more than money,” says Price. “But when 1,000 bosses were asked what they thought made a happy employee they went for money, followed by job security and promotion opportunities. T e two sides had completely diff erent priorities. “What particularly motivates


staff is the belief that people are recognised for their achievements, that they will be allowed to further themselves and will be given some control over their own work. “And companies that operate a supportive, blame-free culture where people are allowed to make mistakes without fear, have been found to have the most loyal and motivated workforces. “People respond much more to being stroked than kicked...”


A happy atmosphere So how do you create an


atmosphere that will keep your workers happy? Management consultants off er these pointers:


Lead From The Front “To be highly motivated,


workers need to know what direction they’re supposed


30 www.tandgmagazine.com Rewarding your staff


with parties is a great way to instil loyalty.


And this means that team


members have become friends and are more likely to be reluctant to leave the company. Studies have shown that a


team works best if targets take account of the abilities and talents of individual members rather than, in the past, setting a target and expecting workers to meet it regardless. As Gregory says: “Employees are highly motivated to do what they do best.”


Talk Over Problems Mike English of Quantum


Consultancy reveals: “One thing lacking in a lot of organisations is a meeting with the boss where workers are allowed to air their views openly without repercussions, and put forward their ideas. T is should be done at least once every three months.” So who do YOU


to be going in,” says business psychologist Dr John Weaver (www.psychologyforbusiness. com).“Bosses must be seen to be taking the lead.”


Be Honest


Workers appreciate bosses who do the right thing, even though it may not be the easy option.


Recognise Good Work


Manchester Business School studies have shown that it really matters to workers when their boss notices that they’re doing a good job.


Encourage Team Spirit Recent London School of


Economics research showed that strong camaraderie can be a decisive factor in keeping a sales team together, regardless of tempting off ers from rival fi rms. “Any scheme that gives


workers the power to reward each other for doing a good job does wonders for team spirit and morale,” according to business- performance consultant Gregory Smith, of Chart Your Course International.


Recent successful pilot


schemes include giving employees ‘thank you coupons’, which can be redeemed to pay for anything from restaurant meals and golf lessons to theatre tickets and air miles. Another eff ective worker-


bonding scheme involves employees presenting each other with ‘Shining Star’ awards, recognising friendly service, teamwork, initiative and effi ciency.


Show That You’re Interested Getting involved as a boss


really boosts worker loyalty and motivation, according to a new study by the Harvard Business School. Says the boss of one major


sports-goods company: “My managers now travel regularly with their salesmen. T e guys on the road appreciate our interest and try harder.”


Set Realistic Targets T ere’s nothing like working


towards an achievable goal to bond workers into a close-knit team, according to the Institute of Personnel and Development.


communicate with? Leisure equipment sales director Simon Barry advises: “Don’t make the mistake of just talking to other bosses. If you want to fi nd out what’s really happening, talk to the coff ee ladies and the guys who sweep the fl oor – often they know more than anyone else…” And John Weaver adds:


“Communication must include both listening and speaking. You have two ears and only one mouth – for the most eff ective communication you should use them in that proportion!”


Encourage Staff Training As Tim Price says: “T e vast


majority of workers really do want to do a good job. And when you off er them the chance to develop their skills you also give them the opportunity to increase their self-esteem – and benefi t the company at the same time. It really is a win-win situation! “Workers are often frustrated


because they don’t have the tools and training to do a better job. Provide these and production and morale will almost certainly increase. So will their loyalty to the fi rm.”


Having happy staff not only


makes work more pleasant but, with a 50 per cent increase in disgruntled employees going to industrial tribunals in the past three years, it makes darned good business sense, too.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76