In a culture where people are rather shy about such matters you may need to listen for every hint and nuance
and rules that others have in place.
Many say they want to spend more time surveying opinion or listening to customers and colleagues in other departments, so that they can factor their thoughts into the way their work is being done or scheduled.
Then there is always stocktaking, inventories and safety checks that need to be done. Individuals have told me that a specific responsibility for something, or a specialism of some kind, always brings more meaning to their work. So, option number two for your consideration is:
2. Offer them the opportunity to do a series of improvement projects
I suspect a number of different improvement projects would need to be generated and evaluated against agreed criteria.
If the person cannot think of many project ideas, then supervisors could give their point of view on what they would like to see improved or just the things that they would like to see done that are not currently being done. It is important to get the person’s commitment to do an improvement project especially if they did not think of it. A good few will be needed so that there are other improvement projects waiting as and when the early ones are ‘put to bed’ by the individual.
The person is energised and motivated
Three things might happen as the improvement projects gradually diminish in number over time. First, the person is energised and motivated by the responsibility of the improvement projects or specialisms and starts to take on the tasks previously resisted. With the outcome being that they stay on the workforce in a full-time capacity.
Second, some of the work
You never know, maybe you will be able to change some of them from ‘old fogies’ to ‘golden oldies’
generated by the projects extends into a full time and ongoing workload which the organisation values in the long term as well as short term. The outcome again being that they stay on the workforce in a full-time capacity.
A meaningful legacy for them to pass onto the work team
Third, the individual, after a time, can see that their personal contribution, over the full term of their employment, along with their more recent project work, has developed into a meaningful legacy for them to pass onto the work team. This is important to many long serving staff because it gives them the feeling that their contribution will not be lost, wasted or forgotten when they do eventually leave full-time employment.
By this point in the arc of their work experience they should already be coaching and mentoring others, perhaps the younger, less experienced team members. In this way they can be actively involved in passing on their legacy and enjoying the respect and admiration their contribution to the work has earned them. It might even be possible, after they retire, to retain them for a few hours a week as a coach and mentor to the work team, or someone who can help out at busy times of the year doing work to a good standard. So, option number three for your consideration is:
3. Offer them the chance to have a meaningful legacy and a useful role as they approach the end of their working lives
I firmly believe that, if we listen closely to people who seem to be resisting change, we will learn which options, or combinations of options and reassurances, will work best for them.
You never know, maybe you will be able to change some of them from ‘old fogies’ to ‘golden oldies’.
Responding to the
Recession
Keeping Yourself Competitive: A Guide to Survival and Success
At this difficult time Frank’s very topical and critically important workshop: Keeping Yourself Competitive -a
a Guide to Survival and
Success is attracting a lot interest around the country. Frank and his guest speakers from the business and operational side of the turf care industry will deliver strong messages on topics that include:
• Who runs the organisation? You decide! • Getting the best decisions for everyone • Running the organisation properly • Marketing your organisation properly
• Working Well with Owners, Boards and Committees
• Building a team that competes with the best in your area
• Keeping your good customers and getting more of them!
• Cultivating a competitive and flexible workforce in your workplace
• Budgets, business plans and shaping a successful future for your team
• Alliances: how BIGGA, Pitchcare and the trade can help you be the best!
pitchcare.com Serving the
Turfcare Industry
This is advance notice that dates and venues for this BIGGA and Pitchcare approved event will be announced soon. If you and your colleagues would like to attend the workshop please contact Frank in the first instance for the latest developments. Frank can be reached by telephone on 01908 520202, email
frank@pitchcare.com or via his personal website
www.franknewberry.com
The British and International Golf Greenkeepers Association
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