in their relationships, but especially so
between employees and
their
employer. So too is an atmosphere of open communication and the ability to provide upward feedback without fear of repercussion. In one Hays study involving almost 2000 employees, 43% responded that the primary reason they had left a job in the past was the corporate culture.
An “open door
policy” is of little benefit if employees are reluctant to enter for fear of backlash for sharing their concerns. The most immediate and effective, but often overlooked, means of addressing these types of employee considerations is through the conduct of managers, but especially the floor supervisor.
About the Author Richard D. Alaniz is a partner at Alaniz Law & Associates, PLLC, a labor and employment firm based in Houston. He has been at the forefront of labor and employment
law for
over forty years, including stints with the U.S. Department of Labor and the National Labor Relations Board. Rick is a prolific writer on labor and employment law and conducts frequent seminars to client companies and trade associations across the country. Questions about this article, or requests to subscribe to receive Rick’s monthly articles, can be addressed to Rick at (281) 833-2200 or
ralaniz@alaniz-law.com.
They must regularly be
present on the work floor and be truly engaged with their workers on a daily basis. They are in the best position to provide the recognition and expression of appreciation that is essential for a satisfied and productive workforce.
They should take the time to say a heartfelt “Good Morning” as their workers begin their day. They should express genuine appreciation for a job well done. Finally, they should, on a
regular basis, sincerely ask these two important questions: “How are you doing?” and “What can I do to help?”
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