by Sue Jamieson and Irene Cuan a guest article from Dr. John Sullivan's Retention List

By Dr. John Sullivan, Head and Professor of Human Resource Management College of Business, San Francisco State University

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Developing employee "Attention" Plans

Attention Plan - A manager can positively impact retention rates by promoting a work environment in which human values and relationships are respected, where cultural diversity is welcomed, and where each person's worth and dignity is valued and nurtured. This is not a new concept, in fact, writers as early as Maslow have cited the motivating nature of belonging and self-esteem. Effective implementation, however, is not the norm in corporate organizations today. Goals of the strategy:

• One of the reasons individuals stay in their jobs is that they feel "Special". The amount of "Attention" they get from management is a significant retention factor.
• Practice the credo "Making People Matter." Employees are more heavily relying on their careers to provide a sense of self-esteem and self-worth. When these needs aren't met, the employee may chose to reduce the amount of energy they put forth into their position or find a new position elsewhere.
• Managers must develop a systematic "plan" to make paying attention to key workers a routine, scheduled event.
• Furthermore, recognizing an employee, not only provides benefits to that individual, it also sends a message to the organization that says "recognition" is a part of our culture. Practice receiving it, as well as giving it.

What are the elements of "Attention" and making an employee feel "special"?

• Management time spent with them
• Providing opportunities to achieve career aspirations
• Compliments and recognition
• Seeking their advice... and giving them advice
• Giving them choices and options
• Different treatment - treating them differently than others
• Knowing their needs

Steps to implement:

• Educate managers on how to provide attention.
• Identify possible attention techniques that have worked in your organization.
• Identify your attention targets.
• Consider asking the targeted workers what motivates them. (Another option is asking their co-workers).
• Compile a list of attention techniques you will try.
• Select a few simple ones to test on your target.
• Develop a one page Attention Plan with scheduled times to "pay attention" or make them feel special.
• Implement, monitor results and refine your plan.
• Expand your plan to other targets and try more advanced attention techniques.
• Share your successes and failures with other managers.

Possible problems:

• Managers don't implement well and tools backfire.
• Managers may not have the skills necessary in order to develop a realistic plan.
• The range of available challenges may not be sufficient to challenge all employees.
• Employees may want attention but be embarrassed once they receive it.
• Managers don't have the "bandwidth" to address these issues with employees.
• Employees aren't sure of what they really want.

Attention Plan Checklist

• __ Groups, Teams or Individuals to Recognize:
• __ Time Period:
• __ Proven Techniques Used in my department:
• __ New Tools to Try:

Management time

• Periodic scheduled meetings
• Random "drop by's" (CEO)
• One on One Off sites
• Co-development or feedback on employee career path
• Let them know you (and others) have complete confidence in them and their abilities. Remind them that they are a star.
• Weekly lunch

Compliments and recognition

• Comments on their work
• Compliments on their ideas and competencies
• Ranking or categorizing their work as "special"
• Soliciting compliments from peers and superiors and passing them along
• Thanking them for their contributions - no matter how small
• Give them speaking assignments to represent the department

Advice

• Seek out their advice on important decisions
• Give them advice to help them succeed
• Assign them as advisors or mentors to others
• Have CEO seek their advice
• Get them a senior exec as a mentor

Giving them choices

• Give them first option on projects, equipment etc.
• Give them schedule flexibility
• Let them select team or co-workers on projects
• Let them design their own job
• Give them the opportunity to manage a project, conduct a meeting, speak with an executive on your behalf. Delegate authority to them.
• Give them "Part Time" job rotations

Different treatment

• Make exceptions for them (and tell others that they are exempt from certain rules)
• Bring them with you to meetings with "higher up's"
• Assign them titles, space and other symbols that make them feel special
• Direct access to Key Meetings, Information Sources
• Use them in Ads/Public Relations
• Give them feedback on where you se them growing in the company
• Feature them on the Corporate Web page

Benchmark information

Ford: "When I started visiting the plants and meeting with employees, what was reassuring was the tremendous, positive energy in our conversations. One man said he'd been with Ford for twenty-five years and hated every minute of it-until he was asked for his opinion. He said that question transformed his job."-Donald Petersen, President and CEO of Ford Motor Company.

CSU Bakersfield employees sends out "I caught so and so" messages to all workers. These messages are designed to tattle on others who do a good deed in helping out students, professors, other co-workers. The result is that the employee gets positive attention from other workers since it has been communicated to everyone.

© October, 1998

by Dr. John Sullivan

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Head and Professor of Human Resource Management
College of Business, San Francisco State University

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