Newspaper - November 10, 2008
Fostering team spirit boosts morale, bottom line
BY STEFANIE MONGE
WORLD-HERALD STAFF WRITER
Maintaining high morale among employees is especially crucial during economic downturns, because happy workers perform better and that directly affects a company's bottom line.
Carolyn Hund, left, reads her answers to a worksheet with human resources consultant Cy Wakeman during an annual creative seminar for Ervin & Smith.But fostering good employee morale should be part of an organization's long-term culture, not just a reaction to short-term circumstances, said Cy Wakeman, a national human resources consultant based in Sioux City, Iowa.
Peter Sorensen, director of the management and organizational behavior program at Benedictine University near Chicago, said creating a "high trust environment" in which managers actively support and communicate with employees goes a long way toward making workers feel there is a mutual commitment between them and the company.
That is a key factor in employee morale, Sorensen said.
Employees sense when a business owner is in it for his personal benefit, said Doug Smith, founder and chief executive of the Ervin & Smith advertising and public relations firm in Omaha.
Especially at a small firm such as Ervin & Smith, which has 42 employees, employees would sense if "we're not all in it together," Smith said.
When employees feel engaged, they "work harder and want to produce excellent work," Smith said.
Smith said he and his management team regularly communicate their expectations to employees, which helps everyone feel informed and in touch.
The company promotes the idea that the workers and managers are a team through office contests held throughout the year. The current contest is to decide this year's holiday gift to clients, as well as the packaging and delivery method, Smith said.
The company also produces an annual calendar with funny pictures of employees, he said.
Wakeman said such activities help to keep the work environment positive.
Allowing employees to work from home or sharing with employees any event tickets given to top managers are other things companies can do, Smith said.
Ervin & Smith employees are allowed to work from home occasionally, as long as they meet their deadlines, Smith said. That policy is especially popular with employees who live in Lincoln, he said.
"If you're doing the job overall, it doesn't really matter if you're here 250 days a year," he said.
Ervin & Smith also schedules activities outside the office, such as its annual creative summit held last week at a downtown hotel. The event provides employees with a change of scenery, which is refreshing, Smith said.
Wakeman said employees value professional development opportunities and retreats, such as the creative summit, and these events allow employees to have valuable one-on-one time with managers.
For businesses considering cuts, Wakeman said, certain benefits are more important to preserving morale than others.
Health insurance often is one of the first benefits that business owners want to cut, because it is one of the most expensive, she said. But it's the one that owners should preserve, because inadequate health insurance is one of the top reasons people leave jobs, Wakeman said.
Offering a "cafeteria-style benefit plan" from which employees can choose benefits that best suit their needs might be a good option, she said.
Owners also should keep health and wellness programs, Wakeman said. They can help to relieve stress and encourage employees to stay healthy - which also makes them more productive.
Employee assistance programs also are important, and may be even more valuable to employees during a stressful economic time, she said.
Wakeman said creative solutions can often be employed to avoid making cutbacks. For example, she said, businesses can barter with other businesses for services, or share an employee.
If a company determines it must eliminate benefits to save money, it should give employees a voice in the decision.
"Imposed choice is more difficult."
Keeping employees involved in the process will foster a "culture of accountability," Wakeman said.
Sorensen, of Benedictine, said employers should be honest with employees and give them complete information promptly to "decrease the degree of uncertainty."
Challenging economic times create an opportunity for businesses to define their vision for future success, he said.
444-1085, stefanie.monge@owh.com
