Manager Interview Discussion

Post1

My daughter works at a local plumbing and hardware store. They have numerous managers and one in particular, fulfills some HR responsibilities as well. However, they do have an HR person. Courtney was promoted from within, the HR person saw that she was interested in more responsibility and compensation, they mentored her into the manager's position. They gave her the exact steps that she needed, she worked on it with their support to make it happen. In her position, she developed the training system used with employees to make it more comprehensive, wrote job descriptions to make them more concise so employees knew exactly what is required of their jobs. She trains employees to understand the system they use so that it is more user friendly which means that she remains fluent with the system so that she can always be of help. The company's culture is very supportive, she has always felt that they took an interest in her goals, helped her define them but did not "micro manage" her. They have taken an interest in her ideas, allowing her to make changes that she felt would create improvements and efficiencies. 

The company is facing the same challenges that many companies are facing, the ability to buy directly from vendors at lower costs. She knows that their customer service is key and having a showroom that allows people to touch, interact with the product. Building relationships with customers and taking an interest in the employees are essential to maintaining a competitive advantage, stepping up when a customer needs help with a problem. Courtney emphasizes the "power of positivity", to give positive feedback, to talk to employees when they are doing a good job because too often employees only hear from managers when they have done something wrong or not well enough. 

Research has found two things are observably true. Incentive programs need to account for inequities. It is better to reward individuals then teams because often, "one or two people" will do the "lion's share of the work" (Dessler, p.450) which de-incentivizes increases in productivity. Second, when creating an incentive program, it needs to be connected to strategy, well-defined so employees understand how it works, "must be a clear link between effort and performance, and between performance and reward" (Dessler, p.455), and naturally the reward must be something that the employees are actually interested in  Money does matter though, it can make the difference between buying a house or simply renting or being able to pay the rent at all. Employees will not stay at a job that does not provide for the "Hierarchy of Needs" as defined by Maslow. As our basic needs are met, motivation is tied to our need to be recognized and challenged which can often satisfy when the potential for monetary compensation is not available (Dessler, p.435). Either way, in both interviews, it is clear that building relationships, appreciating the unique differences in people and nurturing employee's potential through mentoring and training produces more strategic gains than having to hire and train for the same positions continually. 

Post 2

As someone who is starting an organization from scratch, these chapters were extremely important to me.  The animal welfare field has been notorious for low wage and benefits.  Offering my employees fair wage, health benefits, paid time off and retirement benefits is extremely important to me.  I lean more towards performance-based pay than seniority pay.  I believe that pay increases should be based on the quaility of the job done.  This will produce less turnover in the workplace and more incentive for all employees to do their best.  

Evaluations are a must. Not only do they give you insight to the employee, their potential and the quality of the job being done, but it also provides the employee with positive and critical feedback.  This feedback will help them continue to do their job and impove on areas needed.  This benefits both the employer and the employee.  It is important for employees to be involved in their goal making within the organziation.  This will allow them to feel included and encourage them to reach those goals.  

Pay, insurance and benefits are a huge factor.  Employees need to be payed a fair wage and rightrully compensated for the hard work they do, especially in animal welfare.  Health insurance, including mental health is an absolute must.  We want our employees to stay and we need them to be healthy.  If they are not at their best, then the organization will suffer.  Allowing for paid-time-off, including personal, sick and vacation days is always necessary.  This field in particular can make employees feel like they cannot take a break.  Too much to do!  Too many animals to save!  However,  in the end, more animals will be saved and more work will get done if personal days are taken.  Clearing the mind and healing the sould is an important part of being in the animal welfare world.

Money and insurance are not the only things that matter.  The workplace environment is just as important.  Making the workplace fun and transparent are two ways too keep your employees satisfied and looking forward to another day at work.  Providing training and educational opportunites to enhance their learning is showing them that you are invested in their future.  Non-monetary bonuses, for example, certificate, vocal recognition or having monthly awards, are easy ways to keep the workplace happy, encourage and motivated. 

Post 3

This week I'd like to discuss how benefits outside of salary and health insurance are important to retaining employees.  When I did my interview with our City manager, he mentioned that the hardest responsibility is managing people.   With many different work-life situations to balance, I can see this challenge.   How do you design a program that will meet the needs of all employees in a City and give them the incentive to stay with a job where the compensation is typically lower in the private sector?  Some people who work in government are inherently drawn to the public sector.    The City Manager also has to consider what keeps a streets or parks worker happy versus what would appeal to an accountant or city planner as well.   There is a lot to balance with people's personal situations and the feeling that what is offered to one person, should be offered to all.  

One thing the City does is offer flexible work schedules.   The office is only open until 12 p.m. on Fridays.  So many employees choose to work four ten hour days and have Fridays off.   For me, I don't need to get 40 hours a week, so I am fine working 9 hours a day and then taking Fridays off. Having Fridays off has allowed me great flexibility with balancing my family, my graduate degree work and other priorities.    Also some come in at 7 a.m. and leave at 4 p.m.   Some other benefits include a really fun staff appreciation week in September, a gym reimbursement program, paid holiday schedule (like today!) and a clothing allowance.   The City Council recently gave approval for the City Manager to put together a tuition reimbursement program, which will make it easier for employees to continue their education.   These benefits motivate me to stay in my position despite the ups and downs of government work.