B/E Aerospace, Inc. (NASDAQ: BEAV) is an S&P 400 and NASDAQ listed manufacturer of aircraft cabin parts, including passenger and crew seats, oxygen delivery systems, kitchens and lavatories for commercial airliners. Based in Wellington, Florida,[4] the company was capitalized as a $3.14 billion corporation as of 2010.
This month we are focusing on employee relations issues, especially related to
employee retention. Numerous studies have been conducted about this topic as all
employers, government as well as private, deal with an increasing worker shortage
because Baby Boomers are retiring. Another reason to maintain happy workers is
because customers are demanding better and faster service. “Customers” for PSAPs
include citizens who call for help, field units and coworkers. Unhappy employees have
little chance to produce satisfied customers, so the more contented your employees are,
the higher customer satisfaction will be.
Public safety communications centers routinely have stringent budgets and look
for ways to motivate employees in other than financial ways. How can we keep
personnel when financial rewards are not always possible? The answer surprises
nearly everyone, especially managers.
For example, what do you think employees want from their jobs? Good wages or
maybe job security? That's what managers have thought for at least the past 55 years.
But it is not what employees have continued to say! The following table shows what
employees really want: appreciation and
So are employees saying that competitive wages are unimportant? No; money is
a factor, but not sufficient condition alone to attract, retain and motivate good
employees. Think about a time you felt eager and satisfied with your job or project, or
when you couldn’t wait to get to work. Otherwise if nothing comes to mind, remember a
time when you felt perturbed or discouraged about your job, when you literally had to
force yourself out of bed to go to work.
What were you doing? What was special or not special about it? Was it the pay
or maybe the fringe benefits? Possibly, for the first few days, or was it the motivating
work, the stretching of your abilities, being an important part of a grand venture, the
rapport with coworkers, the recognition from supervisors?
Indeed it is the quality of the work itself and of our relationships with our
coworkers that draw us to the best employers and keep us there, performing at greatest
efficiency.
Now the discrepancy between manager opinion and employee fact is good news
for two reasons:
• Increased wages are precisely what many employers cannot provide during lean
times, while appreciation and involvement can be provided any time.
• Most managers don't “get it”. If you do, your organization can emerge as a
preferred employer. You can win the battle for attracting and retaining talented
employees regardless of the budget.
The secrets to attract and retain talented employees are very simple: pay them
fairly and treat them well.
Tips for Retaining Employees
Treat each and every employee with respect. Show them that you care about them
as persons, not just as workers. Praise accomplishments and attempts:
• Both large and small
• At least 4 times more than you criticize
• Publicly and in private
• Verbally and in writing
• Promptly (as soon as observed)
• Sincerely
Clearly communicate the agency mission, goals, responsibilities and expectations.
NEVER criticize in public, redirect in private.
Recognize performance appropriately and consistently: Also, do not tolerate
sustained poor performance; coach and train or remove.
Involve employees in plans and decisions, especially those that affect them. Ask for
their ideas and opinions. Encourage initiative and resourcefulness.
Actively listen to employees concerns, both work-related and personal.
Share information promptly, openly and clearly. Tell the truth - with compassion.
Celebrate successes and milestones reached, whether organizational or personal.
Create an organizational culture that is open, trusting and fun.
This month we are focusing on employee relations issues, especially related to
employee retention. Numerous studies have been conducted about this topic as all
employers, government as well as private, deal with an increasing worker shortage
because Baby Boomers are retiring. Another reason to maintain happy workers is
because customers are demanding better and faster service. “Customers” for PSAPs
include citizens who call for help, field units and coworkers. Unhappy employees have
little chance to produce satisfied customers, so the more contented your employees are,
the higher customer satisfaction will be.
Public safety communications centers routinely have stringent budgets and look
for ways to motivate employees in other than financial ways. How can we keep
personnel when financial rewards are not always possible? The answer surprises
nearly everyone, especially managers.
For example, what do you think employees want from their jobs? Good wages or
maybe job security? That's what managers have thought for at least the past 55 years.
But it is not what employees have continued to say! The following table shows what
employees really want: appreciation and
So are employees saying that competitive wages are unimportant? No; money is
a factor, but not sufficient condition alone to attract, retain and motivate good
employees. Think about a time you felt eager and satisfied with your job or project, or
when you couldn’t wait to get to work. Otherwise if nothing comes to mind, remember a
time when you felt perturbed or discouraged about your job, when you literally had to
force yourself out of bed to go to work.
What were you doing? What was special or not special about it? Was it the pay
or maybe the fringe benefits? Possibly, for the first few days, or was it the motivating
work, the stretching of your abilities, being an important part of a grand venture, the
rapport with coworkers, the recognition from supervisors?
Indeed it is the quality of the work itself and of our relationships with our
coworkers that draw us to the best employers and keep us there, performing at greatest
efficiency.
Now the discrepancy between manager opinion and employee fact is good news
for two reasons:
• Increased wages are precisely what many employers cannot provide during lean
times, while appreciation and involvement can be provided any time.
• Most managers don't “get it”. If you do, your organization can emerge as a
preferred employer. You can win the battle for attracting and retaining talented
employees regardless of the budget.
The secrets to attract and retain talented employees are very simple: pay them
fairly and treat them well.
Tips for Retaining Employees
Treat each and every employee with respect. Show them that you care about them
as persons, not just as workers. Praise accomplishments and attempts:
• Both large and small
• At least 4 times more than you criticize
• Publicly and in private
• Verbally and in writing
• Promptly (as soon as observed)
• Sincerely
Clearly communicate the agency mission, goals, responsibilities and expectations.
NEVER criticize in public, redirect in private.
Recognize performance appropriately and consistently: Also, do not tolerate
sustained poor performance; coach and train or remove.
Involve employees in plans and decisions, especially those that affect them. Ask for
their ideas and opinions. Encourage initiative and resourcefulness.
Actively listen to employees concerns, both work-related and personal.
Share information promptly, openly and clearly. Tell the truth - with compassion.
Celebrate successes and milestones reached, whether organizational or personal.
Create an organizational culture that is open, trusting and fun.
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