How do you connect a culture of compassion for your employees to the bottom line? We recently wrapped a project for a billion dollar organization with several thousand employees nationwide whose leadership deeply cares about their people and the organizational culture in which they ask them to operate. And knows that valued employees are hard working employees who don’t turnover. In fact, this organization boasts hundreds of employees who have been with them over 25 years.
Our goal: understand how employees perceive the current awards program and offer suggestions on improving the value of these recognitions so that employees at all levels feel truly rewarded for their efforts.
Some organizations would say this is a frivolous project. Seth Godin says, “Caring involves raising the bar to the point where the team has to stretch….Caring, it turns out, is a competitive advantage, and one that takes effort, not money.” This company gets the value of caring. Just this week, the movement Conscious Capitalism held its annual conference that assembles CEOs from around the country challenging them to “re-think why their organizations exist and to acknowledge their companies’ role in the interdependent global markets.”
After spending a few days with some of our client’s executives and then reading through hundreds and hundreds of survey results from their employees, we could see the themes emerging and make foundational and implementable suggestions. All we had to do was ask the questions. The answers were there for the taking.
And that’s the simple way to begin to care. As the leader of your organization or department, you can ask your people: How are we doing? Do you feel valued? What do you love about your job? And then listen as they reveal to you the answers to job satisfaction and increased work productivity. Because caring reaches all the way to the bottom line.