Our article, “An Employer Crisis…” ends with the recommendation to: Treat them GREAT! These tips show you how. ]

Tip #1: Pay employees fairly and well … then get them to forget about money.

This tip is in two parts. The importance of the first part is illuminated by Equity Theory, which says, basically, is that if employees believe they are unfairly paid, they will be demotivated. They’ll complain, goof off and eventually quit.

And, in fact, most employees (not necessarily yours) don’t believe they’re paid fairly.

But, assuming that wages are competitive and fair, studies have shown that pay in itself has no impact on retention or on productivity. In fact, focusing on pay can actually denigrate performance.

So the second part of our tip is: then get them to forget about money.

Don’t bother coming up with complicated incentive pay programs, particularly if they pit employees against each other. Such programs just get in the way of employees focusing their attention where it should be — on doing a good job!

Tip #2: Treat each and every employee with respect. Show them that you care about them as persons, not just as workers.

According to an ongoing 60-year study (presented in our “What Do Employees Want?” article), one of the things employees most want is: Sympathetic Help on Personal Problems. This phrasing was more in vogue back in the 1940′s, when that study began. Today, this probably would be called something like: Sensitivity to Work/Life Issues. It’s even more significant to today’s employees.

And studies show that — more important than flextime, telecommuting or onsite daycare — simple respect is considered the #1 need for balancing work/life issues.

Tip #3: Praise accomplishments … and attempts.

Praise accomplishments using positive feedback, a skill we address in another article. More than anything else, employees want to be appreciated for the work they do.
And not only accomplishments, but also good attempts; just as you would, if you were training a puppy or a young child. [No, we are not saying that employees are pets or children; but the principle applies to any living organism.]
Accomplishments both large and small.

At least four times more than you criticize, which, for many of us, is in the reverse proportion to what we tend to receive. [We'll have more to say about criticizing in the next tip.]
Do it promptly, as soon as observed. Praise delayed is praise denied. Don’t wait for the annual performance review. Remember the puppy/child principle.

Do it verbally and in writing. And putting it in writing does not have to be time-consuming. For example, use your business cards. When you catch someone doing something right, briefly note what they did and how you feel about it. Sign it and hand them the card.
Do it publicly and in private — based on both the magnitude of the accomplishment and the personal preferences of the recipient. Not everyone is comfortable with public praise.
And do it sincerely. If right after being praised, you were asked to do a favor, would you feel appreciated … or manipulated?

Tip #4: Clearly communicate goals, responsibilities and expectations. NEVER criticize in public — redirect in private.

Just as we have our Top Ten Tips to Motivate Employees, Dean Spitzer came up with Top 10 Ways to Zap Employee Motivation. They include: unclear expectations, withholding information, and criticism.

You can implement this tip by using something called constructive feedback, the second skill you’ll learn in that article on feedback. As you will see, constructive feedback clarifies expectations, provides information, and, done right, is not criticism (even in private).

#5: Recognize performance appropriately and consistently.

On the one hand, reward outstanding performance, e.g., with promotions and opportunities.

On the other hand, do not tolerate sustained poor performance. Instead, provide coaching and training. If that doesn’t work, fire them! This may sound obvious, but studies show that most employees don’t believe that poor performers are dealt with effectively.

Tip #6: Involve employees in plans and decisions, especially those that affect them. Solicit their ideas and opinions. Encourage initiative.

The Dilbert cartoons are known for their humorous commentary on the dysfunctional workplace. An ongoing theme of the series is plans and decisions handed down from on high — in which the employees had no input and which are impossible to implement.

Employees want to feel in on things. Do yours? They can, if you solicit their ideas and opinions, using the inquiry skill described in our “Ask Them … Then Listen” article.

And encourage initiative. All too often, employees who rock the boat or stick their neck out by expressing creative ideas are slapped down, rather than rewarded. Don’t let that happen at your workplace.

Tip #7: Create opportunities for employees to learn & grow. Link the goals of the organization with the goals of each individual in it.

According to that ongoing 60-year study mentioned above, most employees are lukewarm about promotion/growth opportunities. So why is learn & grow a top ten tip?

Well, the National Study of the Changing Workforce examined how employees choose employers. Of the 16 factors studied, advancement opportunity was ranked at the bottom, but gain new skills ranked toward the top. Some of your employees want to climb the organizational ladder. Virtually all of your employees want to learn and grow.

This certainly includes formal education and training programs. And also: OJT, special assignments, projects, coaching and mentoring.

And link the goals of the organization with the goals of each individual in it. Every employee should be clear how the work they do contributes to your organization’s mission … and to themselves.

Tip #8: Actively listen to employees’ concerns — both work-related and personal.

An individual manager can learn about the active listening skill in our “Ask Them … Then Listen” article mentioned above. Here is what an entire corporation has done:

Motorola’s Individual Dignity Entitlement Program requires managers and supervisors to meet one-on-one with each member of their staff every 3 months. They discuss the employee’s answers to 6 questions about how they are treated. Then action plans to address issues are created and the progress toward previous action plans reviewed.

Tip #9: Share information – promptly, openly, and clearly. Tell the truth … with compassion.

How do your employees find out what’s really going on? Via the rumor mill? Or from effective and trusted communication programs?

And, if layoffs or benefits cuts are in the works, let your employees know about it and help them deal with it.

Tip #10: Celebrate successes and milestones reached — both organizational and personal. Create an organizational culture that is open, trusting and fun.

Birthday parties are an obvious example of celebrating personal milestones (and having fun). Here’s an example, which combines the organizational and personal:

The signatures of all 48 employees who worked on that first Macintosh computer (not just Jobs and Wozniak) were molded on the inside of the product’s case. Can you imagine the pride those employees felt then … and today?

Our “Managing the Human Resource” article provides some guidelines for creating an open and trusting culture.

[The Grimmes acknowledge Bob Nelson, author of 1001 Ways to Reward Employees, for his initial formulation of a similar "Top 10 Ways to Motivate Today's Employees."]

The Grimmes conduct customized onsite training workshops and large group presentations for organizations in every sector of the economy. Their groundbreaking book on managing people in today’s workplace will be published by AMACOM in the second half of 2008. Visit their main website at http://www.GHR-Training.com and topic-specific http://www.Employee-Retention-HQ.com … and read issues of their own e-newsletter at http://www.WorkplacePeopleSolutions.com

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