The Role of Participative
Decision-making in Your Employee Retention Strategy
A Message for Employers and Managers
Staff turnover is costly — especially when you lose your most highly
valued employees. And when job satisfaction is low, you can be sure
that people will leave as soon as they discover better opportunities.
These days the bulk of workers are knowledge workers — workers
who add value to information through their knowledge and skills.
Their daily outputs can vary enormously, depending on the job —
ranging from voicing ideas and opinions in meetings, to making statements,
issuing reports, making presentations, deciding outcomes, and taking
some form of action.
So what do knowledge workers look for in terms of job satisfaction? Basically they want
to carry out meaningful tasks, play a useful role in the organisation and participate in areas
once the preserve of management Ė information processing, decision-making or problem-solving.
For the highly-talented employees — the ones you MUST keep — research
shows that their intention to stay is directly related to the opportunities available to develop
and apply their skills and in having challenging job assignments.
Workers need tools and decision-making is one of the fundamental
activities in knowledge work. After all, we and our organisations
are the result of choices, decisions and actions. Decision-making
involves far more than the traditional or rational decision-making
model that most have been taught at school and reinforced through
the analytical approach of MBA programs.
The human dimensions of decision-making have been ignored
for too long. Yet workers are are often hired purely because their
adademic record shows an ability to logically analyse situations and
come up with answers to problems. However this is of limited value
if there is a lack of emotional intelligence in dealing with other people.
Mastering all eight human dimensions of decision-making can take a
lifetime. For one thing, technology is changing, and one of the
human dimensions is the ability to select and use appropriate technology.
If you were a house builder and you saw one of your carpenters using tools
on-site in a totally inappropriate way, youíd no doubt have something
to say. Any tradesman worth his salt makes sure his tools are in
top condition. Otherwise his workmanship is compromised.
So too with knowledge workers. Why then do managers assume that the most
important tool used by a knowledge worker — his or her brain — is used
appropriately? One reason is that an outsider canít see whatís going on inside a personís head.
Therefore, as business owners and managers, itís in your own interests
as well as in the interests of your staff, to ensure they are well
equipped to handle their knowledge work.
How can you do this?
Find out by downloading the FREE
white paper, “Great Decisions - Great Results: An Introduction
to Principled Decision Making™ ”. Click
here to download.
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