Investing in human capital
by Melissa Barreca
Investing in human capital
Public Relations by Melissa Barreca and Kathy Callahan
Improving employee morale doesn't have to cost a lot, and it creates advocates who help grow the business
As companies take a more sophisticated view of reputation management, it becomes increasingly evident that the way we treat our employees has a direct correlation to our reputation in the community.
There are really two schools of thought when it comes to employee relations. The first maintains that human capital should be viewed through the lens of the bottom line costs such as payroll and benefits, and decisions should be made primarily according to impact on the bottom line. The second group views employees as an investment that can yield long-term rewards. While the emphasis is still on maintaining profitability, a focus is also placed on building a culture of commitment and investing in the people who make up the organization. In this case, occasionally decisions are made that may appear to cost more in the short term, but are expected to yield greater long-term results.
In our service-oriented industry, the quality of our workforce can make an incredible difference on the profitability of our business. In addition, in the casino industry, there's also a great need to build goodwill within the community...something that satisfied employees can do almost effortlessly.
Respect and communication
Fortunately there are many things companies can do to improve employee relations at minimal cost. Here are just a few simple tactics that may provide your company with a direct and open line of communication that helps build employee morale and creates advocates for your business.
-Explain decisions: Especially when a decision is unpopular, people need to know the "why" behind it. For example, if you are forced to cut overtime, no one on the frontline will be happy with this decision. However, if they understand that the change is due to a sharp decrease in business because of harsh weather, the decision will be easier to live with and their frustration can be directed at Mother Nature instead of the company.
-Ask for input: When you're evaluating a new program or policy, it is vital to provide an opportunity for employees to give feedback. There's a misconception that just because we listened to employee feedback, we're bound to follow the majority's decision. That's not the case. After all, most people understand that they will not always get their way, but they truly appreciate being heard. What's more, listening to employee feedback before a decision is made can give you an important opportunity to gather information on potential concerns and prepare to address those concerns.
-Give context: People need to know how they fit into the big picture. At least some of your communications efforts should be focused on explaining the business climate and competition, company goals, how an employee's performance is measured and how it impacts the bottom line. Every employee from the bottom to the top of your organization will benefit from having this contextual information. Employees who understand how they fit into the company's success are more committed to their work and have higher job satisfaction than those who are kept in the dark.
-Invest in communication vehicles: It's hard to communicate any information to employees without the proper vehicles in place. Of course informal modes of communication, like talks with a supervisor, are vitally important. But they cannot be the only way to employees receive information. Employees need regular and reliable channels to find information that is important to them. Whether that takes the form of a weekly newsletter, an intranet or a series of bulletin boards-with paper or electronic messages-or something else entirely, will depend on what works in your specific circumstance. The important thing is to invest in communication vehicles that can reach your entire team.
-Walk out the door: Your people know if you're accessible. If you say that your door is always open but don't make yourself accessible, then you have no credibility. An open door is important, but even more important is getting on the other side of the door, walking the floor and taking the time to get to know the people who work for you. That's the best way to show them that they matter and to help them feel like part of the team.
-Recognize and reward: The best way to make people feel valued is to tell them that they're valued. The best way to encourage good behavior is to reward good behavior. If you truly want to inspire success, build incentives and rewards into any behavioral change that you're expecting your employees to make. Rewards don't need to be elaborate or expensive in order to be effective. Sometimes simply saying "thank you" or writing a thank-you note is enough. Other times introducing competition with simple rewards like department pizza parties can motivate and inspire a group to give that extra effort. What's more, rewards and recognition make people feel valued and reinforce their loyalty to the company.
In employee relations, the name of the game is respect and communication. If your team feels that they are valued and their opinions are heard, they will truly appreciate and value their employment. That's the first step in creating a workforce that can extend your company's good work out into the community.
Melissa Barreca is communications project manager for Ameristar's corporate office in Las Vegas. She can be reached at (636) 825-9802, or by e-mail at melissa.barreca@ameristar.com. Kathy Callahan is director of communications for Ameristar's corporate office in Las Vegas. She can be reached at (702) 567-7053, or by e-mail at kathy.callahan@ameristar.com.
Public Relations by Melissa Barreca and Kathy Callahan
Improving employee morale doesn't have to cost a lot, and it creates advocates who help grow the business
As companies take a more sophisticated view of reputation management, it becomes increasingly evident that the way we treat our employees has a direct correlation to our reputation in the community.
There are really two schools of thought when it comes to employee relations. The first maintains that human capital should be viewed through the lens of the bottom line costs such as payroll and benefits, and decisions should be made primarily according to impact on the bottom line. The second group views employees as an investment that can yield long-term rewards. While the emphasis is still on maintaining profitability, a focus is also placed on building a culture of commitment and investing in the people who make up the organization. In this case, occasionally decisions are made that may appear to cost more in the short term, but are expected to yield greater long-term results.
In our service-oriented industry, the quality of our workforce can make an incredible difference on the profitability of our business. In addition, in the casino industry, there's also a great need to build goodwill within the community...something that satisfied employees can do almost effortlessly.
Respect and communication
Fortunately there are many things companies can do to improve employee relations at minimal cost. Here are just a few simple tactics that may provide your company with a direct and open line of communication that helps build employee morale and creates advocates for your business.
-Explain decisions: Especially when a decision is unpopular, people need to know the "why" behind it. For example, if you are forced to cut overtime, no one on the frontline will be happy with this decision. However, if they understand that the change is due to a sharp decrease in business because of harsh weather, the decision will be easier to live with and their frustration can be directed at Mother Nature instead of the company.
-Ask for input: When you're evaluating a new program or policy, it is vital to provide an opportunity for employees to give feedback. There's a misconception that just because we listened to employee feedback, we're bound to follow the majority's decision. That's not the case. After all, most people understand that they will not always get their way, but they truly appreciate being heard. What's more, listening to employee feedback before a decision is made can give you an important opportunity to gather information on potential concerns and prepare to address those concerns.
-Give context: People need to know how they fit into the big picture. At least some of your communications efforts should be focused on explaining the business climate and competition, company goals, how an employee's performance is measured and how it impacts the bottom line. Every employee from the bottom to the top of your organization will benefit from having this contextual information. Employees who understand how they fit into the company's success are more committed to their work and have higher job satisfaction than those who are kept in the dark.
-Invest in communication vehicles: It's hard to communicate any information to employees without the proper vehicles in place. Of course informal modes of communication, like talks with a supervisor, are vitally important. But they cannot be the only way to employees receive information. Employees need regular and reliable channels to find information that is important to them. Whether that takes the form of a weekly newsletter, an intranet or a series of bulletin boards-with paper or electronic messages-or something else entirely, will depend on what works in your specific circumstance. The important thing is to invest in communication vehicles that can reach your entire team.
-Walk out the door: Your people know if you're accessible. If you say that your door is always open but don't make yourself accessible, then you have no credibility. An open door is important, but even more important is getting on the other side of the door, walking the floor and taking the time to get to know the people who work for you. That's the best way to show them that they matter and to help them feel like part of the team.
-Recognize and reward: The best way to make people feel valued is to tell them that they're valued. The best way to encourage good behavior is to reward good behavior. If you truly want to inspire success, build incentives and rewards into any behavioral change that you're expecting your employees to make. Rewards don't need to be elaborate or expensive in order to be effective. Sometimes simply saying "thank you" or writing a thank-you note is enough. Other times introducing competition with simple rewards like department pizza parties can motivate and inspire a group to give that extra effort. What's more, rewards and recognition make people feel valued and reinforce their loyalty to the company.
In employee relations, the name of the game is respect and communication. If your team feels that they are valued and their opinions are heard, they will truly appreciate and value their employment. That's the first step in creating a workforce that can extend your company's good work out into the community.
Melissa Barreca is communications project manager for Ameristar's corporate office in Las Vegas. She can be reached at (636) 825-9802, or by e-mail at melissa.barreca@ameristar.com. Kathy Callahan is director of communications for Ameristar's corporate office in Las Vegas. She can be reached at (702) 567-7053, or by e-mail at kathy.callahan@ameristar.com.
