I’ve been told that a ‘happy’ workforce reflects the amount of sales you make/take. I’m not quite sure how this works because, I believe it’s down to lots of factors not just this. I think the main factor is the product and how much someone wants it and yes a rude/grumpy sales person can put you off your purchase but then would we ever eat if we didn’t go to the supermarket??? How many people can say that every time they go to the supermarket they are greeted with a happy bubbly person at the till? 9 times out of 10 you get your stuff flung down the till and expected to pack it at warp speed.
I was talking to the shop assistant in my local CO-OP after the guy was really rude to her and asked if she was ok. She said she had been on a customer service course recently and apparently if people went to say the Apple store they would be quite happy to wait up to two hours whereas in a little shop like that they get grumpy/annoyed if there are more than 4 people in the queue and they have to wait. She couldn’t work out what the difference was. It’s simple really, it’s the product and the whole desire thing, we believe we need a desire to have the apple product and is a luxury to wait for, the stuff we buy in the CO-OP is just a necessity and holds no luxury or desire.
‘Take a genuine interest in their work-life balance – To the extent that managers can offer some flexibility in schedules… and be understanding about family commitments, doctors’ appointments and so on – such sensitivity can be greatly appreciated. Small gestures often make a big difference.’
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Some good articles on beating stress atwork and motivation
Happy work force = happy customers
Provide a great environment to work in and look after your staff the way you expect them to look after your customers.
Why should they be nice to customers if they are getting a raw deal at work themselves? Keep them happy by providing what they need in terms of training (soft skills as well as technical knowledge) and genuine support with positive messages where appropriate and constructive feedback where development is needed.
Whole Brain Thinking
‘Everything we do starts with our brain – the way you think, react to others, make
decisions, communicate, choose careers, manage people, and bring up your family – it all
depends on how you think! And we all have preferred ways of thinking.
Some people focus on facts, others look for relationships. Some like detail, others prefer
the bigger picture. Whilst our personal ‘thinking preferences’ can sometimes help us in certain situations,
they can also inhibit our ability to function fully and effectively. So to improve our
effectiveness – both personally and organisationally – we need to more fully understand
our thinking preferences.’
Positive immediate consequences
Rewards that come at the end of the period are too late to produce ongoing change. “Well done” at the end of the week has a short-term impact. Sustained change in behaviour comes when agents are told right through their shift … every minute of the day … precisely how they are performing and being rewarded for that performance.
When they see the positive and immediate consequences of what they do, the do it better; faster; more often.
A team huddle at the start of the shift
A bit of fun can go a long way towards motivating staff and helps to energise. At the start of shifts a quick ‘huddle’, not only to pass on bits of key information but to also share a topical joke or ‘vote’ on a true/false, can really wake people up! Far more effective than email bulletins that are rarely read!
Find out what makes staff ‘tick’
Find out what motivates each employee, and make each individual feel that they have a part to play in the overallsuccess of the business. An annual employee satisfaction survey won’t even scratch the surface.
To find out what makes staff ‘tick’ on an ongoing basis you need to measure employee attitude at ‘key moments of truth’ for each employee.
The best way to do this is to use employee feedback software which can provide a regular opportunity for employees to ‘air their thoughts’ in a non-confrontational way. And to provide that information to team leaders so that they always have an up-to-date picture about how an employee feels.
Factor #2 – Identity. Humans are social creatures and driven by the need to “affiliate” with things they care about. Given that we spend most of our lifetime working, we are motivated by working for a company, department or team we feel proud to tell about friends and family about – a winning team. “How cool is it that Joe works for Facebook or Twitter?” We want to have an affiliation for the companies and teams we work with and the change they are making in the world. The second sub-factor related to identity is “title.” Some of us are motivated by that next promotion to get the title that we deserve and to be recognized for that. It will become part of a new identity we strive to embody.
- Taking responsibility for improving your physical and emotional well-being.
- Avoiding pitfalls by identifying knee jerk habits and negative attitudes that add to the stress you experience at work.
- Learning better communication skills to ease and improve your relationships with management and coworkers.
Thank you for reading