Involve People
In one university department, a committee of ten people met for several months and then recommended space use to their dean. He had formed the committee, provided guidelines, and requested their feedback. Talking to a committee member several months after they submitted their recommendations, I was informed they had never received any feedback about their work.
They had repeatedly asked for feedback and decisions but received none. They felt as if their recommendations had gone into a dark hole, never to be seen again. Demotivated? You bet. These staff members are loath to volunteer for another committee in the future, as well. Fool me once, poor me; fool me twice …
Most people want involvement in decisions that affect their work. Some may not want the final accountability. Ask why. Have people been punished for decisions they made in the past? Have organization leaders provided the time, tools, and information needed to make good decisions? Or have people made decisions that were over-ridden by their managers?
Does the clear expectation for employee involvement exist in your workplace? Are the people who make decisions and contribute ideas rewarded and recognized? These are critical questions if you want involved, motivated employees.
Make Employee Involvement a Plus in Employee Motivation
Too often employee involvement is a bad word. People think of employee involvement as something that is done aside from their "real" work in your organization. The best employee involvement does not require teams, special committees, and suggestion boxes.
It is the expectation that people are competent to make decisions about their work every single day on the job. Teams and committees allow broad participation from all people who may "own" a particular work process or procedure. They are not the backbone of employee involvement in your organization.
Find Guidelines for a Work Environment That Emphasizes Employee Motivation.
