Many employers spend a lot of time searching for the right candidate to join the agency. Of course there are performances of the phone, interview interviews, background checks and finally hiring. Often employers have spent time and effort to get the one they wanted, but then they really lack to get acquainted with their employees and what will do them in the long run. Many research and human resources personnel have come to the conclusion that authorized workers make happy workers, who then make satisfied customers, not to mention a generally pleasant workplace.
"Employees are the best ambassadors about what type of Wegmans is," says Gerry Q. Pierce, Head of Human Resources at Wegmans Food Markets Inc., one of the largest regional food companies in the nations. Wegmens is proud of vocational education and how this job helps them to attract and maintain the best workforce that is possible. The evidence made by a survey completed a few years ago by 37,000 people, received impressive 33,000 results. In addition, the company received 3,400 pages of written comments from employees. One question was "Does management know what it's doing?" 96% positive response rate was induced. According to Pierce, Wegmans treats their employees like customers and spends time to find out what employees need and what makes them happy. "We want to let our employees know they are rated" as we handle our customers. These beliefs and philosophies have undoubtedly contributed to the success of Wegmens.
Two of the biggest parts of employee relations are trust and communication. Both things need to be done by employees and executives to succeed. Relying employees on decision making can increase employee value while at the same time increasing customer satisfaction. Such is an exercise in Wegmans. For example, if a client wants an item not in stock, an employee can take measures to provide the product to the customer. The decision-making option can be outside service support and can be tailored at any workplace.
Managers can trust employees with a delegation. One must take care not only to hide "grunt work" or fear a project that nobody wants. It's effective to include important things that give employees the opportunity to show what they can do and bend their creative muscles to get the completed tasks. Some of the things that can be deducted include studying for assignments, determining schedule of events for meetings or determining workflow for a particular project or time in the league. Managers should be careful in deciding an appropriate person to include, which may be postponed equilibrium. Selected employee should be able to perform tasks. If it is completely beyond their ability, it may cause the employee to be malfunctioned. The employee will most likely be upset when they can not be successful. Also avoid transferring everything to top carriers, as this can lead to too much an employee who may be doing more work than others.
In order for employees to live, operate and prosper, communication stations should be open. Managers must set clear and honest expectations for employees. The idea is not to configure things that have been hidden, but give an employee the chance to figure out things and solve solutions, but give an employee the opportunity to succeed and flourish. Managers should be prepared to listen to the employee and provide instructions by asking questions instead of telling the employee what to do or taking over the project when it could prevent the saddle. The manager is still responsible for the closing of the project. With this, it's important to participate but not cross the line by using micromanaging all aspects of the project. Be sure to acknowledge the success of the employee once they have completed each phase of the project and especially when the project is completed successfully.