Keep it sim­ple, and see one idea a day take off

The Weekend Australian - Travel - - Career One -

IM­PLE ac­tions de­voted to build­ing a more en­gaged work­force can be in­fec­tious, quickly spread­ing a pur­pose and team­work through­out an or­gan­i­sa­tion, says James Ado­nis, pic­tured. He be­lieves that if you im­ple­ment just one idea ev­ery day, and fol­low through to en­sure they’re all con­tin­u­ously in op­er­a­tion, ‘‘ em­ployee turnover will re­duce by up to 50 per cent’’.

For ex­am­ple: ■ Spon­sor some­one in need, as a team. A shared sense of pur­pose and com­mu­nity brings peo­ple closer to­gether, no mat­ter how dif­fer­ent

Stheir back­grounds and up­bring­ing. ‘‘ You can spon­sor a Third World child, a fam­ily in need in your com­mu­nity, or a guide dog for a blind or dis­abled per­son.’’ ■ Pro­vide fresh fruit. It’s health­ier than donuts or pas­tries, and those on a diet can par­take. Have teams take turns. ‘‘ You can pro­vide the money, but each team mem­ber can pur­chase a se­lec­tion of fresh fruit that they most en­joy, or that they’d like other team mem­bers to try.’’ ■ Fos­ter a work-life bal­ance. Even the best and most sup­port­ive work­places can­not pre­vent the neg­a­tive ef­fects of too much work, so keep work­loads re­al­is­tic and set aside spe­cific in­ter­rup­tion-free pe­ri­ods dur­ing the work week. ‘‘ In­ter­rup­tions pro­long the work day and are symp­toms of a cri­sis-ori­en­tated, re­ac­tive approach,’’ he says.

Shout lunch. Sand­wiches, piz­zas and plat­ters are all rel­a­tively in­ex­pen­sive ways of pro­vid­ing lunch and a lit­tle sur­prise bonus for a team’s ef­forts. Pro­vide variety so ev­ery­one can in­dulge. ‘‘ While you and a few team mem­bers may love oys­ters, for ex­am­ple, not ev­ery­one will, and your ges­ture will fall flat with the peo­ple who are less than ex­cited about seafood,’’ says Ado­nis. ■ Learn from exit in­ter­views. Peo­ple leav­ing the team ‘‘ are more likely to be out­spo­ken’’. Try to find op­por­tu­ni­ties for im­prove­ment in ar­eas men­tioned in an exit in­ter­view and ‘‘ don’t chalk up neg­a­tive feed­back to a dis­grun­tled em­ployee; stay ob­jec­tive and eval­u­ate if their con­cerns have merit,’’ Ado­nis ad­vises. ‘‘ If you’re in doubt, ask other mem­bers of the team if the prob­lem or is­sue should be ad­dressed’’.

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