My organization consisted of management in one side and the lower employees on the other side. That clearly brings about organizational problems that usually lead to underproduction and deficiencies on aspect of employee engagement. Many top talent employees are leaving our organization and seeking employment in other organizations whereby employee of all levels are giving more and appreciated more. My position, as a Lead safety and health supervisor is to make sure employees follow proper work-related safety procedures, and occupational health hazards are giving extreme attention.
The advice I will most closely follow to resolve and change the problems of top talent employees leaving our organization is the explanation of an idea proposed by Leigh Branham. In the article by Lawler, et al (2008), Leigh Branham, the CEO of human resources consultancy Keeping the People, proposed the only most effective approach in which employees of Sambian can feel free to voice their opinions and concerns. Branham thinks as well as I believed that there is a need to creating a forum system in which employees of all talents can openly speak about their disconnent. The creation of this forum far succeeded all the proposed solutions to retaining talent employees while creating effective lines of communication and engagement at my organization.
The open discussions can expose any hidden measures; otherwise known as “triggering events” that drive people to leave the firm. Leigh Branham in his article of Lawler, et al (2008) provided an example whereby Helen would call employees together into a GE-style “workout session,” where employees break into groups to discuss their concerns and appoint representatives to make recommendations to the large group. The remaining three proposed solutions are good but not the most effective ways of creating open streaks of communication between employees and management. The rationale for my choice came about the indispensable of employee open-door policy described in his article of Sounders (2007); the freedom for employees to feel free to express opinions, voice complaints, and offer suggestions are what will bring high level of trust, employee retention and employee motivation.
Neeley & Leonardi (2011) in their research findings, clarified the features of effective communication in the workplace by way of explaining the important of managers explaining things twice for their employees. That is to also say, even before the proposed workout sessions, managers need to ask, repeat and explain to their employees while allowing them to similarly share their concerns. It is important for us to understand effective managers need to find ways to communicate clearly and in a way in which followers/employees can completely understanding what is said and what can be expected from them. Employees then have to be able to share their understandings, expectations and concerns back to the management.
Reference
Lawler III, E. E., Pringle, A., Branham, F., Cornelius, J., & Martin, J. (2008). Why Are We Losing All Our Good People? Harvard Business Review, 86(6), 41-51.
Neeley, T., & Leonardi, P. (2011). Effective Managers Say the Same Thing Twice (or More). Harvard Business Review, 89(5), 38-39.
Saunders, D. (2007). Create an Open Climate for Communication. American Salesman, 52(11), 25-29.
