Things Wanted by Employees The Most

It should come as no surprise, though, that the most successful businesses are the ones that work the hardest to please their employees, and it's up to managers to make sure they're giving their staffs what they want to the best of their abilities.

There are few things employees want that will help you keep them on board.

i) Purpose. Don't assume that a hefty paycheck and regular bonuses are the most important things to your employees. They, like you, want to know that what they're doing on a daily basis has some purpose behind it. "What people want most is the chance to make a difference," says Alexander Hiam, the Massachusetts-based author of Business Innovation For Dummies. "When you have a chance to have your ideas heard and one of them actually gets implemented, it's such a boost."

ii) Goals. To instill a sense of purpose in your employees, be sure to lay out a clearly-defined set of goals for them on a regular basis. At Meddius, Gunther's team of managers re-aligns each department's goals every three months. "The goals have to be very measurable, obtainable goals," Gunther says. For the sales team, for example, that might mean setting a goal as to the number of deals the team is expected to close in a certain period of time for a certain dollar amount. Once goals are in place, it is up to each team to decide how to achieve them.

iii) Responsibilities. Sometimes the hardest part of being a manager is delegating, but employees crave your trust, and with that trust, should come responsibility. "People are so busy and harried themselves that all they do is work, they don't really manage," Hiam says. "Ask people if there are more things they can do, and then you can catch your breath and be a manager."

iv) Autonomy. Take it from Gunther, giving your employees freedom over how they work can actually make them more productive. Unless you're managing an assembly line, give your employees the freedom to work in a way that works for them. Daniel Pink, the Washington D.C.-based author of Drive: The Surprising Truth About What Motivates Us, says, "Let people figure out the best paths to the goal, rather than breathe down their necks all the time."

v) Flexibility. In addition to deciding how they work, the experts say employees also appreciate having a say over when they work. Gunther has, of course, set up a radically flexible schedule for his employees that might not work for every office. But, he says, it has enabled him to find and retain top talent for Meddius. "We've had people who have taken significant pay cuts to work for us, because at their old job they were told to show up and be at the office between 8 a.m. and 5 p.m.," he says. "Generation Y is looking for a synergy between their personal lives and their professional lives." Set up a flexible vacation policy or a telecommuting policy that enables employees to work from home. It involves a great deal of trust, but, as Pink says, "If you don't trust your employees, you've got much bigger problems."

vi) Attention. Just because you're giving employees the control they crave doesn't mean they don't want guidance and feedback. Hiam suggests checking in with them every few weeks, even if it's just for a minute or two. "Look them in the eye and ask how things are going. Find out what's really going on in their world," he suggests. "Responsibility is about giving them a chance to make a difference, but attention is the human dimension of managing." And don't be fooled into thinking that the traditional annual performance review is your big chance to tell your employees what's working and what's not. In Pink's words, "There's no way to get better at something you only hear about once a year." That's why, at Meddius, Gunther uses the year-end to make decisions about promoting employees, and uses the quarterly meetings where goals are set, to address big operational issues within each department.

vii) Opportunities for Innovation. Not long ago, Google announced its 20 percent creative time policy, which encourages employees to work on any innovative ideas they have that are company-related during 20 percent of their hours at work. Both Hiam and Pink applaud this concept. "People need to be given a chance to bring about something new and exciting," Hiam says. "Just asking people for ideas doesn't create innovation. It's a culmination of creativity and leadership." Though you might not be able to give your employees this much time on the clock to work on side projects, you can always foster innovation through employee brainstorming sessions that allow the staff to work with new people and generate fresh ideas.

viii) Open-mindedness. When your employees come to you with their ideas, you need to treat them with equal parts sensitivity and honesty. Be sensitive because, according to Hiam, the more an employee gets shot down by an authority figure, the less likely he or she will be to make suggestions in the future. It's also important to be honest because, as that authority figure, you may know what's best for your business and what's not. You don't have to accept every idea that comes your way, but, Hiam says, "Don't just shut someone down. Say, 'Here's what I know: years ago we tried something similar. Here's what happened. Give some more thought to your idea, and come back if you think you can make it work.'

ix) Transparency. When Meddius publishes each department's quarterly goals, Gunther does it as well, not because he needs reminding, but because he believes his employees should be cognizant of where the organization's going. "Employees, especially the younger work force, want transparency," he says. While it's not necessary to publish that information, Hiam emphasizes that the communication channel between a manager and his or her employees should always be open. "That's why you need to build it by talking about ordinary everyday things," he says. "You need to have rehearsed talking about ordinary things before you can talk about anything major."

x) Compensation. Your employees do need to provide for themselves and their families, so, of course, salaries, bonuses and benefits are important, but perhaps not in the way you might think. Pink's research on what motivates employees has led him to one conclusion: "The best use of money as a motivator is to pay people enough to take the issue of money off the table." He says it's better to pay people a little more than the norm and allow them to focus on their work than to pay them based on performance. "Don't pay people a measly base salary and very high commissions and bonuses in hopes that the fear of not having enough food on their tables will inspire them to do extraordinary things." The way Gunther has employed this strategy is by providing his employees with full health care benefits at no cost, so they can rest assured that their families are fully protected. "It's a huge expense, but to employees, it's really valuable."

xi) Friendly Environment. This may also be a demand of employee to work in a friendly environment for constructive work. Most of the time they may not get this but many employers do not know its importance.

Entrepreneur

The Entrepreneur is needed . But there must not be unrest among workers if they are the part of it. The Department of Labor predicts that the No.1 employer in 2010 will be “self.” A recent Internet poll of 25-44 year old revealed that 90% of them hoped to own their own business. A survey conducted by Ernst & Young found that 75% of influential Americans believe that entrepreneurship will be the defining trend of the 21st century. Some of the factors that have attributed to the rise of the modern day entrepreneurial spirit are access to technology, a global economy, and corporate stagnation.

Many workers have experienced feelings of discontent, which are likely due to the up sizing, downsizing, and right-sizing of corporations. But whatever the reason, modern workers want to have more control over the work they do. And they want work that is meaningful and important to them. Now is a great time to become your own boss. In fact, the number of Americans who are running their own businesses will continue to grow as we move further into the millennium. As workers’ values are changing and people want more time to do the things they love with those they love, having employment that allows for a greater balance in their lives is critical to today’s worker.

In fact, it is downright un-American not to believe in the principles of entrepreneurship. We started out working on the family farm or in the family-owned grocery store (or other small business), but as our country became more industrialized, families were pulled apart. We had to go where the work was. We left our homes and hometowns and ventured into the big cities. Big companies, industries, and corporations popped up all over the country, and we became reliant on them to take care of us. Today, with the advent of the computer, we don’t even have to leave home to conduct business. It frees us up to concentrate on the “business of life” again.

The new world of work encourages the entrepreneurial mindset, in that we need to learn to use our imagination to dream up new ideas, challenge assumptions and belief systems to find a better way, and break through worn-out thinking to create new and innovative products and services. This way of thinking is helpful whether you are working for yourself or someone else. An entrepreneur can be defined as anyone who undertakes a commercial risk for profit, and/or tackles new challenges. They are the change agents of society because they see a problem and want to find a way to solve it. They believe in being self-reliant and taking action to better their communities. Robert Schwartz’s definition: “An entrepreneur is essentially a visualizer and actualizer. He can visualize something and when he visualizes it, he sees exactly how to make it happen.”

Successful entrepreneurs realize that if it is to become a reality, they are the ones to make it happen. An entrepreneur is someone who is able to continually reinvent himself, and to rethink an entire project (and possibly start all over) if he finds that something is not right. Thus, someone who has vision, flexibility, and a risk-taking nature fares very well in self-employment ventures.

Of course, like anything else, there are pros and cons to becoming an entrepreneur. One pro is that you are the boss. The con is that you still have other co-workers, customers, and vendors to rely on to get the job done. People who are self-employed often only have illusions of control. For instance, you may think you have everything under control and then something happens that puts everything out of your control. The difference is that being the boss means that it all comes down to you. You are fully responsible for your success. For many people this level of personal responsibility is part of the challenge and enjoyment. The truth is that any successful entrepreneur rolls with the punches and moves with the winds of change.