Perceptions
In just about any relationship we are a part of there tends to be a difference between our perceptions and reality. In the business world the discrepancy is even greater. Typically, management thinks theirs employees think and feel a certain way. But when you ask the employees how they are feeling, management’s eyebrows raise at the answers. “Really? I didn’t know they thought that!” My response is, “Of course they feel differently than you, did you ever ask them?” If management can avoid this disconnect, it will reap huge dividends.
An example of this disconnect comes from a company not currently known for their employee engagement, Sears. This story comes from the early 1990’s, but it paints a great picture of perceptions in the workplace.
In 1992 Sears had their worst year in history and wanted to know why. They undertook a huge task, surveying more than 70,000 employees. Here is the disconnect between what management wanted employees to think and what employees actually thought.
Two survey questions:
What do you think is the primary thing you get paid to do every day?
More than 50% responded - “Protect the assets of the company.”
Hoped for Answer – “I get paid to satisfy the customer.”
If you are Sears and you have more than half of your employees trying to make sure people aren’t stealing rather than making sure the customer shopping experience is a pleasant one, you are in trouble.
How much profit do you suppose Sears keeps on every dollar of revenue from the register?
Median response – 45 cents
Actual – 2 cents
If you are Sears and the majority of employees are thinking that they are making a relatively small wage but the company is raking in 45 cents for every dollar spent, the motivation level will not be there. “They are making all this money, why aren’t I seeing any of it?”
Sears knew they had issues and they did research to find out why. In response to the disconnect, they held employee town hall meetings across the country explaining the survey results and clearing up the stigmas. And it helped (for a while).
In your business, my guess is there are disconnects between perception and reality. The good news is you can do something about it. Ask your people what they are thinking and feeling (surveys are easily accessible). Then take action on what they say. You’ll be amazed at the results.
An example of this disconnect comes from a company not currently known for their employee engagement, Sears. This story comes from the early 1990’s, but it paints a great picture of perceptions in the workplace.
In 1992 Sears had their worst year in history and wanted to know why. They undertook a huge task, surveying more than 70,000 employees. Here is the disconnect between what management wanted employees to think and what employees actually thought.
Two survey questions:
What do you think is the primary thing you get paid to do every day?
More than 50% responded - “Protect the assets of the company.”
Hoped for Answer – “I get paid to satisfy the customer.”
If you are Sears and you have more than half of your employees trying to make sure people aren’t stealing rather than making sure the customer shopping experience is a pleasant one, you are in trouble.
How much profit do you suppose Sears keeps on every dollar of revenue from the register?
Median response – 45 cents
Actual – 2 cents
If you are Sears and the majority of employees are thinking that they are making a relatively small wage but the company is raking in 45 cents for every dollar spent, the motivation level will not be there. “They are making all this money, why aren’t I seeing any of it?”
Sears knew they had issues and they did research to find out why. In response to the disconnect, they held employee town hall meetings across the country explaining the survey results and clearing up the stigmas. And it helped (for a while).
In your business, my guess is there are disconnects between perception and reality. The good news is you can do something about it. Ask your people what they are thinking and feeling (surveys are easily accessible). Then take action on what they say. You’ll be amazed at the results.
posted by Andrew Harrison at
10:51 AM
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