SOMETHING THAT HASN’T CHANGED IN 50 YEARS
Everything changes constantly and rapidly except one thing – what people want. This survey came out in 1946 in Foreman Facts, from the Labor Relations Institute of NY and was produced again by Lawrence Lindahl in Personnel magazine, in 1949.
Here is what employees say they want, starting with what’s most important to them:
1. Full appreciation for work done
2. Feeling “in” on things
3. Sympathetic help on personal problems
4. Job security
5. Good wages
6. Interesting work
7. Promotion/growth opportunities
8. Personal loyalty to workers
9. Good working conditions
10. Tactful discipline
Now take a look at what managers THINK employees want, starting with what they think is most important:
1. Good wages
2. Job security
3. Promotion/growth opportunities
4. Good working conditions
5. Interesting work
6. Personal loyalty to workers
7. Tactful discipline
8. Full appreciation for work done
9. Sympathetic help with personal problems
10. Feeling “in” on things
These studies have been replicated with similar results by Ken Kovach (1980); Valerie Wilson, Achievers International (1988); Bob Nelson, Blanchard Training & Development (1991); Sheryl & Don Grimme, GHR Training Solutions (1997-2001).
The discrepancies in these two lists of priorities show a decided lack of empathy on the part of managers – the ability to sense how others feel.
You’ll also notice that the top 3 things employees want require soft skills. They want to feel they’re appreciated, which requires the manager be able to show this. This is not giving gold stars or a $100 bonus. It means speaking from the heart and showing your feelings. Letting the employee know they matter to you and are noticed.
Employees want to feel “in” on things. They want to feel connected and the good manager must have the interpersonal skills to establish this connection. Feeling “in” on things means being included emotionally. If the manager is discouraged, she...