Using Pay to Manage Employees – A Huge Mistake

There are far too many managers who believe in the power
of salary, benefits, and incentive plans to manage their
employees.

Let’s face it, managing is tough work not because of all
the actual To Dos of the job, but because it requires
interpersonal and other soft-skills to develop positive
relationships with employees.

It is these positive relationships that create the
engagement that companies desire in their workforces.

Yes, there are those “lone wolf” salespeople who are
internally driven by those external pay plans and just
want to be left alone to do what they do best, but they
are the exception, not the rule.

The “2018 Global Talent Trends” by Mercer revealed that
there are 3 major trends driving employees today:
#1 Flexibility in schedules.
#2 Workplace wellness – physical and financial.
#3 Working with a purpose.

Additionally in May 2018, MoneyTalksNews identified 14
items, not prioritized, that employees look for in a
company:
MANAGER DRIVEN:
#1 Flexible hours.
#2 Clear communication.
#3 Common sense.
#4 Fair treatment.
#5 Loyalty and support.
#6 Advancement ability.
#7 Telecommuting options.

COMPANY DRIVEN:
#8 Parental leave policy.
#9 Paid sick time.
#10 Up-to-date technology.
#11 Good health insurance and benefits.
#12 Vacation and paid days off.
#13 Retirement plan.
#14 Competitive compensation.

The lists above identify the need for some level of basic
financial security from a company, but it is not these
external items that drive retention. Research has proven
that the single biggest retention factor is the
relationship that an employee has with his/her immediate
supervisor.

As such, managers have to stop relying on salary and
variable pay plans to create engagement and realize
that the vast majority of employees value the social
rewards (i.e., recognition, a thank you note, special
projects, etc.) of a job more than the tangible rewards.

 

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Micromanaging is a Good Thing

We are not talking about the neurotic, power-tripping,
nit-picky, control freak variety of micromanager who often
gets charged with claims of “hostile work environment.”
For a successful hostile work environment claim, the
victim would have to prove some sort of bias based on age,
religion, gender, race, etc. As such, a micromanager who
is just being a jerk to everyone is not in violation of
any laws.

We are talking about a precise manager who provides
autonomy to his/her employees but yet is actively involved
in their work to constructively provide support and
guidance that allows them to be the best that they can be.

Micromanagers ensure that employees contribute to business
success and receive tangible and intangible recognition
for their work. Such managers have a level of attention
to detail that is focused on the success of their direct
reports without their employees ever feeling pressured or
“managed.”

Employees of positive micromanagers know that the managers
have the employees’ best interest at heart, which just
happens to be the definition of trust.

Positive micromanagement is all about increasing employee
achievement with just the right amount of manager
interaction, rather than a manager controlling all aspects
of the work product because he/she is “in charge.”

 

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