I just returned from a hurried flight to New York due to a family
medical emergency. I flew out of Tampa on Delta on a typical plane
leaving the airport non-stop. Coming back we flew on US Airways and
expected the same type of aircraft. When I arrived at the airport
yesterday morning I found that the first leg of the trip to Florida was
on a plane run by Air Wisconsin. It was a plane with four seats across
and 14 rows and the typical carry on luggage did not fit in the overhead
racks. The last leg was on a “normal” plane.
So here is my
question to you, do you as an organization set up the environment for
expectations on the part of your current and new hires as to what they
think they are going to receive from your organization? In reality does
the expectation meet what really happens?
We continually hear
corporate management talking about the lack of commitment from the
talent they hire. Have they stopped to consider that the message sent to
the employees is I know what you expect but this is what really is
going to happen.
Dictionary. com tells us that the word
expectation can be defined as the act or the state of expecting, or the
act or state of looking forward or anticipating or a mental attitude. So
here is what happens, We interview that great candidate and essentially
sell them a bill of goods and then they join the organization. One of
the first things likely to happen is that some current employee gets
into a casual conversation with your new hire and they talk about the
workplace environment and the current employee tells the new hire that
the promises made to them in the hiring process are just that promises
with no teeth. So how does that new hire feel. I would bet pretty much
like my thoughts when I boarded that puddle jumper” at 8:30 am
We look at the average length of employment of the
Generation Y and it runs somewhere around 18 months. The primary reason
is that what they were told by the organization is not what they find
when they start. It is imperative that the organizations begin to
identify the discourse between the two messages. We need organizations
that are comprised of dedicated human capital to achieve the things our
organizations need and just as important what the talent needs. The lack
of achievement is what brings about the many internal human capital problems we see.
am currently reading Liker’s Toyota Culture in which he stresses the
involvement of the entire organization to encompass every employee and put them on an even playing field with every other employee including management. They talk about the Kentucky plant where there s no corner office or executive dining room. The workplace is organized around cross-functional teams
which are designed to problem solve. The solutions are shared with the
entire organization. There is no such thing as departmental competition.
a consultant if I was hired to advise your management team on how to
improve the workplace environment, my message would be simple and
precise. It is one thing to try and tell a potential candidate how great
your organization is. It is a totally different thing to tell the
employee that this is the organizational world in such terms as to raise
their expectations to a level where they are designed to fail. Unless you as an organization
are determined to not create incorrect expectations on the role of the
human capital assets within the business. Make the decision which road
you are going to take before you begin the interview process.
Remember that the employee’s view of the world is to them reality. Are you going to meet their view or continue to provide false promises? Your call. Your decision. Define the state of your workplace.