Printer Friendly

When a star is not born.


THE UNDERLYING CAUSES OF HIGH ATTRITION ARE UNderdevelopment and underuse of a work force that has high career aspirations. How does an organization maintain a level of motivation that will sustain a high degree of confidence, competence, and realization of career goals?

A person who has chosen a career in the security profession may be a college graduate, have above average intelligence, and have little job experience. It may be safe to say that these qualifications apply to a good portion of your work force.

During the interview process, most organizations have a tendency to inflate the recruit with high expectations in an attempt to attract good personnel. The interviewer will make statements about the organization that the company is not, in reality, prepared to fulfill.

Many times these expectations are geared toward an intangible aspect of the development process within the organization. This process of creating promise gives a misdirected view and an unrealistic evaluation of the organization to the new employee. Once the stage has been set, he or she enters the picture with a high degree of expectation not only of the organization but also of the part he or she intends to play in it. The employee, after a short period, discovers that his or her expectations and the fulfillment of those expectations by the organization are not synchronized. Soon a new state of mind and attitude begin to take shape. If this change, which is inevitable in many employees, is not recognized by management, serious problems may result.

One step an organization can take is a thorough review of the interview process. The organization should make certain the interviewers are well trained and have a good working knowledge of the organization and its expectations of employees. The prospective employee must fit into the structure and fulfill the goals of the organization. The interviewer must portray an accurate picture of the company, show where the company can take the new employee, and present a realistic time frame for the realization of the employee's goals.

The interview process is important for the future development of the organization's employees. Once the company has established a sound hiring process, it must direct its efforts toward maintaining high motivation and attempt to fulfill the aspirations of its personnel.

Promotional opportunities exist for most personnel but are attained by only a few. What does the company do with those who are passed by, not because they are not qualified but because the person selected was better qualified? The rejected employee, who is a good worker with great potential and is an asset to the organization, can easily lose motivation.

Human nature allows people to put themselves down or cast the blame for their failings on another source. People tend to fail to come to grips with the reality of why they did not succeed. Being passed by for a promotion is not failure - often it is poor timing, a lack of mental maturity or organizational knowledge, or simply a case in which the other applicant was better qualified.

An organization must realize that when someone is promoted, that one person is motivated but the others may become dejected. It is at this time the manager must lift up the spirits of his or her staff and show them the importance of their role in the organization. Sometimes it is beneficial to point out the rationale for the decision to those who were passed by, particularly if the decision is an unpopular one. They should be shown they did not fail. The manager should exhibit confidence in their abilities.

The aspirations employees have are directly related to their motivation. A person without some kind of aspiration or drive is worthless and a detriment to the organization. Management must set realistic goals with its personnel, goals that are attainable. The company must keep its promises. If an employee is certain the company can be trusted and will follow through on its commitments, the employee will be easier to motivate.

Managers concerned with employee loyalty and growth are most likely secure with themselves and their ability to manage. If this is not the case, the manager will not be willing to develop his or her subordinates. Some managers have an innate fear that aggressive, intelligent, and high-aspiring individuals will pass them by. Such managers may attempt to hold those employees back. This type of behavior will stifle the better employees. Sooner or later the employee will lose confidence in the organization and its ability to fulfill his or her expectations. The end result here is regression in work habits, lack of desire and interest, and eventually even resignation from the company.

From a logistical point of view, the organization will suffer greatly if this scenario develops. It has invested a tremendous amount of money, time, resources, and training in the lost employee. Now the organization is faced with hiring a new employee, who will need the same training and nurturing the previous employee did. The cycle will once again begin. The question remains: How long will it be before the new employee's expectations are met with the same consequences as the previous employee's?

The secure manager will prepare his or her personnel for the future, a process known as grooming. A manager should prepare key employees for the responsibilities of their next stage of development - in some cases the manager's position. This attitude benefits and sustains the organization as it not only provides for the future growth of the organization but also instills enthusiasm in those who want to accomplish both their own goals and those of the company.

The manager preparing his or her personnel for future advancement uses extensive training, educational programs, and a genuine interest in the employee both professionally and personally. If management fails to recognize the talents and abilities of its rank and file personnel and does not make clear it is concerned about employees' needs, then the motivation of the personnel will remain at a low level. Using the talents of every employee will develop those individuals personally and professionally and in turn will feed their aspirations concerning career development.

About the Author . . .John C. Joyce is security manager for Bass Brothers in Fort Worth, TX. He is a member of ASIS.
COPYRIGHT 1989 American Society for Industrial Security
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 1989 Gale, Cengage Learning. All rights reserved.

Article Details
Printer friendly Cite/link Email Feedback
Title Annotation:how to motivate employees who have been passed over for promotion
Author:Joyce, John C.
Publication:Security Management
Date:Oct 1, 1989
Previous Article:Counting on design.
Next Article:May your force be with you.

Related Articles
The perils of staff promotion.
Getting the best from staff.
Unusual Gifts Boost Morale.
Rewards, recognitions that make cents. (Human Resources).
Re-energizing your recognition program. (Rewarding Employees).
Driving to make things happen.
Motivating your staff in a time of change.

Terms of use | Copyright © 2017 Farlex, Inc. | Feedback | For webmasters