by Bill Werst- author of Common SenseManaging

This is the fourth in a five part series on achieving Employee Retention. The articles cover:
1. Competitive Compensation & Benefits
2. Sound Organizational Structure
3. Leadership & a Motivating Work Environment
4. Recognition & Rewards
5. Employee Dreams & Empowerment

The premise of the articles is that employee retention is not a program or product, but rather the result of effective organizationand leadership practices.

Sustaining The Work Environment With Recognition and Rewards Recognition and rewards are the keys to sustaining and reinforcingthe accomplishments. The primary methods include:

Demonstrating respect for people
Establishing individual and work group accountability
Communicating results
Rewarding people for their good work
Correcting or discharging low and non-performers
Demonstrating respect for people
Demonstrate your respect by asking, rather than assuming, listening to ideas and suggestions, and taking action based on those recommendations.

Treat all people as customers - as valued guests, not $17.87 per hour "grunts." Recognize people through the respect you provide daily. The most important factor is respect for the individual. Each personhas value. When you demonstrate this through how you handle employees it will be echoed back in your customer relationships.

Frank Bragg, President, Mauna Loa Nut Corporation

Establishing individual and work group accountability. Too many workers are attempting to succeed without a clear definition ofsuccess. Low performers love ambiguity. Top performers leave because of it.

Establish performance measurements for all goals.
Establish a clear definition of success for individuals and work groups.
Concentrate on deliverable results rather than well meaning nonproductive activities. Acknowledge the achievements. Communicate results. Keep score. Concentrate on results, notactivities. It doesn't matter how many times the group meets. What counts is what they accomplish. Your people already know why and what they are doing. Now focus on how they are doing. Insure thatthey are getting timely [daily, weekly, monthly] feedback on their performance results.

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Bill Werst is president of Growth Associates, an international consulting firm specializing in effective customer treatment and communicationskills, customer satisfaction and loyalty measurement, employee satisfaction and loyalty measurement, organizational and staffdevelopment, and continuous quality improvement.

He is the author of Common Sense Managing, Simple Ideas That Produce Results. The desktop guide offers easy to use exercises andsurveys, plus summary questions to support your successfully designing, building, and maintaining your business. Common SenseManaging is immediately available through http://www.growthassociates.orgor Amazon. Bill may bereached at 541-386-1117 or bill@growthassociates.org.