Leadership is About Creating Jobs
with Meaning and Purpose
Gregory P. Smith
Do you want a job or do you want to have a job that has purpose?
One core truth supercedes all backgrounds, cultures, and generations:
people want to be part of an organization that has a true purpose-that
means something.
When an organization means something, people are willing to give more.
Let’s face it: most employees have a "here today, gone tomorrow" attitude
towards their work. They know their jobs may vanish when the company hits
hard times or changes direction. With this kind of skeptical attitude,
their loyalty to their employer may only be skin deep.
But when meaning is present, loyalty is deeper. That’s why people work
for non-profit organizations, or dedicate themselves to building houses
for Habitat for Humanity. And it’s the reason why an employer that can
create meaning and purpose—and align its employees with its mission—will
have a more dedicated, productive, and profitable crew.
Embree Robinson is the founder and president of TRC Staffing, a $200
million temporary staffing agency with 75 offices in the southeastern
United States and on the West Coast.
The worker shortage hits this company square in the face. Especially
when you consider at any time it may have 500 workers less than it needs
to fill openings for its clients.
Embree’s personal experience shows there is no one way to attract, keep
and motivate his hard-won workforce. According to Embree, a lot of things
have changed in today’s workforce, but one thing remains constant: "The
company must stand for something and the leadership is what makes it
work."
Embree takes this challenge personally. He stays in touch with his
people as much as possible without being a micromanager. He practices a
people-centered approach to management and visits about 25 branch offices
a quarter. During each visit he sits down with the branch managers and
listens while they discuss their goals and review their overall
performance and tells everyone where they are heading. During the holiday
season, Embree adds levity by giving out turkeys and Christmas presents
while dressed as Santa Claus.
Embree says that people want two things out of their professional
relationship: challenge and security. Challenge means the opportunity to
grow professionally as well as financially. Branch managers have the
option to "buy into the company" and become shareholders. The corporate
office also rewards each branch office with a hefty 20 percent of the
profits. Ten percent goes to the office managers and the other 10 percent
is split among branch employees.
To feel secure, people need to know company rules and expectations.
They also want their boss to keep them informed about where the company is
heading. Workers today want to know the strategic direction of the
company, Embree says. They have ideas and expect upper management to
listen to them or they will walk to the next employer who will listen and
provide them the information they need and expect.
Prescription for Action
- Ensure employees understand the mission, values, and purpose of the
organization
- Allow employees easy ability to switch jobs within the organization
- Conduct a comprehensive orientation program for all employees
- Take the time to understand the needs, expectations, and motivations
of your employees
- Take more time selecting employees. High-retention begins with
hiring the right people.
- When hiring people don’t misrepresent the job opportunities
available at your organization.
- Allow employees opportunities to participate in volunteer activities
outside work.
- Involve all departments in strategic planning.
- Insure senior leaders verbalize and demonstrate organizational goals
and direction.
- Develop goals in alignment with the strategic plan.
- Identify trends and issues that will impact on the organization.
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