Do you want a job, or do you

want to have a job that has purpose?

One core truth supersedes 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 toward 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 nonprofit 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 help 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 fewer workers 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 work

force. According to Embree, a lot of things have changed in today's work

force, 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 micro-manager. He practices a people-centered approach to manage

ment 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 have an impact on the organization.

Free newsletter: Sign up for

Smith's free monthly newsletter by visiting https://www.chartcourse.com

or by sending an e-mail to [email protected].

Gregory P. Smith shows businesses

how to build productive and profitable work environments that attract,

keep and motivate their work force. He is the author of the forthcoming

book "Here Today Here Tomorrow: How to Transform Your Organization

from High-Turnover to High-Retention."

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