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| Getting Results (continued) |
| Sometimes, no matter how important a goal is, it may seem ridiculous to your staff to obtain or, at times, may be just plain boring. Motivating your employees to perform their duties can be a real challenge. The following example illustrates just one way proactive managers set goals with rewards and discusses the principles involved. |
- The Example
- Consider a dishwasher in a restaurant. The restaurant manager’s objective is to grow the bottom line
by increasing patronage and the average tab per diner, turning tables as quickly as possible, and
holding the line on costs. As this relates to dishwashing, the manager’s sub-goals are speed, low
costs, no breakage and spotless dishware.
- Needless to say, it can be difficult to frame those objectives in a way that excites the dishwashing
staff. One way to approach this dilemma is to enroll them in the bigger picture. It may not be clear to
everyone how a dirty fork can ruin a diner’s experience and negatively impact the restaurant’s
fortunes. Or how being slow in getting dishes to the front can slow table turn and profits. The
dishwashers need to understand how their job affects the business, and why doing it well helps the
business succeed. And they need to feel appreciated when they do their work conscientiously.
Something a great manager might do is to establish a weekly reward for zero defects -- no breakage, not being
out of clean dishware or silverware up front, and no one finding a dish, glass, or utensil improperly washed. A $20
gift certificate to the restaurant given to each member of the dishwashing staff every week it meets the zero
defects goal, accompanied by the manager’s heartfelt handshake and personal thank you, could make all the
difference in the world to them.
Accumulating gift certificates to bring friends or family to a free dinner could enable them to experience the
importance of what they do from the customer’s viewpoint, and to demonstrate their pride in working there. For
the manager, the gift certificate costs less than face value, even though having dedicated, conscientious workers
may be priceless.
The great manager would probably also personally meet the worker, his family and
friends while they’re dining and reinforce his appreciation, cementing the employee’s
loyalty.
The Principles
A particular job may not be exciting or challenging, but it has an ultimate reason for
being, and that reason relates to the business’ success in some way. If it didn’t, the job would be abolished.
These types of jobs often experience high turnover, which has its own costs. Motivating employees to do their
best in these jobs while reducing turnover costs can be a real management challenge. In the previous example,
our hypothetical manager used several principles in setting goals and rewards for his staff.
- Communicate the Job’s Importance – When employees understand their role in the bigger picture of
the company’s success, they take more pride in their efforts no matter how menial the task.
- Establish Metrics – Employees can’t take pride in their success unless they know how to measure it. Even
if there is no extrinsic reward, being able to benchmark themselves let’s them know when they’re doing well
and provides some measure of job satisfaction.
Reward the Team for Joint Performance – When everyone on the team receives the reward, it
encourages teamwork, and the team can become somewhat self-managing. Teammates will mentor a
member who can’t seem to go a week without dropping a dish, or they’ll be helping the manager find his
replacement pronto.
Tie the Reward to the Business – When the reward somehow ties back into the business, it brings
employees closer to the company and provides opportunities for employees to improve their understanding
of their roles. This can aid in retention, motivation, and job performance.
Make it Personal – Great managers know that employees are more loyal to people than they are to
companies. The manager’s sincere “Thank you” can go farther than many material rewards in stimulating
loyalty, retention, and performance.
- I already know that some of my repeat readers are asking, "How does a dishwasher and his performance duties
relate to my dealership's view in the public eye?" Keep in mind that customer perception of value and related
services has absolutely everything to do with the overall success of your dealership and future customers who
enter your franchise. If you want your customers to return then perhaps you should use a creative spiff incentive
for high CSI, or in Canada - CES scores, as well as Fix It Right First Time.
As you realize, it is important to involve your team in the Big Picture of the business and get them involved in a
results based position. They become involved in the overall success of the dealership's future customer retention.
Copyright © 2008 Automotive Dealers Network. All rights reserved.
| Jim Bernardi has held such positions as; Dealer, General Manager, Director of Operations, District Operations Manager, Parts & Service Director, Service Director, Service Manager, Service Advisor and is President /CEO AutoPro Training Solutions, a National Fixed Operations Training Company which guarantees increased GP or their training fee is free. |
Jim Bernardi
President/CEO AutoPro Training Solutions
Publisher/CEO Automotive Dealers Network
email: jbernardi@automotivedealersnetwork.com
and visit
President/CEO AutoPro Training Solutions
Publisher/CEO Automotive Dealers Network
email: jbernardi@automotivedealersnetwork.com
and visit
performance. |
| SUPERIOR DEALER SOLUTIONSsm |
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