Utility Automation & Engineering T&D - Tips for motivating utility employees

Phoenix, AZ, Dec. 12, 2006 -- Utilities that try to motivate their employees individually without changing their work environment fight an uphill battle. Phoenix-based Measure-X believes focusing on factors that influence all employees' daily routines is far more effective.

"Results can certainly be achieved when working one-on-one with employees to get them to perform at their best," says David Saxby, president of Measure-X, a company that specializes in helping utilities improve their customer service and sales. "More can be gained by evaluating the management team's skills, the employee recognition program, the company's physical layout and the employee training program. These factors and others shape the utility's work environment, and the conditions under which employees work have a huge influence in their motivation to perform."

Saxby suggests utilities consider the following as they strive to encourage employees to do their best on the job:

* Evaluate the physical work environment. Provide proper tools and listen to complaints, Saxby says. "Do your employees have the proper tools to do their jobs well?" Saxby asks. "Listen to complaints such as the office being too hot, too cold or too noisy. These minor irritants have a way of eroding morale. The message you send by listening to complaints and providing the proper tools is that you care about your staff as individuals."

* Display a clear vision of company objectives. "What are your values?" Saxby asks. "How do you respond to customer complaints? What is your common purpose? Make sure everyone understands your utility's vision. Sharing a clear and common vision brings people together."

* Continually review objectives. Be specific about each department's goals but also be flexible, Saxby suggests. "Goals should be both short term and long term and should be reviewed at least once a month," Saxby says. "Employees will function better when they are clear on what is expected of them."

* Emphasize continuous training. Training is not a one-time event, Saxby says. "Training needs to happen on a continual basis," Saxby notes. "During training, people are often asked to change their professional behavior but, as humans, most of us like to stay in our comfort zone. What are you doing to support behavioral change for your staff?"

* Share information. "If you want to enlist your staff as partners in your utility's success, then you need to treat them like an owner," Saxby says. "More information is better than less. Educate your staff on budgets, projects, challenges, etc. Keep them in the know."

* Make yourself available. "Management should take a personal interest in employees," Saxby says. "Listen to their concerns and problems and support their efforts to find solutions."

* Provide continual feedback. Employees assume they are doing a good job if they don't hear otherwise from managers and that can lead to unexpected problems, Saxby notes. "No one likes to feel ignored or unappreciated," Saxby says. "Employees want to know how they're doing. By offering constant feedback -- both positive and negative -- your employees will know how they are doing and there will be no surprises."

* Reward achievements. Failing to reward employees for a job well done is a big mistake, Saxby says. "Managers worried about budgeting for rewards should understand that recognition does not need to be monetary," Saxby notes. "The single most important reward is praise and acknowledgement. Still, tangible rewards are nice and have more meaning if managers identify what motivates each employee and tailor these rewards around individuals."

* Empower employees to initiate projects. "If you truly want employees who demonstrate an ownership attitude in their work, provide them with the responsibility to initiate and carry out projects," Saxby recommends. "Allowing your staff to think and act like an owner will create self-motivated employees."

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