HELPING YOUR ORGANIZATION BECOME
AN EMPLOYER OF CHOICE
Roger E. Herman, a certified
speaking professionai and a
certified management
consuitant, is CEO of The
Herman Group, in
Greensboro, North Caroiina, a
management consuiting,
speaking, and training firm. A
significant part of his work is
buiiding workforce stabiiity
through empioyee retention.
He may be reached via E-maii
at roger@hermangroup.com.
Joyce L. Gioia, a certified
management consuitant, is
president of The Herman
Group. She is a specialist in
adding vaiue and gained a
nationai reputation for her
work in direct marketing,
product launches, and
arranging strategic aliiances.
She may be reached via
E-mail at
joyce@hermangroup.com.
The Herman Group Web site
can be accessed at:
www.hermangroup.com. This
article is adapted with
permission from iHow to
Become an Employer of
Choice by Roger Herman and
Joyce Gioia (2000, Oakhill
Press). Readers are referred
to the book itself for details
and exampies of the authors'
points.
© 2001 John Wiley & Sons, Inc.
Roger E. Herman and Joyce L Gioia
I n spite of the slowdown in the economy, job creation continues
at a rapid pace, preventing employers from seeing any material
difference in the challenging labor market. Many companies
are still plagued with high turnover and an inability to attract the
people they need. If those companies are to thrive, they must turn
that situation around and become "employers of choice." Al-
though this transformation is not rocket science, it does take
commitment, effort, and energy, and there is no doubt that those
companies so labeled will tell you that the investment is well
worth it.
Human resources professionals are at the forefront of this
endeavor, leading the charge into the competitive fray. They are on
the front lines daily creating the important strategies and tactics
that help employers win the war for talent.
WHY BEOOME AN EMPLOYER OF OHOICE?
The phrase "employer of choice" has become quite popular
lately, but many employers really don't understand the impor-
tance of becoming an employer of choice. It is more than just a
buzz phrase; it is representative of a whole new design of corpo-
rate culture.
In the years ahead, workforce stability will be a company's
competitive edge. In these turbulent times, exacerbated by a tight
labor market, employers will be continually challenged to locate,
attract, optimize, and retain the talent they need to serve their
customers. The following are some of the advantages that accrue to
employers of choice.
D Marketing and recruiting expenses are diminished. As the
company becomes more widely known as a good place to
work, an employer of choice will find that recruiting will be
Empioyment Reiations Today Summer 2001 63
Roger E. Herman and Joyce L. Gioia

considerably easier and people will approach the company

inquiring about employment opportunities. This attrac-
tiveness will save the organization considerable expense in
acquiring the people that it wants and needs.
Q Performance can be optimized. With these higher quality
people on board, productivity will be significantly higher.
As the executives are able to hire the kinds of people they
really want, the employer will be able to optimize workers
to a higher level of performance faster and with a greater
level of consistency.
Employers of choice ^ Turnover is reduced, while loyalty is enhanced. As people
have iess stress and choose to stay with the company longer, the reduced
more fun. turnover will have a positive effect on the bottom line, as
^—^^^^^^^^^^^^^ well as the morale and dedication of each and every em-
ployee. Higher levels of loyalty will result in stronger
relationships and a greater dedication toward quality of
performance, quality of production, and quality of service.
This higher level of quality, reducing rework, scrap, and
after-sale problems, will build profitability for the com-
pany and pride for the employees.
Q The bar is raised. The attractiveness of an employer of choice
will also enable the company to bring in a higher caliber of
worker. Not only will the company have more applicants to
choose from, but also the overall quality of applicants will be
significantly higher than in companies that are not recognized
in this way.
Higher quality employees seek companies where they can
be more productive, where they can feel that they are a part of
something special, and where they can engender and repre-
sent a high level of achievement. These star performers choose
star corporations because they feel like they belong there.
Q Efficiency, effectiveness, and profitability are improved.
The company's recruiting process will be much more pro-
ductive and streamlined because its reputation will en-
hance its ability to attract the people it needs. This process
will also serve as a preemployment screen that will actually
eliminate the substandard applicants that the executives
don't want to consider.
Q The employer will have a waiting list of willing workers. The
high-caliber people who work for the organization will
attract similar people to the workforce. Research has shown
that high-caliber, talented employees want to work with
similar coworkers.
D Employers and employees will have less stress and more
fun. Employers of choice have less stress and more fun.

64 Summer 2001 Empioyment Reiations Today

 Heiping Your Organization Become an Empioyer of Choice

There is less disruption in attendance and in the work flow

when people who have chosen to join the company choose
to stay there and choose to make the best of their relation-
ships with the company and their coworkers. Managers
and supervisors will have a much easier time doing their
jobs because they will not encounter resistance from em-
ployees who would rather not be there.
Working with employees who are there by choice will
be a much more enjoyable experience for managers and
supervisors. The focus of these managers and supervisors
will be more on coaching, teaching, and supporting, rather
E'mpioyers
; Z 7 I
of choice
than on managing, controlling, and disciplining. This
.... , .„ ^s^ .^ i ^ i. u uu • •
I. . ,, attitude will enable these leaders to be much happier m
are financiallv
. . . . ^ , , their work, reducing turnover among supervisors, reduc-
heaithier as a resuit of . ,.rr- u- t A • -c-
...... ing difficulties m supervisory performance, and signifi-
^'" cantly enhancing the value supervisors bring to the overall
equation in the company, not to mention the difference
this attitude makes for employee relations professionals
working in this environment.
Q Planning is facilitated—there's continuity of personnel. When
a company is an employer of choice, it is much easier to plan
ahead, forecast, and use corporate resources efficiently
over a long period of time. The company will also enjoy a
continuous knowledge base. Knowledge will not leave
with employees who depart on a too-frequent basis. The
low turnover will result in a higher level of corporate
knowledge staying with the organization, thereby build-
ing efficiency and effectiveness and reducing rework, acci-
dents, and confusion.
• The company becomes more attractive to investors. Employ-
ers of choice are more attractive to investors because they
are recognized for their stability and their ability to re-
spond more quickly to market opportunities. Employers of
choice are financially healthier as a result of their stability,
because millions of dollars are not being poured into re-
training and marketing to hire new employees.
Investors look for companies with a predictable future.
The more predictable the future, the more positive the
future and the more attractive companies are to investors.
With a stable workforce, employers of choice will be able to
attract more investment dollars enabling them to thrive,
grow, and place themselves in an even better competitive
position, capturing a significant portion of their markets.
Q The company hecomes more attractive to customers. Em-
ployers of choice are more attractive to customers as well.
Empioyment Reiations Today Summer 2001 65
Roger E. Herman and Joyce L. Gioia

This attractiveness is critical in a relationship-based envi-

Q Customer service becomes more efficient. The long-term
Those empioyers of
choice that
concentrate on
growth and expansion
generate an
excitement in their
woriipiaces that Q The workplace becomes more exciting. Employers of choice
continuaiiy stimuiates
the peopie who have
chosen to be there.
ronment. Customers like to deal with the same people on a
long-term basis. This continuity of relationship builds stron-
ger bonds and gives the customers a greater sense of
comfort, confidence, and security. Employers of choice will
enjoy a reputation for reliability because they will be able
to respond more legitimately and consistently to inquiries
and expectations of their customers.
expertise enjoyed by employers of choice enables them to
do a significantly better job for their customers. Each em-
ployee has a higher level of experience in the product lines
and in meeting the expectations of the customers, as well as
increased memory of customer relationships and customer
preferences. This greater efficiency will be particularly
important for those high-maintenance customers that ex-
pect special services.
are typically growth-oriented, although some are content to
maintain their status quo. Those employers of choice that
concentrate on growth and expansion generate an excite-
ment in their workplaces that continually stimulates the
people who have chosen to be there. The long-term health of
the organization supports the company's image in the mar-
ketplace as an employer of choice, and enables it to continu-
ally attract both the workers and the customers desired. As
these companies continue to grow, more promotional op-
portunities will be available to those who have chosen to be
a part of this preferred employment environment.
Employers of choice will clearly differentiate them-
selves from their competitors in the employment, cus-
tomer, investor, and supplier environments. This contrast
(or differentiation) will build a higher level of profitability,
security, and future success.

REVIEWING THE COMPANY PROFILE

As people consider which employer they'll join next, or
whether they'll stay with their current employer, they're inter-
ested in a number of aspects of the company itself. They're
concerned about the company's strength, reputation, location,
and social consciousness. They want to know about the people
who work there, the facilities, and the work environment.
Astute applicants learn a lot about the company they join, and
current employees become quite aware of company policies
and positions.

66 Summer 2001 Empioyment Reiations Today

 Helping Your Organization Become an Empioyer of Choice

Most applicants seek a company that is financially stable. They

look for an organization that has a solid history, where employees
feel secure. Other applicants who are more adventurous and
willing to take risks are more interested in unproven start-ups or
companies that are struggling and need help. What's important is
to convey the true and honest position of the company. Mislead-
ing or false information will be discovered eventually, and valued
employees will probably quit.
Also, applicants want to see how they fit into the present—and
future—picture, so show the company's direction, even if the
future is not carefully planned.

Reputation Counts
Your company's reputation will be quite influential in the
decision-making process of future and current employees.
Each of us is naturally concerned with our own personal
VVhat's important is reputation, and our personal reputation is linked with the
to convey the true and reputation of our employer.
honest position of the
As prospective employees research potential employers, they'll
company.
often use the Internet to gather information to use in their deci-
sion-making process. What will they find? Has your company
generated positive media coverage? What comes up as Internet
browsers respond to your company's name? Does your Web site
make it convenient for people to learn what others say about you?
Enlightened HR professionals are acutely aware of the impor-
tant role reputation plays in the attraction and retention of tal-
ented employees. They know that companies are judged on their
Web sites and that an employee-centered environment can be
communicated through the right pictures and copy. That's why
many work closely with their Web masters to insure that the right
image and reputation are portrayed there.

Industry and Community Recognition

Is your company respected in its industry? Is it known for
the high quality of its products? For innovation? For intellec-
tual strength? For playing a leadership role? For being a rock-
solid part of the industry's foundation, a leader that everyone
looks to? An upstart, seen as leading significant change in the
industry? An emerging company with great potential for major
accomplishments?
What's your reputation in your community? Is your company
involved with the Chamber of Commerce and other organizations
that take a leadership role in your community? Today's workers
are increasingly concerned about the health of the community in
which they live and work. They'd like to see their employer as a

Empioyment Reiations Today Summer 2001 67

Roger E. Herman and Joyce L. Gioia

positive force locally, helping to make the area a better place to be,
to raise a family, and to settle for a long time.

The Quaiity issue

Considerable emphasis has been placed on quality in recent
years—quality of manufacture and quality of service. Workers
want to see clear evidence of quality in the company they choose.
The proof is in the performance. Does quality really have a
genuine emphasis in the organization? Employers of choice dem-
onstrate commitment to quality in design and manufacturing.
Policies and procedures clearly state the rationale, expectation,
and methods of achieving high quality.

Sociai Consciousness
There's a rising tide of social consciousness among employ-
Empioyers of choice ees and among employers. It's a sort of ethical belief in "doing
each have a unique the right thing." As people choose to do what they believe is "the
cuiture. right thing," they're attracted to employers who articulate and
demonstrate the same kind of beliefs. With all the concern about
the ozone, global warming, pollution, and practically all aspects
of the environment, people want to be environmentally and
socially appropriate.

CREATING AND MAINTAINING A UNIQUE CULTURE

Employers of choice each have a unique culture. There is
no way to say that one organization's culture is good and
another's is not so good. They're just different. Those differ-
ences are part of what makes employers more or less attractive
to different people. Workers have choices, so they choose the
employers and cultures that are most comfortable for them:
those that are most congruent with what they seek in work
environments.
If employers accept that there is no one right way, no single
panacea, they will design, develop, and maintain cultures that
"fit" for them. The mix of a variety of rules, protocols, expecta-
tions, policies, and practices will distinguish one organization
from another. Employers can pick and choose which of these
characteristics are important for them and for their people.

Set High Standards

Establish and enforce high standards in dealings with and
among employees, customers, suppliers, investors, regulatory
agencies, and the world at large. An emphasis on fairness in all
dealings gives people a sense of "doing the right thing." In this
environment, people consciously do "right things." They consider

68 Summer 2001 Empioyment Reiations Today

 Heiping Your Organization Become an Empioyer of Choice

whether something is right before they do it. As a consequence,

employees feel that their colleagues and the company will "do the
right thing" for them, too.

Hire Only the Best

As might be expected, the caliber of workers in the environ-
ment we are describing is deliberately high. The company's selec-
tion process concentrates on attracting only the best. Those new
Fun must be a
employees who easily comply with the high-standard way of
centrai part of the
doing things are delighted to have found a home. They enjoy a
cuiture.
companywide mutual respect that is self-fulfilling and reinforc-
ing. With such high standards, employees themselves will ac-
tively participate in recruiting others of equal strength and values
to continue to strengthen the environment they so enjoy.

Expect People to Be Honest and Open

An expectation of honesty leads to a culture of openness and
straight dealing. Although many workers find this kind of behav-
ior refreshing and most welcome, others are sometimes quite
uncomfortable with it. In such an open environment, corporate
politics and game playing don't fit.

Honor Older Workers

Employers of choice honor older workers for their wisdom,
maturity, and experience. They don't try to push people out the
door because they've reached the ripe old age of 55 or even 75.
Whether these workers are managers, long-term assembly-line
workers, clerks, or truck drivers, they're appreciated for the
contribution they've made to the company and to society. They
are respected, sought out for counsel, and encouraged to assume
formal or informal leadership roles.

Support Diversity Initiatives

The population of the United States is certainly becoming
more diverse. The proportion of black and Hispanic persons in the
population and in the workforce continues to increase. Unfortu-
nately, we have a dearth of minority persons ready to be moved
into management. What this deficiency means is that employers
need to make a conscious effort to solicit minorities and women to
participate in management training programs, so that they wiU have
a good representation of backgrounds in their management ranks.

Encourage Fun in and out of the Office

Life is not all serious business and nose-to-the-grindstone at an
employer of choice. Fun must be a central part of the culture.

Empioyment Reiations Today Summer 2001 69

Roger E. Herman and Joyce L. Gioia

People enjoy their work and enjoy their time with their coworkers.
Fun at work may sound like an oxymoron, but it really isn't. There
are all sorts of ways to enjoy and bring out the positive aspects of
work. In such an environment, there's a certain excitement as
people look forward to their work, new experiences, and a sense
of accomplishment.

Celebrate at Every Opportunity

Celebrations are part of the employer-of-choice culture. People
enjoy celebrating accomplishments and sharing significant expe-
riences together. Reasons to celebrate include birthdays, indi-
vidual and team achievements, meeting department or company
To stimuiate the all- goals, launching new products or services, anniversary dates of
for-one environment, employment, and the company's anniversary.
provide sufficient
knowiedge and Create Strong Internal Support Structures
insight to enable Support people in every way possible to help them enjoy doing
peopie to see both the their work. Provide the necessary tools, equipment, materials,
big picture and a iot information, and access to perform at a high level. When people
of the iittie pictures of feel well supported, they do a better job. They feel less stress and
what's happening. are able to enjoy what they are doing. That enjoyment inspires
workers to continually make a conscious—and unconscious—
choice to stay with their current employer.

Foster Collaboration
Another aspect of the employer-of-choice culture is an unques-
tioned ideal of working together for a common good. Depart-
ments and work groups don't compete against each other, they
collaborate. Silo management is not acceptable, and matrix man-
agement is encouraged. People look for ways to help each other
achieve the goals of the organization.
To stimulate the all-for-one environment, provide sufficient
knowledge and insight to enable people to see both the big
picture and a lot of the little pictures of what's happening. What
is this "all" thing we're striving to achieve? If people don't see it,
they won't "get" it. If they don't get it, they won't pursue it. And
if they don't pursue it, there's no real incentive for people to
work together toward those common goals or to defeat the
common enemy.

Use Technology to Make Things Better

There are all sorts of technological advances and opportunities
available to organizations today. Wise employers encourage and
facilitate early adoption of new technologies in all aspects of the
organization. Innovations are not restricted to certain parts of the

70 Summer 2001 Employment Relations Today

 Helping Your Organization Become an Empioyer of Choice

orgaruzation that are seen as favored—like sales, research and

development, or senior executives. Everyone benefits. The fastest
computers are not limited to selected professionals in the organi-
zation; everyone from executives to the front-line secretaries have
high-speed machines that enable them to do their jobs faster, more
efficiently, and more enjoyably.

Remove Status Barriers

Most organizations have some status barriers. Some are very
real and deliberate; others are more informal and not at all overt,
but they still exist, and they create the same inhibitions as if they
were deliberate. Employers of choice typically send very clear
Employers of choice messages from senior management: We're all working together as
typicaiiy send very partners to get the job done for our stakeholders. No one is any better or
clear messages from worse than anyone else; we simply have different roles to play in making
senior management: things work.
We're all working
together as partners Eliminate Formal Dress Codes
to get the job done Formality in dress in the workplace is practically an anachro-
for our stakeholders. nism in many organizations now. There has been a significant
No one is any better shift to a less formal dress code, which has led, in turn, to less
or worse than formality in how people deal with one another. Stronger, more
anyone else; we open communication is experienced in less formal organiza-
simply have different tions, enabling much faster, more open exchanges of ideas,
roles to play in problems, and solutions.
making things work.
Eliminate the Parking Hierarchy
A status symbol—a differentiator—in many organizations has
been the privileged parking space in the company lot or nearby
parking garage. Enlightened employers have abolished this perk,
expecting executives of all ranks to park their cars just like everyone
else does. Spaces are still reserved for the handicapped, visitors,
perhaps a mail car, and sometimes for the employee of the month.
Some sensitive employers are now reserving convenient spots near
entry doors for employees in their last eight weeks of pregnancy.

Evaluate Space Status

Traditionally, higher level bosses have been housed in corner
offices, offices with windows, or significantly larger cubicles.
There's a movement away from this practice, giving those choice
offices to teams of employees who can benefit from the shared
working space and special envirorunent. Bosses move out on the
floor, closer to their people. Most of their time is spent away from
the confines of an office—out with their people, where they can
serve as more proactive, participatory leaders.

Empioyment Relations Today Summer 2001 71

Roger E. Herman and Joyce L. Gioia

Provide Access to Information

People like to have information about their company, products
and services, coworkers, and the industry. Having this informa-
tion available helps workers feel more a part of the organizational
community. If you have a company intranet, post facts and figures
about things that might interest your employees. Newsletters can
help convey timely information, but what we're talking about
here is institutional information—the kind of information people
Leaders in companies need to get their jobs done.
that are empioyers of
choice are often Buiid a Cuiture of Success
cheerieaders, i<eeping Create an environment where people naturally assume that
peopie fired up about they and the company will do very well. High achievement is a
their woric, each other, way of life for employers of choice. Posters from suppliers like
and the entire team. Successories can inspire the mood, but the real power comes from
things the organization's leadership does and says. Setting an
example, continuing to send inspirational messages, and fanning
the flames of a corporate spirit can make a dramatic difference.
Leaders in companies that are employers of choice are often
cheerleaders, keeping people fired up about their work, each
other, and the entire team.
We're talking about enthusiasm. This vital feeling can be
grown in many ways; each organization and each leader will
determine what methods are best on an individual basis. We can't
say that there is just one way of calling people to action and getting
them to follow you. It's more than just the rah-rah—it's a commit-
ment people feel from their leaders.

Encourage Public Recognition, Company Spirit, and Rituals

Most people like to see their names in print or in lights.
Recognize achievements with meaningful applause and salutes
that relate to the work done or the results achieved. Rejoice! Some
companies have rituals that recognize people and work groups—
traveling trophies, cakes, pizza, lavish dinners, incentive trips, or
prizes ranging from a ballpoint pen or water bottle to an exotic
vacation. Recognize those who are doing a great job to make your
organization more successful.
Provide employees with ways they can display their company
spirit. Articles of clothing—^jackets, polo shirts, tee shirts, sweat
suits, and ball caps—with the company logo enable people to
demonstrate their connection to their employer. License plate
frames, coffee mugs, key rings, ballpoint pens, and watches also
contribute to the manifestation of company spirit and loyalty.
Employers of choice usually have a number of rituals and
traditions that define who they are, guide how achievements will be

72 Summer 2001 Empioyment Reiations Today

 Helping Your Organization Become an Employer of Choice

celebrated, how products will be launched, and honor people who

retire. Rituals include how people are recognized, ceremonies held
when people are promoted, and bonding experiences when new
companies are acquired. Traditions include the family picnic held
each year, executives serving breakfast on certain occasions, Christ-
mas parties, and celebratory vacation trips to resort locations.

Expect High Performance

When we were teaching at the university level, we "broke the
rules" about grades. Students had this idea that every class
A stagnant would "use the curve"—the instructor would use a bell curve to
organization is not a derive the scores that would be distributed in a sort of competi-
pretty sighit it's not tive fashion. A few students would get As, a few more would
the iiind of piace earn Bs, most would earn Cs—the average—and so forth. We
most peopie would announced to our students during the first class session that
chioose to wori(. everyone was entitled to an A grade if the recognition was
earned by high performance on papers, tests, class participation,
and projects. We put the power, the control of grades, in the
hands of those most affected. The standards were clear. Indi-
vidual achievement was up to each student.

Welcome Innovation
New ideas are fun, challenging, and stimulating. New ideas move
organizations forward. New ideas keep them on the leading edge.
Organizations that solicit, encourage, and appreciate new ideas find
themselves at the forefront of industry leadership. Business flows to
them more naturally, demonstrably strengthening the bottom line.

Be Realistic about Resources

A lot of people have negative attitudes and have to be per-
suaded to think more positively and more optimistically about
what can be done. Skeptics will suggest that resources like time
and money aren't available, so the work can't be done. Supporting
an environment of success suggests that resources will be avail-
able. If those resources are scarce, tell people what they have to
work with and the results they have to achieve using those
resources. Often short resources can be a challenge, inspiring
people to get creative to get results.

Value Research and Development

Organizations that don't change, innovate, and grow are
doomed to stagnate. A stagnant organization is not a pretty sight.
It's not the kind of place most people would choose to work. To
become an employer of choice, your organization must be vibrant,
forward-looking, and on the cutting edge of your industry. New

Employment Relations Today Summer 2001 73

Roger E. Herman and Joyce L Gioia

ideas, new products, new approaches, and new ways of doing

business fuel positive change.

High Leveis of Communication

We're a bit hesitant to bring up the issue of communications.
Practically every company that we've consulted over the past two
decades has had "commvinications" problems. We've heard this
word so much, we now refer to it as "the C-word." And that
descriptor and attitude is more attitudinal than functional. Com-
Practically every
munications problems are an easy symptom to throw out to col-
company that we've
leagues and consultants. The term is all-encompassing, defies
consulted over the
description or clarification, and is practically impossible to resolve
past two decades
using traditional approaches.
has had
Why is this lack of definition a problem? Very simple. If you
"communications " can't identify and describe a problem and its impact, it's quite
probiems. We've difficult to solve it. So what do we mean when we say there are
heard this word so "communication problems?" We see communication as a two-
much, we now refer to way street: sharing information assertively and being highly
it as "the C-word." responsive to questions that may arise.

Demand Strong Communication between Departments

Information must be shared among departments. Establish or
improve mechanisms to facilitate that information sharing. In
today's highly integrated departments, the work of one depart-
ment can often affect a number of other departments. The more the
departments are aligned, the stronger the results will be. Negative
stress and frustration are minimized and everything works
smoothly most of the time.
We used a rather strong word to lead off this section: "de-
mand." It's a carefully chosen word meaning "to order" or "to
require." In an employer-of-choice organization, highly effective
interdepartmental communication is essential. No compromise.
No ifs, ands, or buts. It's a must.

LEADERSHIP MAKES A DIFFERENCE

Leadership is a powerful component of an employer of choice.
Leaders make a tremendous difference every day—in their deci-
sions, their pronouncements, their interaction with fellow employ-
ees, and the clear messages they send about where the company is
going and why.
The senior leaders, those at the top of the organization, have
the platform to exert the most influence. They have the position,
the resources, and the motivation to demonstrate the kind of
leadership that can make things happen—what we call "enlight-
ened leadership."

74 Summer 2001 Empioyment Relations Today

 Helping Your Organization Become an Empioyer of Choice

Other leaders—formal and informal—throughout the orga-

nization also have the power to lead, support, or even sabotage
the company's culture and its capacity to achieve and sustain
employer-of-choice status. If senior leaders abdicate their re-
sponsibility and their opportunity, the void will be filled by
subordinate leaders who may or may not take the company
where it needs to go.
An employer of
Leaders at all levels of the organization have a job to do:
choice is
leading departments, functions, divisions, plants, stores, and
enthusiasticaiiy
regions to high achievement, stability, and future success. Senior
people-oriented. The
leaders have a responsibility to communicate their vision and
organization's human
expectations clearly to all otiier leaders. Consistency of enlight-
resources are
ened leadership is essential for employers of choice; otherwise
recognized as the
subordinates, hearing different drums, go in different directions,
most valuabie
which could be contrary and counterproductive. Mixed messages
resources.
will thoroughly confuse everyone, inhibiting the organization
from achieving its goals. Congruent, focused messages call all
team members to march to the same cadence in the same direction.
The following suggestions promote effective leadership.

Q Be future-oriented. Enlightened leaders are future-oriented.

They are very careful not to allow themselves to get bogged
down in today's details, leaving those concerns to employ-
ees charged with operations management. Their focus is at
high levels, looking as far as practicable into the years
ahead. They set the pace for their company and for their
industry.
• Exercise visionary leadership. Employers of choice are led by
leaders who know where they're going. These leaders have
a clear vision of the future, goals, and objectives. They're
surrounded by others who understand and support them
and what they're trying to accomplish. Beyond being merely
future-oriented, visionary leaders see the visions for their
organizations and very deliberately lead their organizations
toward the positions they want to achieve in the years ahead.
D Communicate your vision well to all employees. If the vision
remains in the leader's mind or office, it will not be valid
for the organization. The vision needs to be shared and
accepted to gain validity and the power to drive the
organization.
Q Place human resources at the strategic table. An employer of
choice is enthusiastically people-oriented. The
organization's human resources are recognized as the most
valuable resources. This level of recognition is reflected in
the way the chief HR officer is positioned on the organiza-

Empioyment Reiations Today Summer 2001 75

Roger £. Herman and Joyce L. Gioia

tional chart and how that executive is engaged in both

strategy and day-to-day business issues.
• Be visible to your people. Enlightened leaders are highly
visible—inside and outside their organizations. They're
active in the community, representing the employer in
such a way that employees read articles about them in the
local newspaper. Their work in the community generates a
sense of pride among employees, that they are well thought-
of as a company because of the work being done on their
UCCessfui ieaders behalf by their leaders.
get to i<now peopie, • gg accessible. Beyond being visible, these strong leaders are
caii them by name, easily accessible to their people. The open-door policy
and understand who applies, of course, but the leaders take further initiatives to
they reaiiy are. be close to their people. The techniques include hot-line
telephones that go right into the boss's office and a special
phone that he answers personally whenever he can. When
the boss can't take the call directly, it goes into an answer-
ing system—with the boss's voice on the greeting mes-
sage—and the boss personally responds to the calls.
D Reach out on a personal level. In these days of proliferating
databases, we're all identified with numbers, placed in
categories, and generally treated more like statistics than
individual humans. We crave personal attention and people
relating with us for who we are. Successful leaders get to
know people, call them by name, and understand who they
really are. This kind of relationship building is a skill, and
a valuable one. Strengthening the skill enables a leader to
be practically charismatic.
Q Recognize special occasions. Each of us has a birthday to
celebrate—once a year, every year. We celebrate important
events like our wedding anniversaries, the date we joined
the company, children's birthdays. These dates are impor-
tant to us. If we get a card, a phone call, a letter, or even
flowers or a gift from someone to celebrate the occasion
with us, it's special.
Q Encourage and embrace change. Change can be frightening
for a lot of people, particularly as fast as changes are
occurring today. The right kind of change can be very
positive, making a positive difference for all concerned.
Q Deliver open and honest feedback. People want to know how
they're doing. If they feel they're in the dark, they're not
getting good feedback and they'll choose to go somewhere
else to work. Be straight with people. Avoid playing games
with them. Direct, open, honest feedback, delivered on a
continual basis, is genuinely appreciated. Don't wait until

76 Summer 2001 Empioyment Reiations Today

 Heiping Your Organization Become an Empioyer of Choice

scheduled appraisal interviews, but share your feedback in

a timely manner.
D Be receptive to feedback from others. Receptivity to feedback
might be considered a "given" in an employer-of-choice
organization. It might surprise you how many leaders
don't respond well—or at all—to suggestions about how
they, or the organization, might do better.
D Create an environment of caring coaching. Coaching and
TT. ~ mentoring have become increasingly popular in work en-
, . ^ vironments. Today's employees want to be mentored and
" • MT* coached to higher and higher performance and achieve-
^ f ment—personally and professionally. Enlightened leaders
will encourage these positive relationships as part of the
': ' r L,'^^ 1^ ^ sense of community of mutual caring and support.
the frontline hourly Q Transfer, promote, terminate. Employer-of-choice organiza-
^ ^ tions provide plenty of opportunities for people to learn, grow,
and reach for their full potential. Today's workers are restless.
They don't want to work at one job for more than two to three
years. They often want to change jobs, but not necessarily
employers. They want different kinds of work rather than
confinement to one kind of work for their entire careers.
Q Eschew corporate politics. In so many environments, we've
heard how "politics" influences decisions, career opportu-
ruties, and even productivity and profit. While recognizing
that some politics issues will always be there, employers of
choice seek to drive all the negative attributes of organiza-
tional politics out of the culture. People are assigned and
promoted on their qualifications, merit, and proven abili-
ties, rather than on the basis of who they know, how long
they've been around, or who owes who favors.
Q Facilitate individual high performance. The strength of your
organization lies in your people—each individual em-
ployee. Today's workers are more independent, more driven
to initiate and follow through on their own instead of
waiting for direction from management. People choose to
work where they have opportunities to do things on their
own, make things happen, assume a certain amount of
control, and feel a sense of personal accomplishment in
their own achievements.
• Push accountability down. One of the problems with most
organizations is that accountability rests at too high a level.
The secret to high performance is to push accountability
down as far as possible, preferably to the frontline hourly
employees. People want to be accountable, so this strategy
is congruent with what employees desire.

Employment Relations Today Summer 2001 77

Roger £. Herman and Joyce L. Gioia

• Welcome new hires. The investment to find, attract, and hire

new employees can be significant. If you don't hold on to
these people, you'll have to continue recruitment at a high
level—a costly proposition. If you're doing an effective job
in selection, you'll add just the right kinds of people to your
organization. It makes sense to follow through with your
investment to assure that the highest percentage possible
continue as long-term employees.
Q Champion employer-of-choice concept. The human resources
department can strive to build the employer-of-choice
environment and work to establish the reputation in the
marketplace. However, to be "real"—to be effective—the
employer-of-choice concept needs strong, active support
from senior executives and senior leaders.
Q Engage and support an ombudsman. As people engage in
their busy corporate lives, they run into situations that
might be best handled by someone who can cut through all
the red tape and can move across all the organizational
lines. We call this problem-solver an ombudsman. Em-
ployed by a number of companies, an ombudsman, often as
an outsider, serves as a change agent, a mediator, and a
stimulator of actions needed to resolve troublesome issues.
Q Inspire servant leadership. Servant leadership is defined as a
style in which the leader considers himself a servant and a
support to other employees. Under this concept, the role of
the leader is to serve all employees so they can perform
their jobs and fulfill their responsibilities.

WHERE RESPONSIBILITY LIES

Some of the responsibility for all the issues we've described lies
with the employee relations specialist, usually a concentration
within the human resources function. However, to really be
effective, the policies and practices that enable a company to
become an employer of choice are strongly influenced by the
senior leaders.
Becoming an employer of choice is a team effort. It may be
instigated and managed by employee relations practitioners, but
must be driven by the employer's top executives.
A formal recognition program has been established to enable
employers to earn the official designation of "Employer of
Choice^"^." Details are available at www.employerof choice.com.•

78 Summer 2001 Empioyment Reiations Today