Building a Strong Culture Through Employee Motivation By Kathleen Obenschain Understandably, with profit margins, labor demands and customer service expectations to juggle, it often seems hard for companies to add the task of motivating, training and retaining employees into the mix. However, this responsibility is of paramount importance to a business, as it is the most important factor in accomplishing the other objectives. It's not surprising, then, that a majority of the green industry's most successful firms excel in the area of employee motivation and retention. Recently, Ruppert Landscape Company of Ashton, Maryland gained recognition as a national finalist in a renown Best Businesses Practices program for its employee motivation, training and retention efforts. For Ruppert, strong employee development starts with a company mission that includes a commitment to providing opportunities for employees to reach both professional and personal goals; from there it's integrated into the company's values and corporate culture. Everyone believes in this philosophy, practices it and communicates it. Management has been quick to attribute success to the people in the company-- at all levels. This approach is not only humble, it's honest and encouraging to employees. Other strategies Ruppert employs include: ?????Share information. Hold regular meetings - staff and branch meetings and safety, financial, training and committee meetings. Develop an employee newsletter, distribute financial reports on the company's performance and post appropriate charts, memos, press clippings, etc. on all bulletin boards. ?????Promote from within whenever possible. ?????Offer recognition such as employee awards programs and contests, and provide special events (picnics, group attendance to sporting events, Christmas parties, and the like) that show appreciation. ?????Hold two-way evaluations whereby employees can participate in the performance review process. Allow employees to evaluate their supervisors as well. ?????Create accountability by holding each manager and crew responsible for the success or failure of their branch, department or jobsite. Empower employees to take action on their own (providing them with the guidance and encouragement to do so). Furnish manuals, values booklets and other materials as reference tools. ?????Provide employees with a stable, safe working environment and benefits such as profit sharing/401(k) programs, paid uniforms, bonuses, competitive pay and employee assistance programs. ?????Make training a priority. Provide in-house training opportunities on a variety of subjects. Ruppert has a unique certification program with over forty topics; employees undergo an intense orientation period beginning on their first day of hire. Encourage individual growth and development through cross-training, industry certification assistance, regular seminars, continuing education, language training, etc. ?????Encourage employee feedback. Develop committees or programs which focus on organizational improvement and hold company-wide "chat sessions" with employees and executives to promote discussion. Send out periodic questionnaires or surveys; share the results. ?????Decrease hierarchies; operate the business on a first name basis. ?????Get to know employees. Go to lunch with employees and spend time together outside of the office to find out what their interests are. Develop programs such as "breakfast with the president" to encourage interaction between employees and management. Inquire about an employees' goals and determine what motivates them. ?????Promote teamwork and be creative about ways to build employee morale. Worth noting, many of the above practices do not require any financial output. And, of the ones that do (through expenses for parties/functions, downtime associated with meetings/events, or costs related to training/education) the dividends of increased employee satisfaction, reduced turnover, a more technically proficient workforce and a stronger company culture, far exceed the investments. LASN