Workplace

You’ve decided to change jobs. You have a new position in another company, and you must now break the news to your boss. Typically you’ll say you have an opportunity for advancement, you’re moving into a different field, or any number of other vague reasons. But is this the truth? Well, it probably is – up to a point.

But if you have a different, more personal reason for leaving, you probably won't tell your current boss exactly what it is, especially if telling the truth would appear to criticize him or her.

The place where the truth is more likely to surface is in the exit interview. After all, the interviewer will be seen as an impartial third party, probably someone from human resources. Take away the dynamic of potential confrontation, and we’re all more likely to say what’s really on our minds, the real reason for leaving the company. That’s why exit interviews are so useful.

So what information do these interviews elicit? One of the most common reasons people give for leaving is that nobody listened to them. This is true at many levels, from support staff to mid-level management and even above.

When you feel you are not being listened to, you’re likely to feel devalued. If you are conscientious in doing your job, you’ll probably see opportunities for improvement all around you. While working repeatedly with a process, you may well realize there is a better way. There usually is. In the best circumstances, everyone is constantly looking for opportunities to improve, and the company is open to trying them. Done well, this results in the well- known management practice known as continuous improvement.

Unfortunately, too many suggestions fall on deaf ears, which results in high frustration levels. If I offered three suggestions over the course of six months, and not only were they not implemented but I never received any response from my manager, I may well deduce that my suggestions were not heard, my ideas not received, and my contribution not valued.

Pay attention to discussions at departmental meetings. Is there one person whose views are routinely brushed aside? Perhaps it’s someone with a soft voice and an understated manner. The manager probably doesn’t intentionally dismiss such a person, but it can easily happen.

It’s a proven fact that in the workforce today, people want to feel they are making a contribution. They want to feel valued. So is it any wonder they respond to a perceived lack of respect by moving on?

Why is this a Hidden Profit Center? Replacing employees is an expensive proposition, and it gets more expensive the higher up the person is in the organization. Every time someone leaves because he or she feels nobody listened, that employee’s replacement cost is a drain on the company. If we build a culture of valuing people—of just listening—the results will be worthwhile in both human and financial terms.

Author of two books and several audio and video programs, Toronto-based Helen Wilkie is a professional speaker, workshop leader and consultant in profitable communication. Contact her at hwilkie @mhwcom.com.

Don’t wing it or find yourself unprepared when it comes to interviews with the media. When you are not ready for the interview chances are greater of your possibly being misquoted or having quotes taken out of context. Here are some important lessons to make sure you are ready for the interview as presented by Michael Maynard, public relations manager for Graham Communications:

1. Before answering questions, ask your own. You should know why you are being interviewed. What is the purpose of the interview? What types of questions will be asked? You may find that you’re not the right person to answer the questions or the reporter’s tone is so hostile and slanted that it’s better to not be included in such a piece.

2. Don’t respond immediately. For those who are unaccustomed to speaking with reporters, there are two immediate impulses: flattery or fear. Either one is dangerous. For those flattered to be asked a question, the response is usually a long-winded answer that probably doesn’t address the question and may delve into areas that are best left unsaid. For those in fear, they may answer a question quickly just to get off the telephone. The best response is a delayed response. Think about what points you want to get across before you speak. Ask when it would be a good time to call back.

3. Prepare a “cheat sheet.” Have your major points written out so that you can refer to them during the interview. Don’t write out a word-for-word speech. Because you’re being asked questions, you may be addressing different subjects throughout the interview.

4. Know your facts. If you’re using facts, such as statistics, to back up some of your points, make sure they are checked out first. If you’re talking about other people within the organization, make sure you let them know.

5. Know the medium. If this is to be an on-camera interview, look your best. Try to schedule the interview so that it’s at a convenient time for you. If you look and sound tired, rushed, or distracted, this will be magnified on television or radio. For television, make sure you are dressed appropriately for the situation.

6. Be helpful. Most reporters won’t let you see or read the story before it appears in print or is broadcast. However, you can tell them, in a friendly way, that you would be glad to review any points of the story that may be confusing. Especially on complicated stories, reporters may be willing to discuss parts of a story with you to be sure that the facts are correct.

A tough economy may have left you with a miniscule—or non-existent—budget, but you can still effectively reward employees. An article in Potentials magazine’s “Weekly Perk” e-newsletter suggested these three tips for recognizing staff even when motivational funds are scarce:

1. Load Up On Recognition
In spite of little or no incentive budget, there are still ways to reward employees. Public praise is always free and more important than ever when employees are more prone to demoralization from the bad market.

2. Don’t Make Excuses
Don’t say, “Because I don’t have money, I’m doing this for you.” That only belittles the reward’s value. Instead say, “I’m giving you the day off because you’ve worked hard.”

3. Cheap And Easy
Days off, movies and even bowling are inexpensive rewards that boost morale and foster group camaraderie. One manager printed certificates from the office computer that allowed staff to come in two hours late, take a long lunch hour or leave early on a day of their choice. They cost nothing but boosted morale and productivity substantially.