5 Ways to Increase Employee Involvement in Continuous Improvement Programme

Publish on: 28 Sep 2016

Here are a few suggestions to get the buy-in from employees:

1)       Management Involvement – The workforce needs to see, that management is not ONLY involved, BUT committed to the initiative. The culture of “learning by doing” should be set as an example by the management to ensure positive results.  The managers should remain engaged thereafter, and even reinforce their commitment and truly participate in the process to motivate the employees.

2)       Positive Feedback – If feedback from management is always negative, the workforce will begin to perceive the programme as just another way for management to monitor them, under the pretext of a ‘new project’. Management needs to consciously provide positive feedback as well and recognise good performance. Open door policy should be encouraged and adopted in organisations.

3)       Employee Suggestion Programme –It is imperative that any type of suggestion, feedback or ideas received is followed up on. Immediate feedback to the employee who submitted a suggestion should be given, for example it can be by the Team leader, Supervisor or a Productivity Champion.  Employee suggestions forms can be distributed to record improvements. If a suggestion is not considered, it is important also to communicate back to the employee why it is not being implemented. This is the only way for an employee to learn what suggestions may or may not work.

4)       Communicate the “End Goal” and celebrate QUICK Wins – In many cases employees do not understand the end goal. It is important for the management to get all the employees on board when there is a change program. Efforts should be recognised and positive results should be rewarded and everyone should celebrate. If the management’s vision is clear and shared, employees will definitely aim for good results.

 5)      Performance Based Economic Incentives – Opinions vary on this, however, the biggest motivator for involvement in these programs, is the ability to improve their income and quality of living. Some find that providing economic incentives sends the wrong message because employees should offer high levels of effort and commitment simply because that is the expectation of the job. There are certainly employees with this mentality, which regardless of an economic incentive, are generally very productive because of their own intrinsic motivation. But not everyone is the same, and creating a systematic way of rewarding performance can bring tremendous value. When you reward employees this way, you are not just reinforcing their behaviour, but you are also creating a role model for under-performing employees to follow.

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