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By Rita Ashley, June 7, 2010 11:25 am

Do you want your employees to be happy or satisfied?

Inc. Magazine posted an article by the founder of Zappos on why he sold to Amazon. The article bears reading for many reasons, but I was struck especially by its emphasis on ‘happy.’ I think that is an error in focus.

The whole idea of an employer making employees happy is presumptuous, in my view. There are too many variables not in the employer’s control. And an individual’s view of their happiness quotient changes, constantly.

As mentioned by both Jeff Bezos, Amazon founder and Tony Hsieh, Zappos founder, rarely do people know what will make them ‘happy.’ Happy may be an allusive goal, some folks have it, others don’t.  Happy isn’t an achievable outcome.

Control what you can control. Perhaps instead of happy, consider satisfied. (Some research indicates ‘happy’ is something one is born with.) Employee satisfaction can be ascertained, measured and even controlled. Beyond the formal testing/metrics, there is much you can learn just by being observant.

A few indicators to track employee satisfaction:

• Is there employee-traced vandalism?
• Is turnover high?
• Are people working productively?
• Do they volunteer for extra hours?
• Do they volunteer new ideas?
• Do they attend company sponsored events?
• Do they pick up after themselves?
• Do they refer their friends?
• Is there excessive absenteeism?
• What do employees say on exit interviews? Are they angry?

A coach’s view. I can share what is absolutely true and measurable. The reason most people leave their employer/job is they don’t feel appreciated. The corollary is also true. Many people accept jobs or stay in jobs where they are underpaid or perks missing because they know they can make a noticeable contribution will be appreciated, acknowledged and celebrated.

Continue reading 'Employee retention – Why employees stay'»

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By Rita Ashley, May 20, 2010 12:44 pm

The price seems high the rewards, intangible; the value, great. So difficult to make that decision to hire a coach. Last night, I reviewed the statistics for a few of my recent job search coaching clients. Here’s what I found.

Client 1: Granted interviews with every company (10+) to whom he was introduced. Was told his resume was impressive and organized. Of seven options, it was he who declined to go forward with six companies, not the prospective employer. Once he decided on the two companies where he’d most like to work, received offers from both. Negotiations improved the offer of his choice. Continue reading 'More proof coaching works'»

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By Rita Ashley, May 9, 2010 5:15 pm

Jump from Director to Vice President

The biggest leap you will make in your career is from Director to Vice President. The jump from Director to Vice President is so difficult because a Vice President is commonly an officer of the company with implied legal liability.

The Board and “C” level employees are certain to vet a prospective Vice President very carefully because it is extremely costly to remove a VP once in place. Firing a Vice President creates bad publicity and can affect the stock price, not to mention the disruption of running the business.

1. The clearest path to jump to a VP level job is to be promoted. More commonly, currently in place Directors are promoted to Vice President because they have proven they can stand up to the challenge and the scrutiny of the Board. They have proven themselves in a manner no outside candidate can. Even if you are not especially interested in a longer career with your current employer, a promotion is your clearest path to VP. Take steps to make that happen possibly using a Coach. Once you have achieved VP status, you will be seen as a VP candidate generally. The key to promotion for a technology executive for any position, is to be seen as a business person who understands technology. Continue reading 'How to get promoted from director to vice president'»