Employee Engagement At Dell
Many studies have often linked a company’s profitability to employee productivity, and thus to morale. The outcomes tend to show that employees who are happy with their jobs and employers, perform better, resulting in higher productivity and profitability. In 2001, after a mass layoff occurred, an employee survey was taken. Staggering results indicated that half of the company’s employees would leave if given the opportunity, which forced Michael Dell to examine how he related to his employees (Burrows & Park, 2003, p. 76). Dell’s quick-fix solution was an honest self-critique, and a vow to worker harder to build a better relationship with his team. From this period on, Michael went against his innate introverted personality to secure the loyalty of his employees. It became obvious to him that financial motivation was not enough.
Michael Dell later created a culture in which the company’s employees were given clear expectations for their jobs, as well as given the opportunity to learn and grow. Extra effort was made to ensure the Dell’s employees felt that their opinions counted. In fact, his employees were encouraged to be direct, even if it meant challenging their bosses. Employees were also encouraged to celebrate, but only long enough to briefly acknowledge success. They were also expected to hold themselves accountable for their assigned goals. Dell employee’s were also encouraged to work as a team, and think fearlessly and out-of the-box. Michael stressed to his employees that innovation is about taking risks, and learning from failure (Inspiring Innovation, 2002, p. 39).
Some of the things that Dell did to improve employee morale included:
• Giving the employees more feedback
• Giving the employees an opportunity to participate more in the decision-making
• Being more honest and open with lower level employees (Strategic Direction, 2004, p. 6).
• Giving the employees more flexibility in their work schedules and locations (Shatz, 2004, p. E1)....
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