Want committed employees? Learn to trust them

I have an American friend who recently joined a Chinese PR firm. When I asked him how it was going he mentioned that the experience was ‘totally different’ to working for a PR company in the west. Although this is expected, he went on to talk about swipe cards that recorded his times of entry into the office and how the company would fine him half a day’s salary if his swipe card indicated he was just one minute late. This, along with being allocated new tasks as late as 8pm to finish ‘as soon as possible’, ultimately led him to feel dissatisfied with the company and resulted in a complete lack of interest in how the company operated.

Managers of Chinese companies frequently ask me why many of their employees show such a lack of commitment to their companies’ operations. Employees change jobs like they’re going out of season and show little, if any, interest to the company’s wellbeing. The truth is, poor management breeds generations of poor employees who feel disillusioned by the lack of independence they receive from their managers.

No employee feels empowered if they are treated like a junior school student and very few employees will feel more committed to a company if they are fined because they have a morning dental appointment or their trusty alarm failed to wake them up on time.

Towards Trust
Trust is the foundation of any human relationship yet for some reason many people seem to assume that, because employees are paid, trust is not essential in the employee/employer relationship.

The swipe cards are an ideal example of how many Chinese employers fail to trust their employees and give them the independence and space to feel valued by their company.

The horrible truth is, and I hate to be blunt, if you don’t trust your employees in China, they really shouldn’t be working for you. If you genuinely worry that your employees will not be more committed if you unblock social networking sites or scrap swipe card systems, do you really think that these are the best people suited to work for your company? Most people in the world are good, decent and trustworthy. Managers need to trust their instincts: identify the employees they can trust and make other plans for the ones they can’t.

In general, untrusting management results in untrusting employees, trusting management results in trusting employees.

Creating a Results-Oriented Workplace
Many companies in China measure their employees’ performance by how many hours they spend in the office. This may, from the outside, seem like a good way to keep people working but it doesn’t work. Some of my friends who have forced working hours in office jobs seem to spend the vast majority of their time on MSN or finding the latest fad to buy on Taobao. There is nothing enrolling about being cooped-up in an office and forced to sit in front of a computer against one’s will.

If you are one of those companies that order lunch packs in for their employees instead of giving them a much needed break, they, unlike employees who are given flexibility, end the day exhausted with little energy.

Companies in China need to shift their perspectives and focus on the output achieved by employees instead of measuring performance by looking at the number of hours spent in an office. This requires good management and the implementation of strong systems that measure the quantity and the quality of output from employees.

It’s simple. Trust your employees, give them freedom and measure them by what they achieve and not by how long they stare at their computers. The result will surprise you.

James Hudson is a corporate trainer at Yaxley Education.  Based in Beijing, Yaxley Education specialises in soft-skills and English language training.  For more information visit http://www.yaxley.cn

The 'N' Word

One of the greatest frustrations for many foreigners when they begin working in China is the inability for many people to say one simple word: no. Saying the ‘n’ word sounds easy, but it is actually, for the vast majority of us, incredibly difficult. Whether one does not have the ability to do something or does not have the time, learning how to politely refuse a task is an essential tool that can both improve productivity and maximise time.  

Teaching your staff and the people around you to say ‘no’ can be hard - especially when we are, after all, in China and saying ‘no’ can sometimes be regarded as impolite in Chinese culture. How can one balance these cultural sensitivities with the need for direct and honest answers?

Why is Saying ‘No’ so Difficult?
The inability to politely refuse a task is by no means exclusively a Chinese problem. How many times in the last month, for example, have you taken on a task or a project that you were either unable to do well or did not have the time to do? Perhaps you felt obliged when a colleague asked you for a favour? Or maybe you felt pressured when someone senior needed something done?

On the flip-side – do you, as a manager, make requests or delegate tasks without being fully aware of the employees work-load, schedule and resources?

Many employees see all the work that is delegated to them as essential – and in many cases feel that they have no choice but to accept it and get on with it. However, a key priority for any manager is to know that their employees are working to maximise their time – a key to any company’s productivity. If an employee takes on a task that then prevents them from working on something of a much higher value to the company, this may not be the most effective use of their time – particularly when the task in hand could be completed by someone else who is possibly even more willing.

In Chinese culture, saying ‘no’ is often regarded as impolite. Even when some Chinese people say no, they will often respond with indecisive answers like ‘you keneng’ (maybe), a slight nod of the head or ‘bufang biande’ (it’s inconvenient). The purpose of this cultural conditioning is to maintain harmony and avoid any response that may be considered upsetting. Unfortunately, in the west, ‘it’s inconvenient’ or ‘maybe’ can often mean ‘yes’.

In addition to this, in China a common way of saying ‘no’ is to raise objections. This can lead to confusion. A western colleague who proposes a project and hears objections might respond with, they think, reasonable solutions. At the end of a conversation the Westerner might think that the Chinese person is agreeing to take something on, as they have raised no further objections. Likewise, the Chinese may feel that they have made their objections clear and consider the matter closed. This type of miscommunication can quite clearly lead to problems. A clear approach to communication is therefore essential.

Getting to ‘No’
We all want to get to ‘yes’, but the truth is, getting to a clear and decisive ‘no’ can be equally valuable. Here are some useful tips for managers and employees when dealing with the issue of ‘no’:

As a manager:

1. Be aware of your employees’ workload. It is all very well to ask them to do something but if they really have got a lot going on then you could be putting them in an impossible position. Take the time to be aware – your employees will thank you for it.
2. Encourage your employees to look at how they use their time. Is their time being used in an effective way that maximises your company’s resources? Do they plan their workload? Are they clear about their goals and objectives or do you just expect them to get on with everything and tell you when it is done? Good managers should take the time to get regular updates on big and small projects alike, so they are clearly aware of who’s doing what.
3. Why are some employees staying later than others? Are they managing their time effectively? Are they taking on their colleagues’ tasks out of politeness? Identify the scapegoats and the bandits.
4. Identify your employees’ key strengths and weaknesses through means such as aptitude testing. This will ensure all tasks are delegated to the person best suited for the job so employees will not have to say ‘no’ in the first place.
5. Create an environment where saying ‘no’ is not seen as failure of any kind – and doesn’t mean people are not capable of doing their jobs. Many people feel inadequate if they refuse to do something.

As an employee:

1. Know your own goals and priorities – it’s easier to legitimately say ‘no’ to something when you know what’s going on. A clear plan of your goals, objectives and priorities will give you the ammunition to stand up and politely decline to do something.
2. ‘If a thing is worth doing, it is worth doing well’. Be honest and direct – this will benefit both you and the person delegating the task to you. If you commit to doing something that is outside your ability or which you simply don’t have time for and then deliver something which you both think is sub-standard, both parties will be disappointed. Be upfront and direct and admit that you don’t feel you can fulfill the request to the best of your abilities. A good manager should accept this and respect you for it.
3. If it is something you are really interested in doing, but still feel that your other projects are taking all your time, suggest dropping another project to make room for it, or that your current project is passed on to someone else in the team. This will also help clarify the urgency of the new project.
4. Remember – you are saying no to the proposition and not the person. Saying ‘no’ should not be personal and should not be seen as such.

Training Services in China: A Long Way to Go

Training is undoubtedly an invaluable and necessary tool for staff development, but just how satisfied are buyers of training services in China?

Training in China is a relatively new industry.  Over the past 20 years, major city centres like Beijing and Shanghai have seen massive developments in the training industry.  The industry has become increasingly regulated and competitive but at the same time demand for training has increased dramatically over the past few years.

The UI China Training Report reveals that despite increasing competition and regulation in the training industry, a mere 3% of buyers feel that current training providers suit the needs of their company.   Although only 2% of buyers stated they felt dissatisfied with current training providers, a massive 94% felt only moderately satisfied with training they have undertaken.

These figures reflect the massive gap between buyer perceptions and the actual results of the training delivered.  Training providers need to concentrate on marketing what they can actually deliver instead of simply marketing what sells.  The lack of customer satisfaction reflects the need for constant improvement in the training industry.

How to use training as a staff retention tool

In western countries, many companies already see that offering comprehensive training programmes to their staff is an effective way of retaining their employees. In China, however, where staff retention is such a major issue, many companies attempt to keep staff by throwing more money at them when, in many cases, competitors match these packages, thereby creating only a short-term solution.

The added value in using training and development is proven and clear. Training creates an increase in attendance, company loyalty, innovation, skills, and productivity. Ongoing training as part of a general, employee-focused culture - one that values and responds to the needs of the employee - will help to create a strong, loyal workforce, that has no desire to move onto ‘greener pastures’ or the next big thing.

The Issues
Research undertaken in 2007 by Development Dimensions International (DDI) showed that Chinese companies saw a considerable increase in professional and support staff turnover in the years 2006 and 2007.

The employees surveyed cited two main reasons for changing jobs: lack of growth and development opportunities with their current employer and the perception of having better career opportunities elsewhere.

In further research, according to the International Workplace Survey conducted by recruitment specialists Robert Half International in 2007, 73% of employers globally believe training is the best way to boost staff retention.

Bearing in mind that the cost of replacing staff is 25-50% of the employee’s annual salary, it is essential that companies here find a solution to a problem that is only going to become more evident as China continues to develop.

The Solution
It is clear, then, that development opportunities are an important factor in retaining staff.

Recently, we assisted one of China’s leading banks to implement an employee-training programme in the run-up to the Olympics. They took our advice and tailored the training to the needs of the individuals’ own personal and professional goals, whilst tying it into the needs of the organisation as a whole.

In this instance, the company took the option of tying their staff into new contracts. If an employee left the company within two years of completing the training programme, they would be required to pay back either all, or a percentage, of the training cost. Whilst this does seem a hard line to take, it was effective. Employees had no hesitation in participating in the training programme. They felt empowered and saw the training as an excellent opportunity to improve their skills. In combination with a decent remuneration package and results-led bonus schemes, the employees had no reason to jump ship.

Employers must begin to grasp the value of training in this volatile job market. Successful companies that retain their staff will be those who are seen to be offering the best working experience – security, development and personal growth. There are many training options - everything from basic English language skills, through Time Management to tailored Leadership Development programmes for the most promising staff members. At whatever level the employee is at, training will make them feel valued and empowered and see themselves as part of a company that cares about its staff.

Yaxley Education provides tailored training solutions to companies in China looking to achieve more from their employees and prides itself on a deep understanding of its clients’ industry, company and training requirements.

Drew Ross, Managing Director, Yaxley Education