Happy Ground Hog Day to all my United States subscribers…
Earlier this week a new casino set to open in Atlantic City, New Jersey announced it will set “term limits’ for its front line employees.
Term limits and a re-application policy for frontline employees?
That is certainly one way to create a workforce.
I don’t believe its the way to create an engaged, motivated, creative workforce with a desire to go above and beyond for customer service, in one of the highest touch service industries. What do you think?
The operators of the Revel casino with policy do not seem to understand the real driver of high-performance work environment is trust.
Although trust is always a two-way street, it has to start somewhere. And, in this case it has to start with the employer. You have to first give trust to get trust. This is true with intimate personal relationships and the relationship between an employee and their employer.
The original story, which I heard on National Public Radio on Monday morning, said representatives of the company were not available for comment or an interview for the story. That tells me they may not be all that proud of their approach and really not sure how best to position it, although the statement they provided said the policy will help it, “attract the most highly professional people who are inspired by a highly competitive work environment.”
The key word in that quote is “attract.”
In 2005 Sirota Survey Intelligence research reported that employee morale declined significantly in the first six months after hiring date in 85% of Fortune 1000 companies. With the downturn in the economy and its subsequent workforce reductions, that figure most likely hasn’t improved any, I’m assuming.
I see this strategy making for lazy organizational leadership as it may provide a false sense of security and unrealistic expectations for company leaders. Thus, leaders or managers may not feel the need to communicate to motivate feeling that “job security” should be the motivating factor, a very short-sighted approach that will create a “compliance culture” through “command control” leadership.
If the people at Revel read this I recommend they review my Employee Motivation Equation and look for ways to apply it to their new policy. It may help some but not as much as it would if the re-application policy rescinded.
But, that’s just my two cents. I’m sure they have high priced human resource consultants and attorneys advising them on this approach.
I’d love to hear others thoughts on this article, please leave a comment and let us know what you think?