What's Your Job?
People can only do their best when they know what their job is. Many don't.

In 1999 the Gallup Company published a 12-question survey they have used with great results with thousands of employees in many corporations. The first two questions are pretty basic. They are:

1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your work properly?

Gallup's survey results show that most people don't answer "Yes." This confirms my own experience. Employees have a general sense of what to do to get a paycheck, e.g.

• If you're in accounting your numbers should balance.
• If you're in the shipping department you should clear the dock by the end of the day.
• If you're a bank teller, when the customer comes to the counter, you smile and say, "How can I help you?"

But for too many employees, beyond that it's pretty much up for grabs:

• The boss doesn't clearly describe the job expectations and update them regularly.
• The employee doesn't know how their job fits into the big picture. (I once asked a production line employee what happened to the completed parts she placed on a moving belt that angled up to the next floor. She didn't know. She had worked that job 15 years. Do you think that's unusual?)
• The employee doesn't have the necessary information to make decisions without asking the boss for help. For example, while every employee knows that efficiency is the name of the game, few employees understand enough about the financials so they can be more efficient. When management fills that financial information gap—in a way that the employee can actually hear it (and they alone know what that means, and when it has happened)—they immediately behave more efficiently.

Employees "Hierarchy of Needs"

The basic and often unanswered question, "What is your job?" reminds me of Abraham Maslow's "Hierarchy of Needs". Maslow was a pioneer of modern psychology. In a groundbreaking 1954 book he showed that a person can move on to the next stage in their development or maturing only when their needs have been at their current stage. He called this a "Hierarchy of Needs" because it shows what needs we must satisfy before we can move up. The levels are:

1. Physiological Needs—food, shelter, sleep, etc.
      On the job—regular paycheck, know what your job is.
2. Safety Needs—psychological security and safety.
      On the job—non-threatening and physically safe workplace.
3. Belonging Needs—love, camaraderie.
      On the job—teamwork, cooperation, and a friendly workplace.
4. Esteem Needs—competency and recognition.
      On the job—doing what you are good at and being recognized for it.
5. Self-Actualization—living to your potential.
      On the job—creativity, responsibility, stepping forward.

For example, you can't expect cooperation and teamwork (#3), if a person fears for their job (#2). Before an employee acts responsibly and creatively (#5), they must meet their lower needs (#1-4).

Why Performance Improvement Programs Often Fail

Conversely, employee recognition or responsibility programs will be ineffective, if the employee is afraid for their job, or finds their workplace hostile. I have seen companies pour millions of dollars into programs to engage employees in improving productivity, quality, or customer service, only to have the program disappear in a few years with little to show but disillusionment. These companies aimed at level #5, not noticing that employee's lower level needs had not been met. The step to level #5 was too big.

Here is another example. I attended a company-wide sensitivity class, required as part settlement to a sexual harassment suit. In one class a 300-pound tough-looking mechanic raised his hand and asked, "You're talking about sexual harassment. What I want to talk about is harassment." After some prompting he explained that he felt harassed by management. According to Maslow, this mechanic could not be a full team player (#3), perform competently (#4), or creatively tackle new problems (#5). He was blocked at #2. No wonder this Fortune 50 Company, while constantly urging employees to work more efficiently, saw few results. They were starting at the wrong level.

Use Maslow to Improve Performance

If you are manager, and wonder and if you're employees can take on more responsibility, you might informally ask these "Hierarchy" questions. People's answers will tell you just how ready they are to step up, and what levels you should work on to set the proper stage.

1. Do you have some questions about your job? Are there any tools you need to help you work better?
2. What could we do to make it safer around here either physically or otherwise?
3. Do you have any thoughts on how to make it more friendly here, or problems we might tackle together as a team?
4. Are there any jobs here that you particularly like to do? When was the last time someone thanked you for doing a good job?
5. Do you have any ideas for improvements here that you might like to work on?

You don't need a sophisticated survey instrument to get your answers. You can ask any of these questions informally, on the production floor, walking around the office, or over coffee. They could easily form part of a Cultural Interview program, http://www.companyculture.com/change/interview.htm.

Whatever you do, don't assume that people know what their jobs are. The evidence is in. Chances are they don't. And don't assume people can step up to the plate and take on more responsibility. First, check out your company's Maslow's hierarchy.