Melina Murray

It is lunchtime at the SHRM conference and as I walk around, I am astounded by the number of people eating alone, not talking to anyone. I took a quick tour from outside all the way back to the very top/back to see if it was just some people. Nope. It holds true all the way through. I would say about 70% of those in the hallways, rest areas (sofas/chairs), outside, and in any public space are enjoying (or not) alone time. Not reading, not working, just eating. Those at tables were in groups, talking, enjoying themselves.

Does a table make it easier to talk to strangers? Are people afraid to sit together on the floor? Is there a perception that networking is only on the floor or during sessions? Is everyone already exhausted from the morning? Or is this group generally not very comfortable interacting with strangers? I wonder.

Both Saturday and Sunday, I had the pleasure of volunteering at the 2008 SHRM conference here in Chicago. Today I will be a “regular” attendee.

I have to say, the volunteer program with SHRM is fantastic. While the days were long, my co-volunteers (and SHRM staff) were incredibly friendly, thankful, open, giving, and more. It has been a very worthwhile trade.

The conference itself is generally well laid out, for a maze like McCormick Place. The signage is well placed, easy to read, and volunteer staff are everywhere to answer questions.

Yesterday afternoon’s opening session was packed with attendees. As part of my volunteering, I made sure people didn’t run into a huge fire hydrant. The facilities manager was worried about all the people who would run in when seating opened. I laughed and thought there was no way people would be running down the isles to grab a seat for Sidney Poitier. I was wrong. The first wave of people really did run down the isle! Or at least run/walked when warned. Quite a funny sight.

As the general session opened, Sue Meisinger spoke for a while, but the reason most people were there was for Sidney Poitier. I, too, was looking forward to hearing his message. As he came on stage and began speaking, I thought “he certainly has a presence”. However, as the talk went on, I realized I already knew everything he was talking about. Mr. Poitier basically gave the audience a synopsis of his book, which I had read. It was a bit disappointing.

The rest of the evening went rather well. Food and drinks were offered as the exhibition hall opened. While I didn’t walk the floor, I did watch people stream out of the hall, exhausted, clutching their giveaways from vendors. The Monster booth seems to be a carnival. So much purple.

The best thing so far about the conference are the wonderful people I have met. Between SHRM staff, volunteers and attendees, there are some fascinating people. I look forward to meeting more today!

Stanford Hospital asked their employees for ways to save money, and the employees responded. Asking for help from those on the front lines saved the hospital millions.  You never know who will have an idea to save (or make) money in your company.  Ask and listen!

Read and watch for more details: Employee Ideas Help Stanford Hospital Save Money

What motivates your employees?  Do you know?  Do you ask?

I often ask friends and acquaintances if they love what they do. Some say yes, some say no, and some look at me like I have 2 heads. Whatever the answer, I ask “why?”.  For those who love what they do, I want to know what makes it great. For those who say no, I want to know why they stay.  Below is a sampling of the responses I get.

• I am get to take on projects that challenge me.
• My company pays well above the industry standard, I make a lot of money.
• I can work remotely.
• My company pays 100% of my health benefits.
• My boss encourages me to think up new projects, suggest improvements.
• I work with an awesome team.
• I can leave early to take care of personal stuff whenever I need to.
• While I tend to work long hours sometimes, the company takes care of meals and has a couch where I can take a nap.  Plus, at the end of a major project, my manager takes us all out to celebrate.
• We have a great training/education program.
• Our company really pays attention to hiring, so I work with a ton of cool people.

As you can see, the responses vary wildly. 

The ones who say “yes” are generally the ones who are able to learn, grow, do “cool things”.  These are the employees who enjoy coming into work each day, contributing and making a difference.

Those who say “no” (but are staying) are generally the ones who are motivated by the finances or benefits. Are these employees engaged?  Perhaps not in the same way as those who say “yes”, but if the work they produce is meeting the needs of the company, then it equals out.  For the short term at least.

 What this all comes down to is knowing what makes a difference to your employees and providing the flexibility, programs and structure to meet their needs.

Sometimes I read an article about a company and think, “Brilliant!! Phenomenal!  Every CEO and HR leader should read this and follow suit!“.Today was one of those days.  Thanks to Twitter, I came across this article from Harvard Business Publishing, Why Zappos Pays Its Employees To Quit- And You Should Too.  It is well worth a read, but can be summed up by the last paragraph: 

Companies don’t engage emotionally with their customers—people do. If you want to create a memorable company, you have to fill your company with memorable people. How are you making sure that you’re filling your organization with the right people? And how much are you willing to pay to find out?