Encourage Employee Accountability

It can lead to success.

Every company's bottom line depends on executives and employees feeling a deep sense of accountability — or responsibility — to their jobs and colleagues. Following are a few ideas on how to nurture this type of connection within your organization, and how to ensure accountability translates into a genuine sense of ownership that extends beyond a paycheck.

Include everyone. Creating a culture of accountability starts at the top. No one is exempt, and each person needs to see those higher up being held to the same — or even more stringent — standards. If you want your employees to develop genuine ownership, fairness matters.

Define success. Employees need to know to what, exactly, you are asking them to be accountable. How do they know when they have succeeded or fallen short? Setting clear standards and goals gives them something to target. If you want to be especially bold, include your customers on these success markers. They'll be sure to let you and your employees know when you're falling short.

Listen. If you want buy-in from employees, you have to be willing to listen to their advice — and then take it. Often, organizations make decisions without asking those frontline workers who probably know their customers best. Provide formal channels for employee feedback and implementation, and be sure to communicate your actions back down the chain.

Measure. How do you know if employees are actually being accountable to what is expected of them, and how do they know? Don't leave this determination up to purely objective criteria. Use a blend of quantitative measurement tools and qualitative input from customers and employees to find a successful balance between productivity and customer satisfaction.

There are a variety of measurement tools, including CRM software, that capture key data and show your strengths and weakness. Managers and employees can use this information to improve processes and behaviors.

On the low-tech side, focus groups or less formal customer feedback programs can provide valuable input on the more difficult to measure, yet critical aspects of accountability such as employee attitude and helpfulness.

Hire good people. Selecting employees who feel empowered instead of burdened by accountability is crucial. However, if you've hired someone who can't or won't get on board, don't be afraid to let go. One negative voice can impact morale and culture company-wide.

Evolve. Establishing this kind of culture never has an end date. For your organization to maintain accountability standards, you must continually re-evaluate and re-tool your processes to make sure you're achieving the right balance and the results you want. Don't assume that what worked last year will still work this year.

Reward. Positive feedback isn't just nice, it reinforces your standards to the entire company. You can do this informally in staff meetings, or through official employee award programs. Social media like Facebook and blogs are also fun, informal ways to get the word out on good deeds.

Holding employees accountable to clear and high standards benefits everyone. When you expect more from your employees, they perform better and feel good about their job. When employees have tools to identify and track their performance, they know exactly where and how to improve, which boosts productivity. All of these factors lead to better interactions and deeper loyalty with your customers — on both the product and service fronts. All of these factors lead to higher sales and profits — and a more successful company — which, as managers and executives, is our ultimate accountability measure.

Burke Plummer is CEO of Qqest, a workforce and workplace solutions company with over 35,000 customers worldwide.
For more information, visit www.qqest.com or call 800-733-8839.

Originally printed in Utah CEO Magazine