Page 17 - MetalForming February 2014

Human Capital
be able to answer the question, “Why are we taking this action? What’s the point?” For example, if our task is to clean a table we must know for what purpose the table will be used. Is it a table to clean fish or to perform open-heart surgery? The purpose will determine the method used to complete the task.
Secondly, we must receive immediate (or as close to immediate as possible) and frequent feedback from our tasks. Without immediate and frequent feedback, we will lose motivation. The delay between action and information must be as short as possible to optimize engagement and minimize frustration.
Finally, we must see progress toward achieving our aim. Without progress frustration will emerge, and frustration will damage engagement. The combination of taking action toward a clear compelling purpose, receiving feedback and seeing credible progress will create the experience of advancement.
The experience employees have with anxiety, autonomy and advancement generates powerful employee engagement. The “A’s” create a recipe for success and will help executives to achieve the organization results they seek. All three ele- ments work as a system. They must all be present. Too often leaders leave out one or more of these “A’s.” When they do engagement and results suffer. MF
#iMake
AP&T Automates
New and Used Presses
Stand Alone Presses Tandem Lines
Transfer Presses Versatility
– Destacking Blanks or Coil – Loading/Unloading
– Front/Rear Transfer – Traditional Side
windows Transfer
After
13:54
Before
WiM) encourages the engagement of women who have chosen a career in the
manufacturing industry. JOIN today and share with us what you make, engage in the conversation and listen to what members are saying!
A FAMILY OF PERFORMERS SINCE 1946
Women in Manufacturing (W
W
W
If your budget won’t allow new
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