The document provides tips for managers to create loyal employees. It recommends personally welcoming new employees, including them in meetings, and maintaining regular contact. Managers should create a good chemistry with subordinates by showing care and concern, setting reasonable goals, and explaining decisions. The right culture must be built by exhibiting high-level thinking, giving praise and criticism constructively, and empowering employees. Managers must avoid becoming too controlling or isolated and instead address issues openly and support employees.

1. CREATING AND
MOTIVATING LOYAL
EMPLOYEES
Dr.E. J.Sarma
Global Head HCM
Saama Technologies inc
USA
14 July 2012

2. dr.sarma/hcm/july/2012
What is this about
• This presentation is about experienced
based ideas for
• Being the boss, manager leader who will be
loved, admired and respected
• these are plain and simple ideas anyone
can follow
• Especially HR can take this up and make it
training topic

3. dr.sarma/hcm/july/2012
Hitting the road and running
• Every new employee needs time to align.
Welcome personally and introduce to all
team members-. If left to fend for
themselves, the chances are that, it will be
long before the new comer tunes in.
• Include in meetings: the best way to new
employee demonstrate the credibility is to
get them in department meetings
• Maintain very regular contact: it is always
good to keep checking if things are going
alright

4. dr.sarma/hcm/july/2012
Good chemistry
• Create the desire: Boss
subordinate chemistry is very
critical. You can be demanding but
if you show that care and concern
even the worst moments can pass
easily.
• Set reasonable performance
expectations. Over reaching goals
are possible if you start with
reasonable targets and slowly up
the bar
• Always show big picture and why of
any decisions . you need cathedral
builders and not everyone to be
brick layers

5. dr.sarma/hcm/july/2012
Culture is about Creating the right
conditions conducive to performance
• Upscale thinking and upbeat
image- when you exhibit high level
thinking people have upbeat image
• Self image counts- self image ,
esteem must exist, but not too
much
• Correction or criticism- always
weigh about giving advice, the style
of delivering message
• Positive or negative stroke-pat on
the back or kick in the ass-?

6. dr.sarma/hcm/july/2012
Approachability
• Standoffish or intimidating-
confrontations need not
become stand off
• Work style changes-
sometimes it worth while to
change routine. Challenge
the status quo
• Open door policy- be
available when people have
to approach

7. dr.sarma/hcm/july/2012
Empowering people
Setting example-become role model ;without that respect cannot be gained
Speak clearly, listen closely
Avoid apologies
Being visible
Are you scared of being replaced
Scared of sharing knowledge, responsibility
Gandhi said, "A 'No' uttered from the deepest conviction is better than a
'Yes' merely uttered to please, or worse, to avoid trouble."
A manager would try to please in order to diffuse a situation.
A leader will not worry about creating a situation.

8. dr.sarma/hcm/july/2012
Providing direction and discipline
• Solid managers give solid
answers
• Weigh consequences
• You may need your boss or
peer support
• Saying yes right away could
make you seem easy going
• Outright no?
• Could you also be vague

9. dr.sarma/hcm/july/2012
Toying with your position power
Magnified authority by actions
Not by words
Silly humor or sarcasm
Seriousness of purpose- let people
know when it is serious
Assistants turn them to agents

10. dr.sarma/hcm/july/2012
Control how much?
• Get more Data– for what?
More data means more
confusion.
The trick is in getting right
information
• Intervention is always not
necessary

11. dr.sarma/hcm/july/2012
Removing obstacles
Too tight or lose- as you go up the tendency to manage
everything becomes very natural . You could be micro
managing that chocks.
Support or applause-the power of timely recognition is
rarely used .but try and you will be better off in creating
loyalty
Bail those in trouble- it is easy to punish. As leader when
something goes wrong you are the one responsible
Ask right question- I always asked can you do better
three times ? That brought the best in people

12. Dr.Sarma/hcm/July/2012
The trap
•Not learning •Know-it-al
quickly syndrome
Keeping
Isolation existing
team
Captured
by wrong
people
•Taking on too • Successor
much syndrome

13. Dr.Sarma/hcm/July/2012
Stepping up and down
Stepping forward: get on a better footing with your
boss--whether backing you on your decisions, or making
a point on his decisions be sure to do in person. No
mails, no phone calls
Encourage people to come to you- when people realize
you can make positive influence on the decisions and
you are willing to listen they will come to you

14. Dr.Sarma/hcm/july/2012
white elephants- challenge them
People often get into their
comfort zone .unless
challenged they see every
thing as their right
Relations ships are not static.
Hence do not think there is
lasting loyalty .

15. dr.sarma/hcm/july/2012
Handling dissentions
• Symptoms
1. Team members not talking to
each other
2. Hostility
3. Everything is seen as
additional work
4. People hold key information
back
Intervention is absolutely
necessary

16. dr.sarma/hcm/july/2012
Final words
• Being manager is difficult, but being effective boss is more
difficult
• Even if you were star performer . You need special efforts
to be star manager
• Motivating people is rather difficult art but can be
perfected
• Loyalty comes when start seeing value in you

17. dr.sarma/hcm/july/2012