Mainebiz

W W W. M A I N E B I Z . B I Z 13 JA N UA R Y 9 , 2 0 1 7 P eople often ask how my 27-year career in the military infl uences my work in human resources and training in a credit union. Some expect a cari- cature of a hard-knock military offi cer barking out commands to keep people in line. But the reality is my career revealed a truth as valid in business as it is in the military: eff ective leaders create opportunities that motivate and engage members of a team to be successful. As leaders within their companies, HR managers are responsible for myr- iad administrative functions that, while important, should come second to cre- ating a workplace where employees feel they are part of a team and where their contributions are recognized. Moreover, empirical research from Gallup and other authorities continues to support the conclusion that companies with an engaged workforce regularly outper- form their competitors. By incorporating these strategies into your business, HR managers can begin to capitalize on the potential fi nancial and cultural gains of a fully engaged workforce: 1. Know your team: When I joined Maine Savings after nearly 30 years in military service, I spent three weeks on the teller line working side- by-side with frontline employees, where many businesses experience the heaviest turnover. 2. Measure it: In business, success is usually measured in dollars. Assessing employee engagement over time is no less important for HR manag- ers to demonstrate progress and ROI. Key performance indicators include customers' feedback, pro- ductivity, turnover, safety incidents, shrinkage and absenteeism. 3. Tap employees in the recruiting process: Current employees are among your best recruiters. ey already know the demands of the position and, more importantly, they want co-workers who share their core values and work ethic. 4. Provide opportunities for per- sonal growth: Challenging employ- ees to learn new skills or take on new responsibilities can be seen as a vote of confi dence in their place on the team. But there needs to be a balance between challenging employees and overwhelming them. 5. Be honest: Employees respect open and candid communication about their work. Feedback should be transparent yet delivered in a respectful manner. Management should be quick to follow up with constructive ways to address areas for improvement. 6. Offer a competitive benefi ts: Salaries and benefi ts aren't every- thing, but the realities of life cannot be ignored. Health benefi ts have deep meaning to individuals and families. Having a broad array of options and good quality providers will help to prevent employees from feeling under-compensated and looking elsewhere for opportunities. 7. Encourage wellness: Holistic wellness programs can be a valu- able tool for uniting employees who share similar health and fi nancial goals. 8. Assess processes and systems: Processes often fl ow horizontally across divisions, not vertically within a division. is leads to transition points where ineffi cien- cies often lurk. One of the most powerful ways to grow engagement is by removing roadblocks through improved training and technology to create robust workfl ow that can withstand the unpredictability of daily operations. 9. Follow the Golden Rule: Treat others the way they want to be treated. In the military, decisions often must be made without input from all parties involved, but that shouldn't be the case in busi- ness. Management has a duty to gather feedback before making a decision that will impact oth- ers. Including employees in that process will make for smoother implementation. R C is a -year Army veteran, retired brigadier general and Bucksport native. He serves as SVP of human resources, training, IT and facilities at Maine Savings Federal Credit Union in Hampden. He can be reached at @ . Create opportunities that keep employees engaged B Y R O B E R T C A R M I C H A E L H OW TO MDI Biological Laboratory, Salisbury Cove Brewer Community School, Brewer MDOT - Acadia Gateway, Trenton Certified LEED Gold Certified LEED Gold Certified LEED Silver 35 Airport Road Brewer, Maine 04412 (207) 989-7400 Congratulations, Alison! (207) 532-4277 KatahdinTrust.com Alison Gould Commercial Services Officer Katahdin Trust is pleased to promote Alison Gould to Commercial Services Officer. Based in our Houlton branch location, Alison will be responsible for business lending and development in southern Aroostook County. Alison started her career with Katahdin Trust in 1993 as a Commercial Services Assistant, and has also held the position of Commercial Services Specialist. Alison has earned several diplomas and certificates from the Center for Financial Training, including her Commercial Lending Diploma, Bank Operations Diploma, Small Business Banking Certificate and Supervisor Certificate. Alison resides in Hodgdon with her husband Dan and two sons, Cody and Benjamin. Find out how Katahdin Trust can help your business grow!

• Cover