Patricia Moody, SPHR, SHRM-SCP, has over 30 years of experience in Human Resources and Business Management.  She is a trusted business advisor and has managed HR and Accounting operations for technology companies, manufacturing operations, automated logistics, and professional service organizations.  She draws on a valuable network of HR Management colleagues from multiple work associations including; Charlotte Area SHRM, the NC Business Group on Health, and the Employers Association.

https://www.linkedin.com/in/patriciamoody


Understanding and articulating, "Why we do what we do” is the starting point to engage both your customers and your employees.  


The Practical Side

  • Start with an HR assessment to determine your strengths and risk exposures.
  • Have a quality, legally compliant Employee Handbook.  It can be general or detailed but what is spelled out should be clear and consistently followed.
  • Regularly review and update existing policies and procedures.  Do they make sense?  Do they accomplish what is important?
  • Avoid unnecessary employee turnover.  There are well-documented costs to employee turnover that start at a minimum of 25% of annual salary depending on the job complexity.  Hang on to your good employees.
  • Avoid bad hires.  Consider skill and personality assessments.  Be sure they are valid and do not discriminate. When you consider the cost of employee turnover, the cost of assessments is minor.
  • Avoid the cost of carrying complacent or unhappy employees.  Every employee's attitude affects every other employee and customer with whom they come into contact.  How do you turn them around?  How do you safely get rid of them if they can't or won't turn around?

The Human Side

  • "Why we do what we do" is the foundation for your business culture.  It is what sets you apart from your competitors and should be a source of pride for your employees.  With a strong and positive work environment, you will be an employer of choice and win the competition for the best employees.
  • A well-defined culture supported by sound policies is a stabilizing force for you and your employees during periods of growth and change.  People have an intrinsic need to belong to something where they can contribute their best and understand exactly how to do that.
  • Provide the best employee benefits your business can afford.
  • "Why we do what we do" should make it easy for you and your managers to live the example of the behavior that you desire of your employees.   
  • You and your managers need to clearly communicate expectations for employees early and often in order to provide accountability for performance and opportunity for praise and recognition for work well done.

The Blend of Both

"I believe in people, and I believe people want to do great work for some purpose.  Whether they are sweeping a floor, managing other people, or designing the latest technological innovations, if we place the right people in situations that challenge their abilities just enough, and help them see why their work is important to, "Why we do what we do”, they will excel and so will our businesses.

As business owners, managers and leaders, if we consistently live by and share the vision of, “Why we do what we do”, we give everyone in the organization a purpose in their work whether it is a career or part-time work for extra cash.  Either way, we want the best performance out of everyone!

Let’s say, Company A pays people, tells them to answer the phone, and be nice to customers... They may have some success.  But if Company B brings its’ people under the “Why we do what we do” umbrella, those people will make better daily decisions, they will ask better questions, they will work to improve their part of the business, and the business success will be greater.  There is no clear ROI on this, it is just common sense.  Company B will beat out Company A every time.  As a matter of fact, Company B will beat its own goals time after time because everyone is pulling in the same direction!”      - Patricia Moody, SPHR, SHRM-SCP