Capitalize on the Power of Suggestion
Urge employees to discuss ideas with their supervisor, but do not mandate it. Emphasize that management could potentially offer valuable insights - particularly as it relates to building the business case - but may not, under any circumstances, void the suggestion.
Ideas within an employee's existing job scope are typically ineligible for corporate programs. Managers, however, should be granted the authority to implement changes when the impact is limited to their own department, and to provide a small reward to the employee who made the recommendation.
In addition to the traditional suggestion box, consider establishing a voice mailbox, dedicated email address, and online form on your corporate intranet. Also allow employees to make suggestions through their direct supervisor or Human Resources, or even anonymously. A truly inclusive program - one that appeals to staff at all levels and in all "corners" of the organization - accommodates those who may not have access to a computer, are uncomfortable with their verbal or written communication skills, desire confidentiality, and/or are beleaguered by any number of other variables. It's impossible to predict who might make the next "killer" suggestion, so cast as wide a net as possible. That said, you might even want to involve your vendors and customers!
The most popular compensation strategy is one in which the participant receives a percentage of the suggestion's estimated first-year cost savings. Most companies target an amount between 5 and 20 percent, and impose a "ceiling" - usually between $5,000 and $25,000 - on the payout. A flat cash award, gift certificate, or paid time off is provided when the value of a suggestion cannot be readily quantified.
This individual, ideally a management-level employee whose primary job responsibilities span divisional lines (e.g., HR, Quality Assurance, etc.), would act as a bridge between employees and the evaluation team. He or she would solicit suggestions, forward them for review, communicate status to contributing employees, and maintain all relevant documentation.
The program should be "kicked off" by the company's owner or CEO. Communications should clearly articulate that employee ideas and opinions are instrumental in achieving or retaining a competitive position in the marketplace.
The copyright of the article Capitalize on the Power of Suggestion in Human Resources is owned by Christina Morfeld. Permission to republish Capitalize on the Power of Suggestion in print or online must be granted by the author in writing.
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