To prevent this from happening, follow our nine tips and best practices that will encourage your employees to submit positive ideas. If possible, create a committee or task force to review these employee suggestions. Make sure this group includes employees from multiple levels within your organization, so that all submissions will have a chance to be considered from more than one point of view. Doing so will also give your employees the encouragement to make a submission, knowing that their ideas will be thoroughly reviewed.
From the beginning, stress to employees that your focus is on constructive, results-oriented suggestions. Make it clear that each submission should be highly detailed and go beyond simply stating a problem.
Encourage your employees to make well thought out submissions by providing them with a guideline. Based on the type of impact of the suggestion, the chances of winning increases. Employee suggestions must be measured and tracked in a way that communicates what is important to sustaining the flow of employee ideas. If ideas are implemented quickly, it causes more ideas to be generated.
More ideas implemented quickly leads to better ideas being generated. More good ideas being implemented quickly leads to rapid learning. Rapid learning leads to profit enhancement and long term company success. Long term success was the original reason to have created an employee suggestion program in the first place.
The best lean companies have a process to take great local ideas and standardize them throughout the plant and company. Mark S. The analysis approach holds that by identifying lots of issues, a high-value problem will turn up, which if solved will yield a disproportionately high benefit. However, the researchers were in for another revelation.
Units that solved a higher percentage of easy-to-solve problems—'low-hanging fruit'—showed greater improvement in safety climate. One reason for this is that employees are more likely to buy into improvement programs when their suggestions are actually implemented. The analysis approach yields a large number of potential fixes, but only a frustratingly few, from the employee's perspective, are acted upon.
And the analysis process can be time-consuming. The paper cites a hospital where lab results took a long time to be completed, causing patient backups. Managers held a safety forum to surface possible solutions.
Conversely, another hospital identified that a medication room was too small for more than one nurse to work in at a time, delaying patient care. Senior managers discussed the issue with staff and they collectively made a plan to move the medication room to a larger space.
In addition to the importance of senior management cooperation and more doing than analyzing, the findings yield several other practical applications. For one, process improvement appears to be like a muscle, Tucker says. The more you exercise it the stronger it becomes. They're going to get better by becoming better problem-solvers.
When an employee suggestion is implemented and results in a reward, publicly acknowledge the contribution at a staff meeting, with the permission of the employee involved. Additionally, you can post the employee suggestion, the names of the employees on the implementation team, and the reward given.
In many organizations, suggestions seem to disappear into a dark hole from which they may not emerge for months—a guaranteed failure for the employee suggestion program. Keeping the employee suggestion program participants abreast of the progress of their suggestions is more important than providing the suggester with quick answers.
Employees just want to know what is happening with their ideas. A popular approach to suggestion implementation is to include the suggester on any implementation team. This also keeps the suggestions turned in reasonable. At a minimum, if a suggestion is accepted, set an implementation timeline the suggester understands. Employee suggestion programs must emphasize quality over quantity of suggestions. Many programs encourage the opposite, causing discouragement when they don't supply much bang for the money and time invested.
Anonymous employee suggestions are not recommended. People should be willing to publicly stand behind their ideas. Reward not just the employees who submit winning ideas. Reward and recognize the managers and supervisors who do the best job of encouraging employee suggestions and getting out of the way of progress. Game-changing ideas come from everywhere. Consider including customers and suppliers as suggesters, too, especially as your employee suggestion program matures.
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