In the current climate of uncertainty, it is difficult to sustain morale for many reasons. However, understanding some basic guidelines will help the 911 manager to avoid excessive turnover.
There is a real disconnect in paramilitary organizations, not
recognizing that para means "like" and not "the same as." We are not
soldiers; we are civilians, and we can leave without facing charges
anytime that we want. Do you have staffing problems, like all other
emergency communications centers? Management must, therefore, spend more
energy on leadership than a military organization might.
The fastest way to address the morale
issues positively is to increase pay. It is foolish to deny pay to those
who deserve it. Do your dispatchers make as much as officers? Why not?
Try bringing a police officer into the comm center to dispatch. I think
that you will see that communications is a bona fide profession,
but we get paid like receptionists. Who resolves more incidents,
communicators or officers? Who is watching the backs of officers? If
this is a professional career, then we must get real and pay for it.
Personnel evaluations are sacred and should never be used to further
some end beyond assessing the value of the employee to the operation.
They should not be used for discipline nor should they be puffy. The
wording and the measures should be accurate for the entire period of
evaluation, which means that they only measure typical behavior
patterns and not any specific incident. Often, a properly written evaluation will appear too soft to a
manager, because the manager recalls with emphasis problems that need
to be resolved; but in most cases the manager's impression is not an
accurate assessment of typical behavior. Above all, there should be no
surprises in an evaluation. Ask yourself, "if the employee quits, will I
regret this evaluation?"
Especially, in government service,
evaluations are always connected to pay. Does it really benefit you to
withhold pay unnecessarily? Remember that merit increases or even COLA's
may not be available again for several years, so you may be freezing
the employee's pay at a ridiculous level for years to come with no
opportunity for the employee to regain ever. This is punishing your
operation as much as it punishes the employee. Think hard before
withholding increases.
If a problem needs to be addressed with
an employee, follow a published, well-developed, progressive
disciplinary outline or matrix. Again, there should be no surprises; the
employee should already expect the appropriate level of discipline. Do
not be soft without good reason; do not be harsh without good reason.
Once discipline has been imposed, forget about it unless the employee
re-offends. The goal is to rehabilitate the employee, not to curse them.
Predictable fairness is enormously powerful in improving morale. Also,
try communicating truthfully with employees on a regular basis about
issues and potential changes. Avoid changes unless they are really
necessary, because all changes are punishments in the eyes of employees. Eliminate
uncertainty whenever possible and communicate changes in advance. Listen
actively and responsively to employees, being ready to re-evaluate your own
decision. If change is necessary, notwithstanding, prepare to lead. Leadership is about
persuasion, so encourage the employees to embrace the changes with confidence.
Incentive programs are rewards and should be administered as accurately
and appropriately as evaluations and disciplines. Rewards should be
related to the rewarded behavior. For example, a paid day off could be a
reward for perfect attendance. A special assignment could be a reward
for exemplary performance. Leadership and educational opportunities
could reward kindness and thoughtfulness toward other employees.
Incentives that are unprofessionally administered are as harmful to
morale as disciplines that are unprofessionally administered.
Morale describes the employee's willingness to fulfill their obligations
and to sacrifice for the team. If the rewards and satisfactions are
predictably high, willingness increases, thus increasing morale.