HOLDING ON to first-rate employees in a tight economy is more important, and more difficult, than ever . Leaner staffs make cach member increasingly crucial, and lower budgets erase the rewards — fat raises, frequent promotions, enticing high-ticket projects — that managers traditionally use to hold on to their best people. In theory, tough times should make. managers worry less about losing staffers. The job market is packed with potential replace- ments. - But when valuabic people leave, their knowledge goes with . them. 66 Corporations KY sold‘on the. a;:. which: has 50,000 ck=to. haunt. y. ebounds.” “ short term, mnt. is: up,. -demographic - et our ‘work: By Cathryn Stechert Black Contributing Writer done aren't going to be in abun- dant supply over the next i0 years. So what can managers do to keep the people they need from jumping ship? Competitive pay is eternally important, but what real- ly keeps workers working is the satisfaction factor. Industrial psychologists have been studying job satisfactioa for 6G years, and ithe best-established fact about it is that it decreases turnover, The question is, what makes workers satisfied? Four key elements of a satis- fying job are: «Provides a manageable chailenge. Staffers like to stretch, but not too far. The best jobs of- . fer a midpoint between boring . repetition ‘and fecling in over one’s head. « Allows for control. To work happily, peoole need to be abie font ‘Soc “salary. One in-_-make decisions, even if it’s only: 2 matter of what to do first or how to organize their work space. © Links you to others. It's impor- “tant for people to feel supported. by, and: connected to, the com- pany, . appreciate some family feeling. -@ Creates a sense of purpose. The . . combination of knowing. why . they're doing what they’re doing” and .valuing ‘those goals ‘is what ~ Builds commitment to the job. | Corporatations seem sold on the satisfaction - factor, Some have stepped up satisfiers like flex-. part-time work and job all .of which: give “time, _sharing,. their bosses and fellow” !. employees. Even the hard-boiled ' employees some control over their work and fasnily lives. Though promotions are scarce, companies are helping workers grow professionally in a variety of ways. Lateral transfers allow pcople to learn new areas of the businesses. Others provide career counseling, or try to broaden decision making at lower levels. Support of personal and profes- sional growth of office workers is important. Salary and benefits aren't always encugh to keep a person motivated day to day. It’s more cost-effective to design programs to keep employees than to watch them walk away and then say, ‘What happened?’ Even if your company isn’t on the leading edge of corporate change, and your budget has no room. for new programs, applying . the four principles on a smatier scale can create aa atmosphere in which your staff witi flourish. The match between the person and the job is crucial, says a psychiatrist. ‘If people feel their skills are underused they are unhappy. If too much is dernand- ed, they also can be dissatisfied.” Wednesday, Septer-ber 16, 1832 - lolding onto staff in a tight economy North: Shere News. 48: One of the keys to vitality and satisfaction is learning on the job. When a job begins to feel deadly, one certain way to enliven it is to find something to fearn. Make sure your staff knows about in-house training oppor- tunities and whether the company will pay for outside coatinuing education. Consider shifting job responsibilities to give individuals a chance to learn new tasks. (¢) 1991, Working Woman, Inc. Reprinted with permission. Distributed by the Los Angeles Times Syndicate. SENIORS THROUGHOUT British Columbia will benefit from a $1.67 million two-year pilot program Jaunched today by the federal and provincial gov- ernments. The Home Adaptations for Seniors’ Independence (HASI) Program will help low-income seniors pay for home adapta- tions, which will help them -to live independently in their homes, . . The program was announced recently. by Elmer MacKay, - Minister responsibie. for Canada Mortgage and Pousing Corpora- tion, and British Columbia Housing. Minister Robin Blen- coe. A total of $693,320 has been allocated for grants in British Columbia in 1992. An additionai . $978,430 is proposed for in 1993. . The . program will be cost- Project assists low-income seniors shared; two-thirds by the federal government and one-third by the provincial government. People who have difficulty with daily activities could benefit from the HASI program. Seniors can apply for grants of up to $2,500 to cover minor modifica- tions such as handrails -for Stairways and _halis, easy-to- reach storage and work areas in kitchens, levered handles for doors, and grab-bars for bathtubs. : The HASI program is onen to seniors, 65 years of age and over, who meet income guidelines established for their communities. - Information on the program is available at all BC Housing of-. fices, as. well as through Bov-. ernment agents, health units, libraries, seniors’ counsellors, seniors’ organizations, and wellness groups. - for a. range. of ‘ney ideas for. “CMHC is. proud to. . par-’ ticipate in. this joint _ federal’. provincial effort, which | will promote independent living,” Said MacKay. “‘This program. aiso. complements the. federal government’s national strategy - to integrate people ‘with disabilities.” °° “Through the HAS! program, - we are working. to enhance. the quality of ‘life - for. . seniors. throughout | the’ province.