Suggestion programs tend to be more successful when employees are encouraged to make reasonable suggestions within the parameters of their own work experience. The administrator and employee committee should then develop clear rules to guide employee efforts in providing suggestions. This person should begin by selecting a committee of employees-from all parts of the organization and representing various demographic groups-to help administer various phases.
Experts recommend placing responsibility for program development and implementation with a single administrator. The next element of a successful employee suggestion system is structure. "Millions of dollars are being saved by listening to the company's greatest asset-its human resource." Wells went on to discuss a study by Employee Involvement Association (EIA) which uncovered savings of more than $624 million in 2003 in 47 companies in which 450,000 people participated in programs. "There's no denying that the real expert is the person who does the job therefore, that's the best place to go when improvements are sought," consultant Tomas Jensen, president of the Center for Suggestion System Development, told Susan Wells as published in HR Magazine. And these benefits come in addition to the positive impact employee suggestion systems can have on a company's bottom line. Such systems may even increase motivation and foster loyalty and teamwork among employees. Formal suggestion systems let employees know that their ideas are valued.
But experts note that formal suggestion systems encourage employees to really think about their jobs and want to participate in the operation of the company. Some companies assume that since they cultivate an open relationship between employees and management, ideas for improvements will surface informally, without explicit prompting.
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