Making Perfect. Teri Ann Lindeberg
Читать онлайн книгу.
want:
• To be liked, listened to, valued and respected by their management;
• To be treated fairly by management; to be treated as all are treated; and
• To not have disrespectful, crude nor rude people managing them, working with them, or for them.
“Unexpected changes, maybe it is good or not good – but knows this is growth (compensation plan structures)”…
This comment referred to when we changed the compensation plan for our front office team (Directors and Consultants) a few years ago. What is important to note here is that, although this happened several years ago, this person still remembers it, and is still affected by it.
Change can really impact some people more than others. Some people need more attention than others during periods of change, such as deeper explanations and time for questions and answers. I made a note to keep this in mind for this particular person, and for the entire team, in general. I feel that it is always better to explain more, rather than less, and that it is important to allow more time, for those that need it, to understand changes that are occurring.
Employees want:
• Less abrupt changes (i.e., more time and explanation in order to adapt).
“Gossip spreading about the company selling or folding”…
Since its inception 12 years ago, Staffwell has never even been close to folding and shutting its doors. In fact, up until the time of the recent down-turn, we booked solid and steady growth, in terms of client base, staff, revenue and profitability. Unfortunately, in our case (as with many others), it is often the people that have left us (not coincidentally, those that did not achieve the success they had expected in their new job), that have spread false rumors – most likely out of spite.
With regard to a sale of the company, since 2002 we have been, on occasion, solicited by companies interested in investing or purchasing Staffwell. We may eventually sell the company but, if we do, it will be to the benefit of everyone working for the company at the time, as well as those that join and stay in the interim, and those who stay on after any such transaction.
This is something that should be included in the operations manual and be updated on an annual basis. Namely, that if an employee hears gossip that affects them, they should go right to the top (i.e., me) and ask about it, as I am as honest, open, and straight-forward as they get.
From my side, I decided that I can and will address and update these topics with company staff more often.
Employees want:
• Less false, destructive gossip spreading around the office; and
• To know the truth (TL: advice – go straight to the source or to the top).
“Start date, as there is a lot to learn quickly”…
I believe that the probation period should be the most arduous time of an employment term. That is, if workers are doing what they are supposed to do during this period. The harder one works during the first three months at a new job, the faster they will get up to speed in their role and the faster they will reach high levels of expertise and success in the company.
My advice to everyone is to always work your absolute hardest at the beginning of every new job you take on. Make it through probation period successfully and be seen by those you work with, and for, as a potential rising star, and then continue to work hard to become, and remain, one of the stars.
Employees want:
• An easy ride sometimes (TL: but I feel that hard work leading to faster success is far more rewarding).
“Nothing except getting here on time – but I know I need to do this”…
Timeliness is really important to me. We have given people flex (flexible) hours where appropriate, but they must show up on time for whatever confirmed hours of work have been agreed upon. It can really annoy others working around someone who does not show up on time for their scheduled work hours and it sets a bad example for everyone else working around them.
Employees want:
• To sleep in (TL: but I don’t let them!).
Chapter 4
What Could You Do Better Or More For The Company If Given The Opportunity?
This was a question where I was expecting everyone to ask for a promotion.
“Too many now”…”I have enough on my plate now”…”I have a lot to learn still”…
Fair enough. I do believe that staying focused on present responsibilities, what you are currently doing, and being successful at it, can be a positive thing under certain circumstances.
Employees want:
• Nothing at all sometimes.
“Help with out-staffing – new services creation”…”Out-placement is difficult to get going in this crisis, out-staffing is a new option too and I hope this works”…
I appreciate people that want to develop the company and have creative ideas, as this is how my mind thinks as well. Out-placement (formal job assistance for departing staff that companies sometimes have) was something we did start and sold as a service to companies and individuals, and it was a “feel-good” service during hard times for a lot of people.
Out-staffing (the hosting/transfer of a portion of a company’s payroll to another legal entity) was something we went on to create and by one of the managers quoted above. We are developing this as client demand dictates (semi-actively as it is not our core business) and have several clients already.
Employees want:
• To help create, launch and manage new services.
“I worked in consulting before and I have the skills to motivate people to work long hard hours (while having fun), now Consultants skip updates frequently and do not put priority on my vacancies sometimes, also I love the way Maks works, lots of communication – he is a really smart guy”…
I am all for working long, hard hours as this is something I often do myself. Furthermore, I just really enjoy working. However, many people just do not share this drive to the same degree, and I understand that, so I let the first part of the comment ride. Consultants skipping updates on a frequent basis is not acceptable as this is part of the job that places us a few levels above our competition. The Consultant that is not putting occasional priority on vacancies is something that also needs to be looking into, and a note was made to watch Maks, as it is possible he could develop into a top performer for us.
Employees want:
• To utilize what they feel are their own natural talents and skills; and
• To be given the authority to help others perform better.
“Doing what I can do but could do more cold calling and could do more and better if someone was doing the cold calling for me and the BD [Business Development] team”…
The job is the job. If we had to hire a new sales team to get clients for the current sales team – then we would have to either reduce salaries or put profitability at risk, or both. The top BD performers make good money and there are no caps on earnings. We eventually parted ways with this person as he simply was not “sales material”.
Employees want:
• As much assistance as they