Imagine an employee who currently occupies a role with limited opportunities to move forward. Now for argument’s sake, let’s envisage that this employee has an innate talent for being an outstanding sales executive; since his skill was never discovered, the organisation would not only have missed a great opportunity, but would have moreover forfeited for the employee the chance to fulfil a more satisfying role.
More often than not, an unhappy employee simply lacks a challenging post and views his or her job as either mundane or unfulfilling.
A very good example on who’s doing it right is Google; in an effort to foster creativity, they allow their programmers to dedicate 20% of their time to personal projects which will eventually be assessed by Google, who could potentially decide to further invest in these projects.
How can you get the utmost from your workforce? First and foremost, recruit the right people! This seems elementary, but more often than not employers tend to opt for the safest choice – Mr ‘Average Applicant’ who meets the criteria outlined in the vacancy application. Ajit Prabhu, CEO of Quest Global Services (an extremely successful engineering business) highlights how he always employs prospects who are brighter than himself as only by doing so can he maintain an edge over competing firms.
Organisations also need to invest in the nurturing aspect of in house talent. And therefore, ongoing training is key. It is also important that once identified, in house prospectives should be made aware of any intentions to promote them in the future. These employees should be generously rewarded in the form of awards, bonuses and better packages. Due recognition should also be given in order to make them feel like an integral, irreplaceable part of the company. These are the employees who will hopefully become the future of the company, so loyalty needs to be fostered from the start.
In addition, It is advisable to promote a mentality whereby employees are required to take risks. Employees who will always play it safe, or act as ‘yes men’ will not be the ones pushing the company forward. On the other hand, employees who take risks and attempt to think outside the box should be rewarded Even in the eventuality of failure, since this is a hallmark of a true leader.
Now, if on the other hand we recognise non-performing employees, even after encouragement, the umbilical cord should be severed straight away as postponing would only result in profit loss Which can also lead to employee disgruntlement. There’s no point in subtlety if you want to maximize your employees’ overall performance. The employee should obviously be clearly warned about his/her non-performance but if such behaviour persists, painful as it might be, we just need to let go of these individuals.
Jonathan Cremona has over five years experience in he tourism sector marketing Malta as an English Language teaching destination. His transition to the Conference and Incentives sector introduced him to the automotive industry, where he now markets popular brands such as Fiat Alfaromeo, Hyundai, Toyota and Lexus. For the past year Jonathan has been promoted to work in the Business Development department at the Debono Group