Maximazing Personal Performance . . . Putting Your People First, by Michael McKinley

Her perspective parallels my own basic explanation of business: "The customer's got the money. We've got the stuff. We want to get rid of our stuff and get their money."

If these viewpoints are too simplistic for you, stop and ask yourself why you are making business any more complicated. The bottom line in any operation is the people-the customers on the buying end and the employees on the selling end. In my three decades of being in business, I have seen many companies build palaces for themselves, only to board up the windows later because they forgot that their people are the most essential asset, not the building.

Historically, businesses have focused on profit. The P&L statement becomes their bible for making decisions. Concern over profit is followed by concern for product, and last (if any time or money is left over), some effort is directed toward the development of people.

That model of "profit-product-people" is obsolete in today's fast-changing world. Competitive businesses are focusing on maximizing the personal performance of their people first, then their product. Once the people and product are in place, the profit will be there.

So how do you get your people in place? Employees grow when they are respected as human beings, when they feel that they MATTER. They also grow through life-long learning.

Businesses need to upgrade their employees' skills constantly. Statistics show that by the year 2000, one-third of the work force in this country will not have the skills that match up with the demands of the available jobs. Businesses can't have the attitude that development of their people has a beginning and an end. Upgrading and retraining are a process-an ongoing process.

Businesses that commit to continuous development of their people have a vested interest in retraining their people. Personnel retention will become more and more critical with the "graying of America." The labor pool coming after the 1946-1964 baby boomers is considerably smaller-40% smaller. That generation will have their pick of jobs and businesses will need to go out of their way to attract and retain the best and brightest workers.

Higher retention rates are possible when businesses offer people what they want in their jobs:

Work that keeps them interested

Too much change might drive employees crazy, but so can too much routine. Learn the mixture of change and routine that is appealing to each of your people.

Tactful discipline

Selecting the right time and place for reprimands is critical to communicating respect for an individual. Nobody likes to be embarrassed in front of their colleagues at work.

Appreciation

Work that is done well deserves an equivalent amount of praise. Long-term projects that require tremendous effort should have much more intense appreciation than brief assignments. Like discipline, choose the time and place for appreciation with forethought.

Good pay

Good pay, not great pay, will retain valued employees when appreciation, tactful discipline, and work that keeps them interested are intact. By itself, pay will never compensate for an environment filled with disrespect for people.

Positive environment

Keeping the level of stress manageable is essential to creating a positive environment. Let people structure their personal environment at work in a way that leads them to be most efficient and effective.

Promotion possibility

People don't necessarily want to be promoted to a supervisory capacity or to a job with more responsibilities, but like to know the option exists. People who are offered promotions and decline them should be complimented for knowing what they like to do best.

Good working conditions

Like "good pay," working conditions need to be good, not great. Organization of a company's space is often more important than the price tag on the furniture occupying that Space. Pay attention to sounds, sights, and smells. Ask your people under what conditions they function best.

Feeling "in" in things

Few people like surprises that involve matters of employment and economics. People like to know the goals and projects their company is engaged in and often have the best suggestions for improving the business.

Personal loyalty to workers

The commonness of mergers and acquisitions has many people nervous about their future security. People want assurances that the company will do everything possible to continue to utilize their skills.

Help with personal problems

Benevolence is the wave of the future. Assistance with health, emotional, financial, and family problems will become increasingly important employee benefits. From time off to help aging parents, to paternity leaves for newborns, businesses with a "heart" will have the best retention rates.

I believe that people also want to laugh at work. I know of one company that takes "humor breaks" every afternoon to tell jokes to each other. Laughing together builds teamwork and reduces stress. We spend so much of our time at work, why not enjoy it? (By the way, if you don't like employment, try unemployment!)

Maximizing personal performance starts with your people. Treat them right and the result will be higher quality products and services, improved productivity, and increased profitability.

Michael McKinley, CSP, CPAE, is a professional speaker who builds and delivers customized presentations on business topics for corporations and professional associations.

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