Issue link: https://read.dmtmag.com/i/95301
30 • DECEMBER 2012 • WORLD FENCE NEWS A few months back I spoke about setting goals, developing a mission statement and business planning. As- suming your company has done that, now how do you find the right em- ployees and put them in the right posi- tions to help accomplish these new goals and achieve your mission state- ment? Yes, by all accounts, this is easier said than done. First of all, good em- ployees, as most business owners in this or any industry will attest, are very hard to come by. Let's just assume you are one of the lucky companies and Empowering your employees to reach new heights BY TOM LUBY, PROFIT BUILDERS INTERNATIONAL you have a sufficient supply of quali- fied employees on staff already. Now the challenge is to mold them, direct them and motivate them to accomplish the goals and mission you have established. The basic purpose of motivating employees is to attain increased pro- duction and/or improved quality of SECURE GATE SYSTEMS, INC. work. Worker productivity and quality of workmanship is generally equated directly with pay rates. The more pro- ductive an employee is, the greater the rewards and the higher the pay. This is also called pro forma based pay, and is the basis of capital- ism, as opposed to a more socialistic form of "do what you can and the gov- ernment will provide equal pay for all." This is basically communism, and the Russians and Chinese, among oth- ers, have historically shown that way does not work. America is built on the notion that a man or woman individually can work hard to make a better life for his or her family, ergo, the concept of per- formance based pay. But remember the old adage that "man does not live by bread alone" and that is also quite true. Money alone is not the only form of motiva- tion, and in some instances can actu- ally cause more problems than it solves. Non-monetary means of moti- vation are sometimes just as important, and occasionally even more important than monetary rewards. Keep this thought in the back of your mind and I will explain shortly. Often times I am asked "How do ORIGINAL MANUFACTURER OF HIGH SECURITY PANIC GATES (866) 725-6995 www.securegatesystems.net we distribute monetary rewards?" As we all should know, all direct supervi- sory personnel are responsible for mo- tivating their own personnel, and rewarding good performance with the appropriate pay. Many times however, those supervisors do not have the final decision on monetary rewards. But usually they have significant input to the actual decision maker to effect the desired change. Obviously the owner or president is ultimately responsible for the distri- bution of monetary rewards and/or benefits to employees. Ideally this is done on a strict pro forma basis, with no free rides or undeserved promo- tions and/or raises here; increases in pay should be given only for outstand- ing performance and continued dedi- cation to work. Promotions and raises are also his- torically tied to longevity, and right- fully so. If an employee is doing a good job, you keep him or her em- ployed and from time to time, maybe give them a promotion and/or a raise. Always be mindful, however, that this type of reward for good work al- ways implies promotion and can lead to an effect known as the "Peter Prin- ciple." The Peter Principle is a belief that in an organization where promo- tion is based on achievement, success, and merit, that organization's members will eventually be promoted beyond their level of ability, where they will cease being promoted and where they will remain as incompetents. The prin- ciple is commonly phrased "employ- ees tend to rise to their level of incompetence." Over the years several flaws have been introduced into the logic of the authors, Dr. Lawrence Peter and Ray Hull, on the condemnation of corpo- rate hierarchy, as asserted in their 1969 humorous treatise. I believe, however, the premise of corporate America being run by in- competence was introduced somewhat lightheartedly, much like that of change in corporate America as re- flected in the also humorous "Who moved my cheese?" Both these works represent solid concepts meant to engage the imagi- nation and inspire better leadership skills in us all, but I believe they are not meant to be taken too seriously in your particular business climate. In any case, no matter how you slice it, motivation of employees and corporate change are inevitable in every company and in every environ- ment, large and small. Being able to deal with both are of paramount im- portance. But I stray, and I beg your indul- gence. Descending from my philo- sophical cloud, obviously, the paycheck that an employee receives each week is a monetary reward for the work he/she performed during the week. Continued employment is all too often considered a right of the continued on page 32