Are employees your most valuable asset in today’s competitive business environment? According to the latestDataquesta few years of wage and salary surveys indicate that employees are the most valuable assets or assets to a company. According to business experts, most would agree that businesses need loyal employees and motivated employees and for this reason the recent research done by the Gallup organization shows that employees who are motivated and satisfied are more likely to —
* volunteer for projects,
* invest time and effort in a job,
* return jobs soon after graduation,
* purchase more of a company’s products and stay longer
* attend company events, etc.
Does your business have people who are motivated, satisfied and enthusiastic about their jobs? It is estimated that the average job-hour rate is 17.8 hours per week, but consider this — 34.1% of the working time at the 12th highest rated company in the country was spent on tasks unrelated to job functions, 30.8% within job functions and 39.9% on the actual function or responsibility for the job. So you elemental asset is not working long hours and is actually achieves more f gone.
Hard work always multiples the rate of your performance or the amount of hours to perform a task. In order to move your company forward, it is critical to learn how to leverage these people assets. The most common suggestion for productivity is to just motivate your employees to become more productive. Fortunately or unfortunately, this brand of motivation is often temporary and does not last. Motivation and development are not compatible and will not motivate people to become more productive.
When motivation does not work, you need to find specific ways to reinforce the values and attitudes necessary to perform the job functions. Focus on developing skills and behaviors that provide employees the knowledge and skills to take on the responsibilities better. If you want to make an employee more “sCollegegradish,” then you need to offer added opportunities for development, additional opportunities to grow and learn, and better opportunities to demonstrate team play. There is a huge amount of ethical and moral business and professional-competence issues that distract an employee’s focus on his or her job responsibilities.
Your ultimate goal is to really do well in a world of low-level distractions and increasing numbers of other’ people who can interfere with their job performance. The key to a highly successful organization is the energetic, motivated and constructive use of employees. The people you have working for you or you are leaders are your most valuable assets. They need to feel they are valued and appreciated and have a sense of their value that they are integral in the success of the organization. Without employees who feel valued there is no “Employee-Employer Relationship.” When employees feel that they perform this necessary business function in ways that demonstrate their value and their competence to other employees, leaders and clients, the business has a more productive work environment.
When employees feel that they are recognized and valued as individuals; when they are given or required additional responsibilities that contribute to their development and skill; and when their performance is at a goal or above, it makes them act more effectively and when they feel that there are opportunities for growth or development, they are involved in the day-to-day activities that will bring them to their next level. Develop your employees’ skills through increments up to the next measurable goal. Give them assignments that will add to their capabilities. Ask them to mentor each other to develop their professional skills. Benefits, vacations, leave of absence, and any perks for like-interest and performance work are all ways to keep them challenged to grow. Develop and make it fun for them to know that their contributions have value to their company and to other team members.
Motivation, as a performance-based specialty, can be extremely valuable for any organization because of the increase salaries and bonuses. The power of cross-functional motivation or cross-functional development goes far beyond individual incentives. When leaders and managers can combine processes, incentives, work teams to get the best and most out of employees, owners make big strides.
Yet, even after a company’s leaders decide to develop superior talent, there are employees who then act like they didn’t get any ” gratitude” at all. Either because they don’t truly think that their employees take business development seriously or they feel that the service they provide is inadequate, they may begin to under-perform. They may fail to focus on making better decisions, coping with mishaps, and having enough energy to get the job done. This is not the best way for a company to grow its products or services.
A 3/8 of the employees all quit at Quota
There are many reasons why people quit. Sometimes, because of witnessing poor leadership, and other times because of the challenges involved within the job.
