The Richer Way by Julian Richer

Author:Julian Richer
Language: eng
Format: epub
Publisher: Random House

Only human

It might be nice to have a workforce of super-intelligent people, all obedient and cheerful, willing to work ten hours a day and never take a day off sick, but so far I haven’t managed to find these paragons. We settle for nice, friendly people, who make mistakes and have their days off but are basically willing and enthusiastic.

I suppose we have really two types of people working for us. We have exceptional people and we have ordinary people who are exceptionally dedicated. As a rule, if I had to choose I would probably prefer the latter. They tend to be more loyal, less spoilt and less likely to ‘grass hop’ between jobs.

We then train them up, get them involved in the business, look after them and motivate them. We get great loyalty from all our staff because we are committed to them and look for commitment in return.

The trend these days is away from commitment, to part-time working and short-term or, even worse, zero-hour contracts. Part-time working can be convenient for both the employers and the employee, but it is not convenient for the customer if the part-timers are under-trained and uncommitted. Customers want well-informed staff who won’t push them into hasty decisions and will be there again two weeks later if they come back with a problem.

We make sure our part-timers have the same commitment to a career with us as full-timers, even though they are working fewer hours. Where possible, we like part-timers we can develop in to full-timers who will receive the same benefits, so they are just as knowledgeable and motivated.

The responsibility for developing a good workforce rests squarely on managers. Good managers must take an interest in their staff, be constantly aware of their performance and know their strengths and weaknesses. A large part of the solution to the difficult challenge of having good staff is putting the right people in the right jobs. A good manager must spot potential and make the most of it. After all, there are very few perfect people around – and if I found any I probably couldn’t afford them!

Already I can hear a cry go up from managers throughout the land – ‘I’d love to do all that, but I don’t have the time!’ It’s true that too many managers get bogged down in doing things that don’t matter, leaving them no time to do the really important things. So – get organised.

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