Every employee is a partner in the business. But the incentive isn’t against a target or a task. At John Lewis – the UK department store – every employee is incentivised.According to Jeff Bezos, “In the long run, an employee staying somewhere they don’t want to be isn’t healthy for the employee or the company.” Rather than ranking and stacking their staff and forcing out the poor performers, their fulfilment centre workers are offered an incentive to quit. At Amazon they have a pay to quit programme.Not every organisation uses the classic approach to People Management
Isn’t it odd that we hire people because they are flexible enough to do the work that machines can’t and then we try our hardest to turn them into machines? Not everybody does it this way, there is an alternative… By ranking and stacking you put the fear of losing their job into them.Īll this control simply turns your staff into dumb, scared, unthinking automatons.
By close supervision you make it very clear you don’t trust them. By incentivising staff performance you give them every incentive to cheat. By setting targets, you make sure they focus on the target (to the exclusion of everything else). By setting processes and limits you remove their ability to apply intelligence. By defining roles you put your staff in prescribed boxes. Treat employees like children and they’ll act like children ~ Tony Schwartz Slaps in the face have never motivated anybody to do anything but slap back ~ Charles S Jacobs There is a quote that sums it up beautifully: Unfortunately there is a bit of downside to this approach. It is a bit of a cliché but conventional practice is to “Command and Control” your staff and that is what we are taught good management is all about. Performance manage your staff: Hold a robust appraisal process, ideally every six months, with 360 degree appraisals and peer validation, then weed out the poor performers and reward the strong ones. Provide close supervision: Determine the right supervision ratio for your organisation, perhaps 1 front line manager to every 10 or 12, and charge the supervisor with meeting all targets and complying with all standards. Incentivise your staff: Reward your staff with a cash incentive to ensure that they are always motivated to do the right thing. #BEST WAY TO MANAGE PEOPLE HOW TO#
Here’s a guide on what are SMART goals and how to set them.
Set goals and targets: Make sure that all members of staff have S.M.A.R.T goals so there is never any debate about performance. Rigorously document your processes: Provide clear and unequivocal guidance so staff members are always sure what to do. Clearly define roles and responsibilities: Make sure everybody knows exactly what their role is and where their accountabilities start and finish. I’m not sure how insightful that was, but as I have been on plenty of courses I dug into some old notes and textbooks and found this check list: “People Management is about managing people.” Lots of people talk about it so I tried Googling it to get a definition. “People Management” is listed on virtually every job specification I have ever seen. 
So for most of us, our biggest challenge is the way we manage those people. Instead it uses people, lots of flexible, adaptable people. The service industry isn’t like manufacturing it doesn’t use inflexible machines, or robots or computers. There is an easy way to provide the sort of flexible service that our customers need and that is to use people to supply it. It’s hard to harmonize and standardize your business when your customers can’t agree on precisely what they want. All our customers are different, and because all of our customers are different then everything that they want is different. Doing it effectively will test any organization’s ability to manage its most valuable resources, the very people who serve customers.Įverything we do (more or less) is bespoke. Serving customers is an intensely personal, human interaction.
The customer service industry is complicated.
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