What it mean of train people well enough, so they can leave, treat them well enough so they don't want to?
It means that "the best and very rare management ethic possible" is functioning.
Behavior psychologist have long argued that you and I do springs from two motives; the sex urge and the desire to feel important. The sex urge is the source of many problems in business management. The desire to feel important is a source of endless opportunity in business management.
Train people well enough, so they can leave. Growth is measurable and growth is felt. When employees are trained well enough to leave they improve operating proficiency—a good thing, a good place to be—felt, I'm better than I was—felt.
Treat them well enough so they don't want to leave. Every year Forbes publishes a list of the Top 100 Companies to Work For voted by their employees. The "cream of the crop" applies for employment at the winning companies—an advantaged position when attempting to attract and keep talent.
Measure what's important—reward what you measure.
Remove compensation lids / caps. The "here is a cool title" thing reaches the point of diminishing returns. Performance based compensation has no point of diminishing returns. Every job with every company is related to sales otherwise the job should be eliminated. The receptionist whose bonus is tried to achieving a combination of gross and net distributable revenue goes to sleep at night thinking about the ways she can support sales.
Measure what's important—reward what you measure.
Performance based bonuses. Performance targets are best established by multiplying Gross and Net Distributable Revenue times 110%—The Base Bonus Target. Business Plan Gross and Net Distributable Revenue should always be considered minimum acceptable performance.
I don't understand the thinking behind companies who achieve greatness by accomplishing great growth only to become preoccupied with protecting some growth—meaning lower risk and loosing the great growth (risk based) thinking that got them there.
Post the Base Bonus Target—BBT. Daily target vs daily performance (annual divided by 256—no sense in adjusting for seasonal reality. Monthly target vs Month to Date, Annual BBT vs BBT Year to Date. Every employee will focus on, take ownership of, asking how to and lose sleep thinking about "how we can".
The total team bonding result is amplified to levels perhaps not otherwise gained. "The whole is greater than the sum of it's parts". A BBT provides common ground that reaches beyond it's not my department, it's not my job and solidifies an organization marching under the banner, "It's OUR job".
Measure what's important—reward what you measure.
The little perks. I once heard an accountant present a paper that showed how much the company could save by not paying for employees coffee. I impulsively responded, "how much does your other calculation show that we will lose if we eliminate free employee coffee?" The accountant was confused (I borrowed that one from Socrates).
When employees consider leaving for another company studies show they ask if the new company provided the same little perks. If they heard no we don't that often carries the same weight as other compensations.
Read more | quora.com
Behavior psychologist have long argued that you and I do springs from two motives; the sex urge and the desire to feel important. The sex urge is the source of many problems in business management. The desire to feel important is a source of endless opportunity in business management.
Train people well enough, so they can leave. Growth is measurable and growth is felt. When employees are trained well enough to leave they improve operating proficiency—a good thing, a good place to be—felt, I'm better than I was—felt.
Treat them well enough so they don't want to leave. Every year Forbes publishes a list of the Top 100 Companies to Work For voted by their employees. The "cream of the crop" applies for employment at the winning companies—an advantaged position when attempting to attract and keep talent.
Measure what's important—reward what you measure.
Remove compensation lids / caps. The "here is a cool title" thing reaches the point of diminishing returns. Performance based compensation has no point of diminishing returns. Every job with every company is related to sales otherwise the job should be eliminated. The receptionist whose bonus is tried to achieving a combination of gross and net distributable revenue goes to sleep at night thinking about the ways she can support sales.
Measure what's important—reward what you measure.
Performance based bonuses. Performance targets are best established by multiplying Gross and Net Distributable Revenue times 110%—The Base Bonus Target. Business Plan Gross and Net Distributable Revenue should always be considered minimum acceptable performance.
I don't understand the thinking behind companies who achieve greatness by accomplishing great growth only to become preoccupied with protecting some growth—meaning lower risk and loosing the great growth (risk based) thinking that got them there.
Post the Base Bonus Target—BBT. Daily target vs daily performance (annual divided by 256—no sense in adjusting for seasonal reality. Monthly target vs Month to Date, Annual BBT vs BBT Year to Date. Every employee will focus on, take ownership of, asking how to and lose sleep thinking about "how we can".
The total team bonding result is amplified to levels perhaps not otherwise gained. "The whole is greater than the sum of it's parts". A BBT provides common ground that reaches beyond it's not my department, it's not my job and solidifies an organization marching under the banner, "It's OUR job".
Measure what's important—reward what you measure.
The little perks. I once heard an accountant present a paper that showed how much the company could save by not paying for employees coffee. I impulsively responded, "how much does your other calculation show that we will lose if we eliminate free employee coffee?" The accountant was confused (I borrowed that one from Socrates).
When employees consider leaving for another company studies show they ask if the new company provided the same little perks. If they heard no we don't that often carries the same weight as other compensations.
Read more | quora.com