When you take a 360-degree view of your company, you know that there are a variety of strengths and weaknesses. These tend to change over a company’s lifetime and demand that the business owner or the management team think strategically before addressing them. That’s just how running a modern business is. In this post, we consider the foundational aspects of a thriving business and how they might be recognized at the employee level through years of service awards and other types of awards.
At first glance, a company’s leadership has to set the vision for the company and determine what market it will serve. The company will either provide goods or services to satisfy consumers. They will pay for either a low price or a higher-priced item or service with greater value. One way to examine how employees fit into this aspect of the business is to consider how long they stay. If a company focuses on goals such as longevity and stability in a volatile market, then its brand is greatly affected by the quality of its employees and the nature of their work. The longer they stay and continue to perform effectively and support the company’s brand, it will hold its value in the market. Customers will rely on the brand for what it represents over time.
Employees are also the people who perform the services in the organization and impact customers on a macro or micro level. Nowadays, we also know that service often occurs when humans collaborate with many kinds of machines and automated technologies. We still need employees to create automated systems and to oversee their operations to a degree. We have to build a company culture that values the ways employees work together, perform their core job activities, and interface with customers. If we can’t achieve a service attitude, then employees will be just there to earn a paycheck and customers will recognize that.
Employees also deliver a better value to their company when they are successful members of its culture. They seem to know it too. They have that sense of belonging, which encourages them to work harder and to produce better results. Therefore, a foundational aspect of a company is the degree to which the early staffers create that culture and then train their successors to carry it on. Some companies cannot survive with too much employee turnover because it’s upsetting to customers and suppliers. Anthony K. Tjan wrote several years ago in the Harvard Business Review that a company’s performance does not come without “great people and culture,” and that the opposite is still true. The high-performing organizations of the modern business world should continue to have the top people working for them. If you already know that you don’t have great people in your organization, then you should plan strategies to replace them with others who will be better at their jobs. Great employees also deserve to be rewarded for their years of service to their company, and these should be given to them at intervals that fit the company’s culture. They should also receive other awards for special achievements as individuals and as team members throughout their employment. These might include being good citizens, being innovative, helping to train others, and solving other problems within the company.
If you consider that your customers want to believe in your brand and to keep consuming what you sell because they trust it, you will give some effort to supporting the culture of employees who meet their needs. It’s better to give employees the right supports and compensation so that they will continue working for you and generating that value that customers want. As long as you periodically recognize their contributions, employees are winners!
by: Kevin Faber