SPOTLIGHT BUSINESS Employee Retention Is Crucial to Business Success mean it). Owners and managers should capi- talize on this natural desire to help people grow, because when applied to their work, it can only improve the success of the business. A quick example — say your client base is strictly commercial and residential. If an employee shows an interest in developing skills in automotive locksmithing, it can only add to your bottom line to add it to the services you offer. Obviously you must proceed with caution and care. But if you don’t proceed, you leave the employee un- fulfilled and you’ve lost an opportunity to benefit your company. The term dead-end job really refers to employment that can no longer offer the individual the challenge or stimulation of change. It doesn’t automatically mean lack of pay or advancement. Aſter all, a person can be well-paid to do the same exact job day-in and day-out, but it may not offer the satisfaction they need to be content. If this opportunity is employer-driven, it’s seen as offering to better oneself within the company. This gesture implies a mea- sure of value and appreciation. Even if it’s a class offered to all employees, it shows the generosity of the company. Employees Need to Feel Empowered Every individual has his own reasons for staying loyal or for moving on when the time is right. I talked to a service techni- cian recently who I would say is the ideal employee. He has all the technical skills, is personable and enjoys his calling. When he relayed his salary and benefits package to me, it was obvious that he was undervalued. I encouraged him to look at other companies that I know would hire him instantly and increase his pay and benefits, but he declined. Quite simply, despite good days or bad, he was content where he was. This should not be mistaken for a lethargic attitude or fear. On the contrary, this fellow strived to keep abreast of changes in the industry and 24 KEYNOTES JANUARY 2014 “When employees have the ability to make important decisions, or to have their opinion heard and valued, it creates a sense of ownership and even pride.” truly desired to serve his customers sincerely. Did you catch that line? His customers. He did not see them as the employers custom- ers but rather his own. Even though he has no other investment in the company other than the pay-for-work system, he takes a sense of ownership in his role. Maybe this is his key to contentment. I truly hope his employers recognize his value. Employee empowerment can also lead to personal satisfaction. When employees have the ability to make important decisions, or to have their opinion heard and valued, it creates a sense of ownership and even pride. Aſter all, how much satisfaction can be derived from being micromanaged all the time? Obviously a business owner isn’t going to hand over the keys to the kingdom right away, but if the employee seems committed and is worth investing in, it’ll only strength- en his sense of loyalty by allowing him to shape the success of the business. A Final Word I recently leſt a company aſter more than 20 years for a local government position. I’d worked myself up from apprentice to a management position and generally enjoyed it. I had a decent salary and can say that there were no real issues between the company and myself. I liked what I did. However, I ended up taking a job that offered a lower salary, less benefits, no bonus, no company vehicle, and I even sacrificed a years worth of holidays. I had multiple reasons for tak- ing this supposedly less-than-ideal path. One of them was a lack of job satisfaction. I have a personal need and desire to make a difference with my job. My previous po- sition couldn’t offer anything to meet that need. The bottom line was, no matter how well I was treated I still chose to leave. I’ve had moments of regret, just as I would’ve had moments of regret if I’d stayed. It must be understood that a person’s oc- cupation dominates a large portion of their life. They look at it as part of the big picture. The perception from the employer is limited to what he offers. Even if he has an accu- rate picture of the employee’s perspective, the owner can’t know all the details of his reason for moving on. There will be times when nothing can stop a staff member from pursuing other interests. You must accept that as a fact of life and strive forward. Many business operators out there are locksmiths first and foremost, and very few have had the advantage of formal training and the benefits of a business degree. Many operators also have never had another occu- pation, which is especially common within family businesses. This limits their ability to appreciate what an employee thinks about in the way of job commitment. I encourage owners to not only invest in their employees, but also in themselves. Beyond technical courses, there are many ways to improve your position as the boss. Dealing with the complexity of manag- ing a business and staff is daunting. Some simple business courses or classes in human resources can be valuable tools to help you achieve employee retention. Dale Rutherford, CPL, CPS, has been a locksmith for more than 20 years and probably will be for 20 more. He currently serves as a locksmith for the government in his home province. All comments and opinions expressed in this article are attributed to Dale only and do not reflect any official government perspective. WWW.ALOA.ORG
