Great em­ploy­ees need more than pay

Lesotho Times - - Jobs & Tenders -

PEO­PLE work for two rea­sons. One is the pay cheque, of course. But there’s another rea­son that is equally – if not more – im­por­tant than a pay cheque.

The thing is, we ex­pect to be paid for that work. Pay is a given. And higher pay, while cer­tainly nice, doesn’t au­to­mat­i­cally lead to higher lev­els of hap­pi­ness, or ful­fil­ment, or self-worth.

For ex­am­ple, say I quadru­ple your salary: You now make four times what the av­er­age per­son do­ing your job earns, in­dus­try­wide. For a day you’ll be ec­static. In a week you’ll still be thrilled. In a month you’ll be pleased. But in time, no mat­ter how rel­a­tively over­paid you might be, you’ll start to ra­tio­nal­ize that num­ber. It will make sense to you. You’ll ad­just and adapt and in time come to ex­pect it.

Why? You have to. Be­ing an hon­est and eth­i­cal per­son re­quires you to be­lieve you are fairly com­pen­sated, and that works both ways.

So, next year you’ll ex­pect a salary in­crease, be­cause get­ting a raise is like buy­ing a big­ger house: Very soon, “more” will be­come the new nor­mal, as you ra­tio­nal­ize the amount of money you earn. . . and de­cide you need more.

Yet “more” doesn’t mean you’ll be hap­pier. A Prince­ton study by Daniel Kah­ne­man and An­gus Deaton found that mak­ing more than M75,000 per year does not sig­nif­i­cantly im­prove your day-to-day hap­pi­ness. Once you earn that sum, your emo­tional well-be­ing, and the plea­sure you get from daily ex­pe­ri­ences, doesn’t get any bet­ter.

That’s why higher wages won’t cause em­ploy­ees to au­to­mat­i­cally per­form at a higher level. Higher pay won’t make peo­ple want to work for you. Com­mit­ment, work ethic, mo­ti­va­tion and, most im­por­tantly, job sat­is­fac­tion are not based on pay.

To truly care about their jobs – and your busi­ness – your em­ploy­ees need other things (as­sum­ing you pay at least close to the in­dus­try av­er­age for the job per­formed, to take low or high pay out of the equa­tion).

And so can you: 1. Pro­vide op­por­tu­ni­ties Ev­ery­one’s goals are dif­fer­ent. . . but then again, in some ways not. Show me an em­ployee who doesn’t love to take own­er­ship of a pro­ject or ini­tia­tive (and I’ll show you a per­son we don’t want to hire). Great em­ploy­ees love to come for­ward and say, “I’m go­ing to make (this) hap­pen: Here’s what I’ll do, here’s what I’ll ac­com­plish, here’s how we’ll mea­sure progress, here’s what I need and here’s what I don’t want from you.”

Great em­ploy­ees love to take own­er­ship. They don’t want to be given ac­count­abil­ity – They want to own re­spon­si­bil­ity.

2. PRO­VIDE A UNI­FIED VI­SION. Ev­ery­thing you do in your or­gan­i­sa­tion at­tracts some peo­ple and re­pels oth­ers. That’s okay; you don’t re­ally want em­ploy­ees who don’t em­brace what you do and how you do it. If you don’t cre­ate a uni­fied vi­sion that peo­ple can de­cide whether to em­brace (or opt out of), you’ll be left with a num­ber of dif­fer­ent vi­sions. . . and your com­pany will have no vi­sion at all.

Work­ing for a com­pany like ours gives “Gene­cians” the op­por­tu­nity to work in a field they’re gen­uinely in­ter­ested in. Mo­bile tech­nol­ogy, the app econ­omy: To Gene­cians that’s re­ally fun stuff, and know­ing we’re on top and lead­ing the way makes a huge dif­fer­ence.

3. Pro­vide op­por­tu­ni­ties for ideas to FLOUR­ISH. One of the main at­trac­tions of work­ing for an en­tre­pre­neur­ial com­pany is the op­por­tu­nity to turn ideas into re­al­ity. Few things are worse for em­ployee morale than hav­ing an idea – and prov­ing a busi­ness case for that idea – only to see that idea sti­fled by egos or agen­das or an at­ti­tude of, “That’s not the way we do things around here.”

Em­ploy­ees with an en­tre­pre­neur­ial mind­set like to move fast, cre­ate new things and make things hap­pen. Pro­vide those op­por­tu­ni­ties, and em­ploy­ees will love their jobs. (Don’t pro­vide those op­por­tu­ni­ties and you won’t have to worry about keep­ing great em­ploy­ees. In time your com­pany will stag­nate and fail.)

So, give em­ploy­ees the free­dom to do in­ter­est­ing work that not only drives your or­ga­ni­za­tion for­ward but also drives per­sonal sat­is­fac­tion, and you’ll be­come the em­ployer of choice for great peo­ple.

The key is to en­sure those em­ploy­ees’ goals align with your com­pany’s goals. Not just that they are the same. They align.

— En­tre­pre­neur

To truly care about their jobs, your em­ploy­ees need other things than money.

Newspapers in English

Newspapers from Lesotho

© PressReader. All rights reserved.