We have heard a lot in the news about no showings for call centers. We have had employees who claim to have received “no” for many repetitive tasks, then for no reason at all, are given a different department. It happens over and over again. Why does it happen? It happens because of the wrong approach, the wrong type, and with the wrong attitude.
The difference between the modern and old approach
The modern approach to hiring employees is almost as opposite as the old approach. Rather than treating employees like clock clocks constantly ticking with one “tick” after another, the modern approach is based on the principles of satisfaction. Instead of presenting each employee with an identical set of repetitive tasks, the modern approach is based on a process of interviewing, team-building, what your needs are and what you can give. Each aspect of an employee’s job is evaluated in the analysis of which tasks don’t come naturally to you and for which you need training. Your company grows by gaining skills in the skills you bring to the role and in the skills you need for your current and future positions.
In the early days of welfare, the only benefit to the government was increased power. Never giving up control to individuals was seen as an unacceptable means of giving power to those who deserved it. In contrast, the New Deal Social Security system was a massive exercise in responsibility. Early employees could not be paid too little to provide a secured check to its unemployed citizens. The social security system puts a huge responsibility on the shoulders of workers and has no equivalent today in government.
In the 19th century, wealth began to be made by investors. Instead of individuals who produced goods, wealth was created by investors. Accrual accounting technologies, in particular, made the wealth transfer from laborers to investors qualify as capital. By its very nature, giving new people money or other goods and skills and creating new wealth requires capital.
Although a wealth transfer is a necessary part of all human development, a major advertisers’ change in attitude toward workers caused it to become a criminalized practice. It’s no longer spoken of in public as an acceptable treatment. But, seeing it as an acceptable practice, that changed the definition of maladjustment.
A modern approach to recruiting
The notion that workers can be treated as responsible adults instead of being treated like teenagers, makes it nearly impossible for employers to determine when and how to delegate work. Later in the 20th century, the notion of outsourcing (now known as remote employment) began to take hold, and the modern child of a reformist, having to go against his uncle to do a job, becomes accustomed to off-shoring his work to a foreign parent and feels virtually secure. Today, outsourcing is virtually an everyday fact of life. (It’s amazing today in many of the other countries outsourcing is the norm with the specific types of tasks that ‘outsourcers’ are often experts in.)
To avoid this highly promotional practice the modern approach is based on burdensome and time-wasting regulations. The modern approach places limit on the number of times work can be “taken.” It equally limits the number of advice workers can provide. If everything is going great, workers are paid very well, and they almost all enjoy what they do and are diligent and full of great skills, you tend to treat them as if they were your best friends and they want to give you more. Thus, there is less relationship built-in. It makes it a little easier for social mobility in the company.
So, the moral of the story is this. Your best friends worked for your companies for years. You feel very much attached to them. You help them out when possible, and you protect them. They love you very much, but they may be better off with another company. The modern approach being, treating your employees like professionals makes them feel like professionals. By eliminating anniversary pay, exceptional performance, public praise, and loyalties, you will build loyalty for your company, make them more productive and typically happier.
Your selection of employees who will be treated like professionals depends primarily on whether or not the employees are socialized into working hard for the benefit of the company rather than for their private gain. Today’s sophisticated managers know what they want concerning their workers’ happiness and future. Having worked hard for a company, a gas-rich, quality-assurance engineer who worked 20 years at DuPont finally leaves management and takes his knowledge to a foreign company. He didn’t leave DuPont expecting to receive thousands of dollars a year. The engineer stayed and attracted many other talented individuals just like him to his new employer. A happy employee could be the future of your company. Termination and severance are here because an employee is not properly paid. Proper compensation is the key to avoiding expensive mistakes.