Long-term employee productivity trends and factors

Long-Term Employees: Long-Term Employees, Sacred Cows?

There are those that believe that long-term employees become sacred cows of an organization. They have staying power not because of what they do but more because of who they know. Does this impact a corporation's bottom line? It can, but not in a positive way. A corporations ultimate success is dependent upon it's ability to hire and retain long-term employees that are great, competent and motivated outside of the function of the task at hand.

For a company to lead and excel in any industry it must hire the right kind of people for the job. These people are by nature self-motivated, skilled and naturally inquisitive and hard working. These are the type of employees that ultimately stay with a corporation for a long time. They are the true initiators of change and the individuals most likely to accept and work change to their advantage. Corporations investing in the right kind of employees can expect that they will grow with the company over time, rather than simply become sacred cows.

Defining the Right Kind of Employee

According to Jim Collins to be successful leaders need to be concerned with the things they can build, create and contribute to an organization (Clarke, 2001). The emphasis should be less about fame and fortune or power and more about collaboration (Collins, 2001). The idea is to set the company up for success. Likewise, people or employees working for an organization need to concern themselves with the things that they also can contribute and create within an organization. People shouldn't necessarily be interested in personal achievement as their sole motivation, but the overall well being and success of the organization as a whole. Employees who serve this purpose are the most likely to stay with a company for the long-term and ultimately contribute the most to an organization with time.

Collins doesn't necessarily agree with the idea that people are the most important asset in a company but suggests that the right people can be (Collins, 2001). He states that it is critical for a company to invest in the right people and get them on board to see where they will take you. This is a strategy for success as opposed to developing a strategy and then seeking out people to fulfill it (Clarke, 2001).

Jim Collins believes that companies can make the move from good to great by not having a program. They shouldn't manufacture ideas and they shouldn't work to motivate people because people should be self-motivated in order to contribute to the company over time (Clarke, 2001:90). Further dramatic results do not come from a single inspiring or miraculous moment but rather "down to earth, pragmatic and committed to excellence processes" that build a framework for success and keep already motivated people on track and willing to stick with the company in the long haul (Collins, Clarke, 2001).

Far too often corporations focus on the notion that for change to occur and result in success it must amass to instant results (Collins, 2001). Generally however a company can succeed simply by a continual process of growth and learning as well as aspiration and commitment toward success. This commitment must come from employees and managers alike.

The "who" of people is a critical component for success. Leaders should start achieving their aims by first assessing who the best people are for the company in the long run (Clarke, 2001). They must in essence get the right people on the bus and in the right seats in order to succeed (Collins, 2001). People need to be willing to put in a constant extraordinary effort as members of the team. This requires that they are skilled, hard working and generally self-motivated.

People have to get on the bus simply because there are other great people on the bus they want to collaborate with, not because they are attempting to pursue a particular cause or ideal, this comes later with time (Clarke, 2001). People when selected correctly are self-motivated and will bring about change and react to changing conditions in a positive way (Clarke, 2001). They will also help direct the vision of the company and lead the corporation ultimately to create a successful enterprise.

Great employees will understand that success does not involve them as individuals but rather the success of a company as a whole (Early, 2004). They will also understand the idea that it is critical to find the truth and act on it in any given situation. They will have the ability to tap into their own passion and derive confidence from their unique skills, abilities and personal competence. Long-term worthy employees will be able to stay disciplined and have the ability to focus on the essentials of a given task rather than the distractions inherent in any position (Early, 2004).

Success stems from sustained commitment and disciplined people who think in an organized and disciplined fashion and create disciplined solutions and actions (Early, 2004). Sustained commitment is a natural process that is inherent in long-term committed employees who were hired because they were the right employees for the company, not because they were interested in pursuing a one time goal or strategy for success.

Conclusions

Success in any industry stems from people. People truly do make up a company and can lead ultimately to it's success or demise. The key to hiring long-term, contributing and competent employees is hiring the right kind of person from the outset.

The right kind of person contrary to popular belief is not necessary the one hired to do a specific job. Rather corporations and leaders need to look at hiring from a more broad perspective. Their aim should be hiring the right kind of employee. The right kind of employee is someone that is self-motivated, competent, outgoing, skilled and committed to the company's success rather than simply the notion of personal success alone. The right kind of employee will be interested in working with other like minded people, other leaders and other 'right people' for the job.