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The best use of the best people

       If a business chooses to dominate its markets it must also choose to make
       the best use of the best people. This means that you must plan to attract,
       retain and make the best possible use of the best people available. Thirty
       years ago Frederick Herzberg said that we need to differentiate between
       how we treat people and how we use them and, surprisingly it is how we
       use their skills and initiative that motivates them.

            This section is therefore devoted to the following key factors:

            n How do you recognize the best people?
            n How do you attract them into your business?
            n How do you select them?
            n How do you use their capabilities?
            n How do you retain them?

      The best use of the best people begins with you

       It may sound like an impertinent question to ask so early in an acquain-
       tance, but are you in the right job? Please note I am not asking whether
       you are the right person for the job. What is important is does the job that
       you are doing make the best use of your skills, knowledge and capabilities.
       You are probably one of the “best people” in the right position. So I ask
       again is the job right for you?

            n Do you go to bed happy at the thought of the next day’s challenges
                and sheer hard work?

            n Or are you anxious in the evening as you consider the prospect of
                work next day?

            n Do you “talk shop” with colleagues because it is exciting stuff?
            n Or do you talk obsessively with your partner about the trials and

                tribulations of working life?
            n Worse perhaps, are you unnaturally reticent, responding

                aggressively to innocent enquiries from your nearest and dearest?

            n Can you pace your activities sensibly?
            n Or do you work late frequently and skip lunch because you have

                been given or have assumed too much work?

            n Are you readily approachable by your team and peers?
            n Or do you treat people with ill-temper or with off-hand

                indifference?

            n Are you clear where your job is taking you and do you want to go
                there?

            n Or are you drifting and hoping that something will turn up?

26 Key management questions
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