Why Successful Businesses Focus on Developing People – Not Employees

  • Why Successful Businesses Focus on Developing People – Not Employees

State-of-the-art technology is very useful in modern businesses,  but it’s impossible for computers to replace the human element. People bring essential qualities like creativity, innovation and outside-the-box problem solving to the table that successful businesses depend on.

Since the most important assets in any organization are its people, helping them to develop additional abilities and assume increased responsibilities should be a priority. Unfortunately, that’s often not the case. Why not?

Why Personal Development for Staff Members Often Takes the Backseat

While many managers honestly desire to see team members grow, it’s easy to let urgent calls and meetings get in the way. A common misconception is that customer needs take priority all the time, and that training and development for company personnel is less important. This is a very shortsighted view of company wellbeing, however.

A recent Harvard Business Review study revealed that even though many employees appreciate the added responsibilities and opportunities for advancement they receive, a large number of workers often feel that training, encouragement and mentoring is lacking in their company. What can happen when staff members feel that way?

Put simply, they’re likely to leave in search of greener pastures. This means businesses lose valuable people with innate talents that could have become major organizational stars, future management powerhouses with an important forward-looking outlook.

How To Help Your People Grow As Individuals and Be More Productive

The answer, in a word, is mentoring. Share your valuable business and life experience to help others realize their full potential in the organization. Here are four steps to take:

  • Be genuine: Get to know the members of your team personally. Find out details about their family, personality, and Your personal interest helps you inspire the people around you, and also gives you valuable insight into their strengths and aptitudes so you know which direction to nudge them in.
  • Assign tasks: Micromanaging doesn’t help people learn to become good managers themselves. Give them a few increased responsibilities you think they’re ready to motivate them.
  • Provide proper training and tools: This is where many managers fail. Besides new assignments, make sure to give your personnel the instructions and tech they need to succeed, including promoting honest questions.
  • Follow up: After enough time has passed, check out how they did. Give plenty of sincere commendation for good work and also point out one or two ways things could go even smoother.

If You Train Them, Your Business Will Prosper

Viewing employees as people – with unique strengths and future potential – instead of numbers on a sheet isn’t just good for them, it’s also good for your company:

  • Increased loyalty and honesty from staff members
  • Improved productivity and superior work quality
  • Stronger, family-like organization
  • Talented individuals with in-depth company knowledge in the right leadership roles

When the people who work for you feel content, valued and inspired, they have a reason to go to work every morning with a smile on their face and a sense of purpose. Motivated staff members work harder, think more clearly and develop amazing strategies because they give their all for your company. Who inspired them to reach the organizational position they’re passionate about and develop the skills that make them great at it? That’s right, you did.

By |2018-09-26T00:00:15-06:00September 26, 2018|

Author

Matt Rocco is the President/CEO for Etech Global Services. Matt is a 38-year veteran of the BPO industry. He has held key leadership positions within Dun & Bradstreet, The Berry Company, and Etech Global Services. In the past 38 years, he has spent time in every facet of call center operations and outsourcing processes. Matt has been an avid speaker at many industry events and was featured in the articles of various renowned periodicals including The Wall Street Journal, Contact Center World, Call Center Magazine, Call Center Times and others.

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