Are Employees Your Competitive Advantage?
Visualize, if you will, this picture of employees:
- They give you eight or more hours of their time five days a week.
- They eat lunch at their desks.
- They endure dreadful plan-to-plan meetings that rarely result in decisions.
- Managers have little to no budget to recognize employees for great performance.
- Managers have no budget to celebrate accomplishments.
- And when an employee asks to attend a training seminar in Chicago the answer is, “Don’t have the budget.”
Let me summarize: Don’t come to work expecting much from us, your employer. You’re lucky you have a job. Get back in line, keep your head down, and do as the others do.
This visualization exercise is hardly that at all. It’s all too real. And we’re learning from Manpower Group’s latest research that executives are opting to put off dealing with their company’s talent shortage problem. Instead, executive agendas focus on improving the tangible areas of the business for competitive advantages: improving operations, implementing new technologies, for example.
Sure it’s sexier to implement the latest CRM solution. But, last time I checked it takes people to analyze, design, implement, and maintain such a solution.
If you want to have an advantage over your competition, dear CEO, get seriously concerned about how you plan to address the shortage of skilled employees to do the work needed for a 21st century organization.
The longer you wait to realize that employees are your competitive advantage, the longer you hold your organization back.
This is a knowledge economy. Businesses face complex problems that cannot be solved with a factory-worker approach to getting work done. The companies that invest in developing their staff to find solutions for complex problems are the ones who win in the 21st century.
Invest first in your people who create the value for your customers.