Based on my past life and current life both as employee and employer, I figure out there are several basic requirements that I see in a team or in a person before I could reward them or promote them. I usually entrust a proven track-record person with more complex responsibility first, even before I promote them with the new title or the new compensation package, and see what the result is.
I view micromanagement is a waste of time and proven ineffective way to manage a cohort of young employees especially generation Y and younger since we should trust them to do their job. I , myself, respect bosses who trust me on my ability and let me do my own approach and drive the result, and thus, I dislike bosses who are hovering around me and micromanaging in every single task or in-progress-project that I am completing.
The basic requirements that I see and want to see in general in a person or a team performance are:
1. Character. Character of person defines what he/ she believes and how he/ she act when nobody around him / her and it carries out throughout his/ her life.
- Fear of God: I believe in God and his divine power. When a person is fear of God, he/ she will be at all time responsible of his/ her own action event though there is nobody around him/ her watching. Always doing the best thing we can, is another ingrained character that can be resulted by the fear of God. A person who fear of God believes that life is precious and should not be wasted. Whatever talent given in our life and circumstance that we are born with will not be an excused of giving less than our best effort in our work.
- Honesty: a person who is honest will be abe to held accountable in every little thing and never underestimate the importance of a task or trust , no matter how little it is.
- Loyalty: I view a person who is jumping around just for the sake of salary difference as unable to communicate. Loyalty is as important as I, as the entrepreneur building a company and creating jobs for employee, strive to give the best environments, sustainable company growth and reward to my employees.
- Integrity: Let A be A and let B be B. Don't be manipulative and keep changing a process or covering a failure just because you want to look good. Although not always beneficial, I see an idealistic person who has a good characters and vision usually has better integrity than one who is not. Saying and doing the right thing consistently and being accountable for a trust is crucial in growing a company. Not only outward purpose, building customer trust towards our brands and our company but also inward purpose, building trust among working co workers, teams and management. The key is being consistent to your good-intention strong principles.
- Drive: I value people who has a drive and ambition to move forward, not staying stagnant. Given any circumstances or limitation, I expect my team to be driven and excel in exceeding expectation. A high performer will be rewarded commensurate with his/ her performance result, drive and initiative.
2. Contribution. Evaluating how much a person contribute is very important in structuring a reward system in an organization / a company. Not only based on quantity such as how diligent you show up on time at your job, but also quality-wise. Measuring quality needs sharp observation on past behavior, current behavior and overall end-results. Does profit go up or does customer patronage frequency increase? It needs thorough analysis and evaluation.
Contribution itself has several aspects tie into it:
- Capability and Creativity: Capability can be learnt and creativity can be stimulated. Human are a creature of comfort. In a stagnant condition, human's tendency is to stay afloat without frisking any wave. If ourself and our employees can have different mindset and keep challenging themselves professionally to be able to increase their competitiveness and their capability to perform, it will certainly drive business performance into better direction
- Skills and Experience: Skills can be based on what an inexperienced person learnt in academical circumstance but when it is in real world, what he/ she learnt in the past could be different or need some other practical adjustment when he /she starts the real task in the job. Therefore, learning by doing, often called training on the job, is proven efficient by many trainers who train fresh graduate in the first 3-6 months of the learning curve on the job. To update new skills, an employee can train themselves too by taking additional responsibilities or training class outside the job. Experience is retained after a person experience doing something or experiencing a difficulty in the past. Therefore, usually, as time progress, a person are able accumulating more experiences to be able to perform better.
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