Publisher's Letter: Employee Management

February 1, 2013  by Trey Whitehead in Business Strategy, Industry   

My second position was with a client that I worked with by way of the Fortune 500 that asked me to come to work for them. It was a dedicated third-party logistics provider that was privately held and employed just over 120 people. Less structured than my previous job, but attempting to become a “real” company.

This brings me to my present position as publisher of Home Furnishings Business. A team of five, the majority of us work from home, with some support from our parent company.  Each company has had its share of pros and cons, but each was driven by the fact you must have good employees to deliver on the promises you make to your clients.

At one time or another with each place I have been employed, I have hired, fired or have been counted on to keep morale up within my group of employees. I know the old saying, sh*t floats downhill but it amazes me how quickly a senior manager will run when such tasks come up.

Right or wrong here are a few things that I have learned along the way. 
When hiring, don’t try to just fill a vacancy. Use this time to find an “upgrade” and find someone that will work well within your team. If you hire a person that is motivated, smart and has a good work ethic, you can train them on the necessary skills to help them be successful in the position. They will grow into the role. Don’t rule out hiring from outside your industry, sometimes a fresh set of eyes, ears and ideas is what the position needs as a jumpstart. Explain what is needed for them to be considered successful and supply the tools to make that happen.
Firing, this is a tough one for most people. In today’s world of documenting potential issues, problems and inch-thick personnel files, it’s my thought that a person has a pretty good idea which path they are on before the firing takes place. If you have completed your supporting documentation and included it in this file, you should have no concerns about your next step. You have outlined what was needed for that employee to be successful, and they have not reached those goals. Lose no sleep when terminating an employee; you’ve had discussions along the way about performance issues and addressed this with each item that was put in the file. Cut the cord and move on, your team will be better for it.

Happy employees are more productive employees, but keeping employee morale up is a difficult task. Management needs to keep an eye on morale. Good employers will make sure an employee is feeling  happy and secure in the position, so they can focus on doing their job and not have concerns about the “what ifs”. It’s a fact that an employee will be more productive if they feel good about the company. Remove any doubts employees may have, and you will be rewarded by them. Be sure to acknowledge employees for the effort they give. Celebrate the wins and always be sure to include families in your celebration. The family may not be on your payroll, but they are a vital support for your employee. It’s important for family members to feel included and part of your team. 
This issue of Home Furnishings Business delves into these topics. Take a moment to read it and learn from others who are much more seasoned than me in what makes a successful team in the furniture industry. I’m sure you will walk away with an idea or two that will help you become more successful and create a team environment that will exceed your expectations.