Our Staff are our greatest asset
It is an old cliché that “our staff are our greatest asset”. I suppose a lot of people use this phrase glibly. To me, however, it is a very, very important rule of thumb that I repeat to myself over and over each day.
It may simply be that I like clichés — but I do actually believe it. Proverbs and sayings often carry more than a grain of truth in them … and a cliché is often just an overused proverb.
As an Englishman, trying to run a business, (two businesses, actually — sometimes it feels like many more), in a foreign country I am very aware that I cannot do everything myself. I need local people with local knowledge and experience whom I can work with, and trust to carry out the day-to-day tasks in the business. It may be a good idea for me to know, for example, how to change a lightbulb — but it shouldn’t be necessary for me to change each one personally.
What’s more, I can’t be everywhere, all of the time.
So, I need other people around me, to do many of the jobs that need to be done. It is like a team. Each person has their role their position — their own role to play — their own job to do. As the company director, I am like the team manager — making policy decisions, arrangements — others actually “play the game” and follow the lead that I give.
Some of the people I meet here, especially the older generation which grew up in the Soviet times, seem to have a dislike for me — they see me as a “capitalist” — interested only in the “bottom line” — i.e. making money. To be honest, it sometimes upsets me (if that is not too strong a word). Perhaps it is a result of the fact that I come from a trade union background. Nothing very militant — but my father was a branch secretary — and I was, in my turn, also. I try hard to be a good employer — I like to think that I care for my staff — that I am fair and reasonable. I certainly think that I score higher on these points than many “local” company directors.
For example, my staff receive their salary regularly at the end of each month. There is one place that I know in Bishkek that promises a salary whenever a new employee is taken on — but the other staff all warn them not to expect it. No-one has ever received their full salary — the boss always thinks of reasons why he should “fine” the staff — they were late, they broke a glass, they made a mistake on a client’s bill. Sometimes he has a good reason, but he is inconsistent and seems to make it a point to think of a new reason each month. He gets away with it because the staff know that if the lose their job, it will be difficult to find another one — and that there are plenty of other unemployed people willing to take their place. Even so, every now and again, someone has had enough — and decides it is better to have no work at all than to have to put up with this.
On one occasion I was asked by someone from an Institute of Higher Education which prepared people for work in hotels, what I looked for when I appointed a new member of staff. It didn’t need the next sentence to see what she was getting at — but she added: “Did I look for people with professional qualifications?” My answer was simple — there are some jobs for which I must employ people with particular qualifications. An electrician must be properly qualified — so I look for someone with the appropriate education, certificates and experience. Likewise a cook. On the other hand — I prefer to employ to employ people I can “trust”. By that I can trust them with money … although that is important … it is important that I feel I can trust them to get on and do the job — and do it well. That I don’t have to stand behind them all the time and direct their every move.
Training is important. Not just formal, subject based, training leading to a final certificate or diploma. Attitudes and approaches to one’s work and to clients also need to be developed and nurtured. It is just as important to recognize that training shouldn’t stop when you leave the formal education system. (You can tell I am a former teacher, can’t you?)
One thing we have done is to introduce English lessons. They are not compulsory — and it is not necessary for someone to speak English to get a job with us … but it is obviously an advantage if someone can. It is surprising how popular the lessons have been and I have noticed how many employees — are now more willing to smile and say “Hello”.
Another thing we have done is to try and make that all staff have some basic training in First Aid, and Emergency procedures. (Especially important following 9/11 — although we were already doing this before then). The local fire brigade seemed surprised to get a request from us — they were happy to do it, but they asked: “You do know that you have to pay it.”
I like to employ people who are adaptable and responsive. This is especially important in a service industry such as ours.
When I first came here in 1995, it was not unusual to walk into a shop and the assistant would be busy filing their nails. When you asked for something, they looked up, horrified, and begrudgingly rose to “serve” you. Things would be slapped down on the counter and monosyllabic answers uttered to any questions. It was as if they were doing you a favour, letting you buy things in their shop. Fortunately, this has changed. Most shops are now aware to the importance of making customers feel welcome and valued.
One of my employees, that I value highly, was once asked when he was he was doing a particularly unpleasant job: “Why are you doing this?, you don’t have to, it’s not your job.” His reply was simple: “The boss asked me to do it — therefore it’s my job.” When I spoke to him later, he said that he was confident that I wouldn’t have asked him to do it if it hadn’t been necessary, or it wasn’t possible for him to do it. There was no idea of job demarcation. He had his “regular duties” — but he knew that sometimes, something needs to be done — and if he is in a position to be able to do it … then he would get on and do so.
On a team, people understand that they are all important. There may be stars … but even a Beckham needs the other players to pass him the ball. When he’s up at the other goalmouth, it is a good idea that he has defenders and a goalkeeper behind him in case his shot is intercepted and the opponents mount an attack on his goal. Sometimes a striker has to fall back and adopt the role of defender — and even goalkeepers have been know to score.
I remember that, when I was a teacher, some of my colleagues had a very chauvinistic attitude towards non-teaching staff in the school. I was often embarrassed at the way they would treat, and talk to, the school secretaries, caretakers, cleaners, cooks lab technicians and so on. These teachers behaved as if they were the most important people in the school. They had obviously forgotten that without the children there would be no school — and without the parents there would be no children. They also forgot that without the support staff — the military call them logistical support — they would have a much more difficult time. To add insult to injury, many of these non-teaching staff who perform such valuable service and were just as loyal to the school, were paid far less money than the teachers, themselves. On more than one occasion I commented — “don’t treat them like dirt, they are people too”.
We have freelance people, especially drivers and guides, who prefer to work with us than with other companies. Sometimes the motivation is money. We may pay more than other companies — but that is because we expect more. I want to feel confident that my clients are going to be well looked after. If I look after my staff, then they are more likely to look after the client, and that in turn means a satisfied who will come back and use us again — or recommend us to others.
But it is not just money. Money is, of course, important — but there are other things as well. I hope that our staff also know that we care about them. I remember one set of clients who told me that they didn’t mind long days — they were happy to drive twelve hours a day — on a ten day tour. Even though I knew that the driver would be willing to comply with this, I replied that I was sure they didn’t mind, but I wasn’t just thinking of them — I was also thinking of the driver who needed to rest — if only for safety reasons.
Some staff actually respond better to other incentives. For example: time off, further training or even a simple “thank you”.
One of the natural resources in Kyrgyzstan — a very positive aspect — is it’s people. The Kyrgyz themselves are a very hospitable people. They are also very optimistic — sometimes I think they too optimistic because they seem to have a blind faith that they can overcome all obstacles that fate places in their path, come what may. True to their nomadic past, they tend to be adaptable and, thanks to the value that the Soviet system placed on education, they are well educated.
We have been very lucky with our staff — as is shown by some of the comments we have received. Words like “gem”, “friendly”, “helpful” and “wonderful” are often used to describe them. I wish I could take the credit for this — but I didn’t select and appoint them all myself. I hope, however, that the lead I give creates a caring and happy work environment which carries over into their work with clients.
As I said, I really believe it: “Our staff is our strongest asset”.
Bishkek