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People Profits Principles Summary

The following are the principles that People Profits believes in and trys to instill into our clients. 

Principle Click on the Principle to learn more
1 Free is good – but you have to look for it or know where it is
2 Sincerity trumps everything else
3 Your people know the good and bad employees. How you deal with both groups determines who will stay
4 Your employees’ perception of your Culture and Values is reality
5 In recruiting, you are either the lion or the gazelle
6 Good people always have a job - what they want is an opportunity
7 There are two types of people: those who focus on activity and those who achieve results
8 Employment Law is the floor - above it is a blue sky of opportunities
9 Five of the top six elements of employee satisfaction are ORGANIZATIONALLY driven
10 You have to be special to attract special people
11 Supervisory favoritism will undermine everything else you are trying to do
12 Employee Development ignites the top two areas of employee engagement
13 Invest in your supervisors first
14 Knowing who your employees are, “where they came from” and their goals will drive engagement
15 All 7 areas of HR must work together to attain the desired results
16 As in all Return on Investment (ROI) decisions – HR should be evaluated on results not activity
17 Recruiting is convincing someone to spend part of their life working with you
18 The Chief HR Officer should have the same degree of impact as the CFO - but seldom does
19 Good people bring you better people. Bad people bring you worse people
20 There are few things more despicable then a supervisor taking credit for an employees' idea
21 Companies have business, financial, marketing and sales strategies - they need a Human Capital Strategy
22 Management and supervisors' actions speak louder than words
23 HR always wants to invest money today for unknown benefits in the future
24 People want to fit in – we can make it easier or more difficult
25 You cannot have sustained engagement without sincerity and integrity
26 Recruiting is best served proactively
27 Value PathingTM will increase employee value, engagement and retention while reducing cost and time
28 Pay differences between employees should reward/retain top performers and motivate all others
29 The "3 for 4"TM system will increase productivity, engagement and retention while reducing cost
30 It is not important which employee said something or why. The issue must be - is it true? 
31 As the rate of turnover increases - the total cost becomes exponential
32 You can not recruit your way out of a turnover problem
33 The cost of solving your turnover problem is less then the cost of recruiting
34 Employees want you to care about them as much as you care about your customers
35 Your organization has a Human Capital cancer - identify, then treat or eliminate
36 Recruiters are more expensive then learning how to recruit
37 The wider the gap between your stated and actual values - the greater your turnover
38 Small/medium business recruiting is limited to who management knows - not the entire applicant pool
39 Good employers can attract good employees away from bad employers 
40 You are not as good of an employer as you think you are
41 When experienced people leave - it is hard to under estimate the cost
42 People Management is individual decisions made from an agreed on philosophy, values and strategy
43 Employee value drives employee engagement
44 People are the cornerstone to economic development
45 If a supervisor can not confront his own weaknesses - he should not be a supervisor
46 When people and profits work together - magic happens!
47 Use the common threads among your best people to drive your Human Capital strategy
48 Organizations do not know how bad something is - until they start to make it better
49 If hiring is paying someone $x/hour – they are a commodity and NO ONE wants to be a commodity
50 Knowing the REAL reason why an employee leaves is priceless
51 Demand for labor is higher then supply making a comprehensive recruiting strategy critical
52 All employee meetings should include a time for employee questions
53 An unchecked "competency drain" can create a death spiral in your human capital  
54 Systems should solve problems - not just create complications 
55 The "Next Big Thing" will not solve all your problems - it will bring its' own set of problems
56 Sign on and employee referral bonuses are expensive - respect and appreciation are free 
57 Immature selfish people can not have empathy and compassion for others 
58 Your employer reputation precedes you, is hard to change and can be VERY expensive
59 The need to throw a lot of resources/people at a problem can be alleviated by better planning
60 Total rewards must be initially based and adjusted on employee value 
61 When an employee asks for a raise – use it as an opportunity to figure out how to increase their value
62 HR software is like accounting - it records history - it can not chart or implement the future strategy
63 HR is a schizophrenic function which explains the lack of results
64 If your Recruiting Strategy leads with Employee Benefits - you are paying too much! 
65 Don't tell employees what they think - you will never be right 
66 There are ways to clone your best employees.
67 How you respond to employees ideas, questions and feedback will determine your level of engagement.
68 Employees are seldom terminated for lack of skill - rather for lack of character/values/maturity.  
69 Numbers never lie – people do. 
70 60% of your employees need to be shown how to be successful
71 Giving credit to an employee for an idea - will lead to a harvest of new ideas
72 Fewer people, less cost, higher productivity - it can happen!
73 People want a strong, fair leader - they can respect. 
74 Labor goes where it is needed, wanted and treated well. 
75 What do you know about your employees - not just what other employees are saying about them
76 Any deviation from your values at the top of the organization will be exponential when they get to the bottom
77 Sometimes the issue is getting people to understand THEY CAN SUCCEED!
78 Micromanaging kills engagement
79 Managers who are resource hogs - never have a good ROI 
80 A high turnover of supervisors in a department will lead to high turnover in employees. 
81 Hiring is easy, retaining and engaging is hard
82 4 out of 3 people struggle with math
83 A big dose of WHAT and WHY, a good dose of WHERE and WHICH and just a smidgen of HOW
84 Turnover is focused in the first six months and can be the easiest to solve
85 Everyone wants to work with a good employee who is also fun. 
86 A city’s "good job" pay rate can be determined and used to recruit, engage and retain
87 Exit interviews do not get to the truth 90% of the time
88 50% of the time someone will get a "no-brainer" wrong
89 Results of evaluations should never come as a surprise
90 Your employer brand is as important as your marketing brand
91 Management owes the organization and their co-workers to not ignore nonperforming employees
92 As wages are increased by a $1/hour the character of the person applying increases exponentially
93 Engagement and retention begin the first moment a potential candidate is aware of you as a potential employer
94 Owners and executive management are responsible to provide employees with strategies, plans and systems 
95 See HR differently - demand more - expect more - receive more
96 An overburdened system will fail. If you don't have a system - failure will be immediate
97 Organizations must be able to OBJECTIVELY assess where they are and how to get to where they want to go
98 Organizations have too many "Check the box HR activities" that do not create necessary results 
99 Structural motivation works every minute of every day