Commercial Integrator April 2022 - 9

Setting aside the obvious metric for
salespeople (i.e., sales versus cost of
sales), there is a need to assign a value to
what non-salespeople do. This adds yet
another layer of complexity that, in many
cases, can be quite difficult to quantify.
Part of this is objective; other parts
are subjective. No matter the position,
a value must be ascribed to each job
and employee. That begins with the
job descriptions we mentioned earlier.
Across all categories of employees, there
are intangibles, as well. Examples would
be attitude, punctuality and willingness
to " go the extra mile. " These can't be
quantified, but they add substantially to
an employee's value.
The Levels of Employee Performance
What adds to the complexity of employment
and tenure at a company are the
levels of employee performance. These
exist on a sliding scale, ranging from
meeting the minimum requirements to
excelling at the job. Both the employer
and the employee must be aware of the
sliding scale, what defines excellence
and how it's measured.
What we do know is this: The closer an
employee gets to excellence and providing
high value, the stronger the correlation with
higher productivity and (most oſt en) longer-term
employment. Although there are
certainly exceptions to the rule, companies
tend to retain those who provide proven
and recognizable value.
Value is a Two-Way Street Involving
Employer and Employee Alike
Let's be as clear as possible: Providing
value is a two-way street. It involves
employer and employee alike, and it
cannot be achieved in a vacuum. From the
outset, an employer must establish and
communicate its parameters and metrics
for employee performance. This can be
done through job descriptions, interviews
and annual reviews. Not doing so introduces
moving targets that can never be
met. Confusion is the enemy of achieving
desired results. An apt paraphrase of the
old MBA axiom is this: " If you can't defi ne
it and measure it, you can't manage it. "
Once an employee is armed with an
understanding as to what their job is, as
commercialintegrator.com
well as the metric of performance, they
can then engage in providing value across
levels and types.
Let's assume that the employee provides
the value described and sought by
the employer. Then, the employer must
complete the " contract. " That means
the employer must recognize the value
and create/provide an environment and
culture that will allow the company and the
employee to fl ourish and grow.
Our objective in this in-depth exploration
has been for employees and employers
alike to truly understand the concept
of value. By gaining this understanding,
we can achieve positive and valuable
results, delivering a true win-win outcome
long term.
Alan C. Brawn, CTS, ISF, ISF-C,
DSCE, DSDE, DCME, is the
principal of Brawn Consulting.
The Premier Supplier of Pro Audio, Video,
Lighting Equipment & Musical Instruments
Serving Integrators & Contractors
For Over 45 Years
Free Shipping | Free 2-Year Service | Low Price Guarantee | Flexible Financing | Certified Experts
800-356-5844 * fullcompass.com
APRIL 2022 Commercial Integrator
9

https://www.fullcompass.com/topics/contractors?utm_source=CI&utm_medium=Banner&utm_campaign=04012022_Contractors http://www.commercialintegrator.com

Commercial Integrator April 2022

Table of Contents for the Digital Edition of Commercial Integrator April 2022