For the many people who call the office technology industry home, job satisfaction goes beyond mere financial compensation. Well, OK, let’s not blow too much smoke—there are those for whom a boost in salary is far more important than a title, greater responsibilities, oversight of a department or even a corner office. So, let’s retroactively do away with the “mere” nonsense.
Still, there are those who want to feel a sense of growth and progression within their careers. They crave a level of job satisfaction that keeps them smiling and whistling while they work. As we delve into this week’s State of the Industry report on hiring and retention, our dealer panel provides insights into how they ensure team members avoid falling into ruts. Or looking elsewhere.
Some dealers have the advantage of being in the midst of a strong growth phrase, a sunset that includes WiZiX Technology Group. Tyler Johnson, senior vice president of sales for the Roseville, California-based dealer, notes that it naturally creates opportunity. It’s important, he adds, for the dealer to reward those people who display leadership tendencies before they’re given the title.
“If someone assumes responsibility, develops their skills, and demonstrates they can operate at the next level, advancement becomes a matter of timing, not possibility,” he said.
Showing Faith
Promotions aren’t always possible and shouldn’t be viewed as a cure-all. Investing in your people telegraphs the message that you want them to build upon their skills and value to the company, notes Melanie West, a director of HR for UBEO Business Services in Austin, Texas.
“Even without immediate promotions, we ensure employees feel growth through skill-building, cross-training, mentorship, goal-setting, and special project opportunities that expand responsibilities and visibility,” she said.
While title progression is certainly an option, it’s not the only one that matters. Jim Haney, founder of Haney Strategy and a past marketing guru for multiple dealers and OEMs, sees “capability growth”—widening the scope of their responsibilities and autonomy—as a relevant avenue.
“Practically, that looks like structured development plans tied to quarterly milestones, regular one-on-one coaching conversations, shared learning initiatives, and giving people ownership of projects that stretch their skills,” he noted. “When someone on my team takes ownership of a new process or leads a client initiative they wouldn’t have been trusted with six months ago, that’s real progression. And they feel it.”
Haney also advocates supporting team members in becoming more professionally conspicuous through platforms such as LinkedIn, being engaged in industry events and being privy to increasingly strategic conversations. “When employees see themselves growing as professionals, not just as employees, it creates a sense of momentum that transcends any single title,” he remarked.
