Investing in people means instituting an environment meeting three particular needs
By Jeff Reinke, Editorial Director, PD&D
 "Investing in people goes beyond just training and developing their technical skills. I think it means instituting an environment that meets three particular needs: Passion, Pride and Paycheck." |
I’m not sure how to describe this time of year, as it’s not really a season or holiday, but I do know it’s among my favorites. Spring is on its way in, the NCAA tournament is in full swing, and the countdown has begun for the opening day of Major League Baseball.
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Although my Milwaukee Brewers lost in the playoffs last year (something a friend from Philadelphia won’t let me forget, as they fell to the eventual world champion Phillies), the season was a tremendous success. The Crew won 90 games and made the post-season for the first time since 1982.
One of the unique things about the Brewers is that they’re a small market team, so they don’t have the spending freedoms of a New York, Boston or Los Angeles-based franchise. This places a premium on drafting quality players, nurturing their talents in the minor leagues and fielding a team that is essentially home-grown. The starting nine on opening day will probably only hold two players that didn’t come through the Brewer’s farm system. They’ve been able to compete with other, larger market teams because they’ve grown their own talent instead of pilfering from others.
I think it’s an interesting model that not only relates to how smaller market sports franchises can thrive, but smart businesses in general, and especially when it comes to fostering and retaining the unique talents of a good design engineer. However, investing in people goes beyond just training and developing their technical skills. I think it means instituting an environment that meets three particular needs.
The first one is passion. Obviously passion can’t be taught, but it can be instilled. Furthermore, the right or wrong work environment can effectively douse or fan those motivational fires that either drive the inspired or further deflate the lethargic. Cutting development funds, failing to recognize successes or negating input can help to effectively sap any creative juices and sense of passion, regardless of the individual’s age or experience.
Pride is the second, and it can resonate from the project leader, supervisor or a fellow co-worker. Whether it’s leading by example in the way actions are taken or instruction is given, instilling a sense of pride and dedication to doing things the right way can aid tremendously in developing teams that are proud of what they do, and for whom they do it. This positive vibe will also resonate with other departments in breaking down communication barriers and negating natural rivalries. Less in-fighting might also lead to less resistance when it comes time to distribute product development funding. And in the end, someone who is proud of what they do will probably do it better.
Finally, the paycheck. Although most who enjoy what they do will honestly express that it’s about more than a paycheck, we all still like to see some monetary love on a regular basis. The pay scale might not be the primary reason designers choose to join or stay at a company, but it will ensure that they’re not looking for other options.
There’s a great sense of excitement and anticipation regarding the Brewers this spring, and hopefully they can provide us with another great fall of baseball. Regardless of their level of success, it will be fun to watch a group of players that were home-grown because we’re vested in their success. It makes us fans a little more passionate about their wins and losses, proud of the colors they wear and less reticent about contributing to their paychecks. Hopefully you and your fellow engineers can say the same about your team.