Purely performance based cultures leads to depression and insecurity of job?

REVISED FROM ORIGINAL ENTRY... I was an on-the-job trainer and a field supervisor at a medium-size Inc 500 company many years ago. The company was a little over 100 people, and at my peak, I supervised 9 of them, including myself. The company was expanding very rapidly and turnover was very high--not only in the field, where most employees were, but also in the office.

Over the course of the 6 1/2 years I was there, I estimate that I trained and/or managed 75 individuals. One even got promoted around me. There were management changes pretty often--in the time I was there, we had 3 HR directors, probably 10 mid-level managers (with a team of 3 or 4), 2 vice-presidents and even the president and founder even stepped out of that role into the "CEO Role," leaving to start another company, and a new President was hired from outside.. Lots of long-time employees, who had been with the company through ups and downs, began to leave.

You would be surprised how easy it is to keep employees happy (and keep them, period) in the absence of a raise. A little recognition goes a long way. An internal awards program (with a lot of different variables) is my suggestion.

For example, you could have the "Best" of each of these each month -ghest Sales Volume -ghest profit margin -Most new customers -ghest increase in % new customers -Best Rookie sales volume -Best Rookie Sales Profit Margin -Largest Single Sale -Recognition of anniversaries with company or promotions -Recognition of a nice letter from a client about an employee--the "Customer Satisfaction Award" Here's why you need for both percentage and sheer volume: Some of us had a territory where we would be relatively slow and have a small potential customer base that wasn't interested in our product or service. , no matter what we did. Most of us had potential customer bases of 400-700 individuals, with 30 corporations thrown in, and selling was the hardest part.

However, there were some of us who had the mega-sales machines--1500 individuals, 50 large corporations, and most of them were active customers. Those mega-sales machines far outsold the ones that had the slow territories. But often, even if someone could turn their small customer base around from a dud to a seller, they would never match the sales volume (in dollars) of the mega-sellers.

The mega-seller's clients often had standing orders, and obtaining new clients within their pool was easy--more often than not, the client would find the salesperson. But the percentage-based categories give the ones with the smaller territories a level playing field. And either could have the highest individual sale.

The rewards can be as anything from a $25 Starbucks card to an extra paid day off. Make it something crazy like "The boss will sit in for you for a day. " Whatever it is, it **has to be accompanied by a certificate of the accomplishment ** and perhaps the whole company clapping--the company I worked for did the whole thing at its monthly staff meetings, and they usually got prizes (gift baskets or restaurant gift certificates) from our vendors, who wanted to promote their product or service to everyone there.

Even without actual rewards, an award system can be implemented. I recommend it. The only cost to the most basic of recognition programs to lift morale and build a sense of cohesiveness is the cost of a pack of parchment-like paper on which to print the certificates.

I cant really gove you an answer,but what I can give you is a way to a solution, that is you have to find the anglde that you relate to or peaks your interest. A good paper is one that people get drawn into because it reaches them ln some way.As for me WW11 to me, I think of the holocaust and the effect it had on the survivors, their families and those who stood by and did nothing until it was too late.