So I want to tell you about a chap called Rob Ashton. I don’t know Rob but he appears to be extremely excellent. Having got a bit narked off with his enterprise consultancy gig, Rob decided to toss it all in. Without a firm plan in plan in mind, Rob decided to make an offer to the world – anyone willing to cover his expenses could have Rob come and work for them for free. Initially I think the plan was to stick to Europe but things seem to have got out of hand and Rob got all over the place. You can read about it here.
Rob was very strict on the whole ‘not receiving payment’ thing, noting:-
I was offered pay for a number of roles while I was doing this, and turned it all down because I felt it would sully what I was trying to do. Also – I felt it would muck up the balance where the people I was working for really wanted me to be happy because it was all they were giving me.
And this me thinking, companies want to hire the best people they can. As a means to achieve this some companies come to the startling conclusion that if you want to hire and retain good people you need to be prepared to pay for them.
But this isn’t enough. Staff can only be as effective as the company allows them to be. If the company culture stifles productivity and those same staff, while more productive that others, are still not able to fully deliver.
What’s worse is that the company doesn’t realise this is happening, no company deliberately aims to clamp down on productivity. Things tick on the way they always have done, the star hires perform well relatively speaking, and staff stick around because taking a pay cut is difficult. So the warning signs are less obvious.
An interesting thought experiment would be to ask yourself
What would happen if you staff worked for free, what would you need to change?
Let’s ignore the practical implications of this statement, all I’m saying is, if you take money off the table what would keep your staff wanting to work at your company? This isn’t about extra perks and a ball pool, I’m including all extrinsic motivators. This is about identifying what it is about your organisation that demotivates, and identifying how the organisation could improve intrinsic motivation.
- How would your approach to flexible working change?
- How about performance review and professional development?
- Most importantly, what would be the implications for your org chart?
The answers will highly dependent on context, but if we make the assumption that in many cases the goals of the staff member and company are aligned, then why wouldn’t a company want to act on the conclusions?
I think we are starting to see the results of this already in the form of a shift towards flatter hierarchies, ad-hoc work groups and acknowledgement that people are more important than process. Some companies lead the way such as Valve and Gore but any company could benefit from asking themselves this question.
Fragile 