Fired for not Moving Up- a discussion about employee retention

"What happens to the person who rises to a level and then chooses not to go any farther? Great press operator, but he doesn't want to be production manager or learn anything other than what he is doing now...at some point you will have to convince that person to grow with you or your business will be stuck. "

I recently read this quote in an article written by Tom Crouser, CEO of CPrint and contributing columnist to Quick Printing Magazine. It was part II of a series entited "Case of Continuing Forever" a discussion on building a small business to last long after you are gone.

After reading the quote, I have to say I was a bit taken aback. Let's imagine the following: Here's a man that's worked hard all his life to be the best press operator that he can be. Keeping his station neat and tidy, he performs well under pressure, turns out error-free jobs, and rarely takes personal days. He's never wanted management because he's task oriented and not much for crowds, team activities, or public speaking. Above all, he takes pride in his work and does it well, probably better than any other pressman in the company.

According to Crouser, this pressman should be terminted for his disinterest in climbing the corporate ladder. Crouser argues that small businesses should adopt military style assessments of who is growing the company and who is not so that the company avoids ruts and stunted growth. He recommends a maximum amount of time that an employee can be in a position before they must either move up or move out.

My thought is this: if a small business employs only go-getters and ladder climbers, wouldn't they end up with a business full of type-A personalities, all trying to run the show? I firmly believe it takes all types of personalities and work styles to make an effective and complete team. Moreover, in a small business, if you are always moving people up and out, you would constantly be hiring, which is an expense in training and time that most small businesses cannot afford.

I do agree with Crouser that "you must be proactive in recruiting, training and developing..." If you employ someone who is unwilling to do his current job better, then that's an ineffective worker. All valuable employees should be looking for ways to do their job better. That's where the motivation and training come in. But terminating employees because they don't want to move up in the company seems ignorant and dangerous in the world of small business. After all, where would we be without the artisans that have mastered their machines after 10 years of service? Not every job can be re-taught and re-trained every two years.

Leave your comments on this issue and please discuss what has and has not worked in your small business.