Suits and suitability

I was browsing the bookshelves in my local bookshop, when a title caught my eye: Do What You Love, The Money Will Follow by Marsha Sinetar. The cover notes revealed that the book would "liberate" the reader by offering a step-by-step guide to "finding the work that expresses and fulfils your needs, talents and passions."

This got me thinking, as quirky titles often do, about the insurance industry and the way we motivate and reward our people. The hierarchical structures and the proliferation of job titles that exist throughout insurance organisations can motivate staff to seek management roles in order to gain the recognition that they crave.

This heartfelt and fervently sought-after recognition is often motivated by nothing other than the need to get the rewards, usually in the form of salary and/or benefits, associated with a loftier title. "Hey, look at me! I am brilliant at (producing, broking, servicing, underwriting, claims negotiating – pick as appropriate), should I not be managing director, chief financial officer, director…?"

An interesting question and one that unfortunately over the years has been answered too readily with an emphatic: "Er, yes of course you should." The fact that the individual concerned may leave the organ-isation if he does not get the recognition he wants, is often a powerful negotiating factor.

But is promotion the only real option? Is the individual actually going to continue to deliver, or in fact offer an enhanced 'value for money' contribution to the company, in his or her new role?

Clear passion
If your employee is demonstrating a clear passion and talent in one aspect of the business, should this not be recognised, rewarded and nurtured without the need to promote to higher management levels?

When a talented individual is lucky enough to gain promotion to senior management, all too often a classic 'lose, lose, lose' scenario unfolds.

For example, Bill is a brilliant business producer who has been promoted to the position of managing director.

As a result of this the company loses. "Isn't it interesting how the production figures have fallen off since we promoted Bill to the managing director's role. I really thought he would teach and motivate those around him to produce more business."

The fact that the star striker is no longer on the pitch seems to have been missed by those dishing out the titles.

And the team loses. "It is ridiculous. We are reporting to Bill now and he has no idea how to manage the team. There are so many personnel and process issues that he is failing to deal with. I am not going to stay here much longer if the company does not resolve this."

Been there? It is not Bill's fault, but he is now in a management position for which his years of exemplary business production have not prepared him.

The individual loses. "I wish I could get out and produce business again. I am getting totally bogged down in paperwork and all the personnel issues are breaking my heart. If I had known it would be like this, I would never have taken the promotion."

Unfortunately, this is not a conversation that you will hear often. The individual may be thinking about this constantly and his performance may also suffer as a consequence, but it is not often articulated.

There is also another influencer that is making its presence felt in our sector: regulation. The FSA has been forthright in its quest for individuals in positions of authority to pass the "fit and proper person" test. This ultimately means that the person must be competent and capable to perform a specific role.

The person must also adhere to the FSA principles which require, among other things, that he must carry out his function with due skill, care and diligence.

Organisations and individuals are now under pressure to be more professional in their business dealings.

So, back to the questions raised previously. Is there another way? I am inclined to think so. But it will take courage and honesty on behalf of both employees and employers. It will also mean that companies need to be more grown up in their succession planning and people development practices.

Ego will need to be replaced by 'will-go' where individuals will need to be open about what role it is that they are best suited to perform – irrespective of the position (and title) that they currently possess. 'Will-go' means a realignment of the reward structures and hierarchies that companies use.

Adding value
A brave new world? Maybe, but not really that radical. The good part is that all sides can win. Wouldn't you like to be in a job that truly stimulates you and one that lets you use your talents to the fullest? Would you not be adding more value to your organisation if you were doing what you loved? Hey, isn't that how you got to the position you currently occupy?

But here's the hard bit: you have to tell someone, someone has to listen and the organisation has to be willing to recognise the potential advantages that will ensue and have the reward structures in place to respond. People development practices will need to be rethought to promote the notion that well executed function is more important than title.

Allowing people to be rewarded for doing what they are good at…. now there is an interesting concept. Self actualisation, as the management gurus put it, is important no doubt. But to feel true self-worth should not require a fancy title on a business card. IT

Geoff Kinsella is executive director at Cooper Gay