Use the Best Tools

Men in engaging employees should be careful to get the best. Understand, you cannot have too good tools to work with, and there is no tool you should be so particular about as living tools. If you get a good one, it is better to keep him, than keep changing. He learns something every day; and you are benefited by the experience he acquires. He is worth more to you this year than last, and he is the last man to part with, provided his habits are good, and he continues faithful. If, as he gets more valuable, he demands an exorbitant increase of salary; on the supposition that you can't do without him, let him go. Whenever I have such an employee, I always discharge him; first, to convince him that his place may be supplied, and second, because he is good for nothing if he thinks he is invaluable and cannot be spared.

Men hiring employees should take care to find the best. Understand that your tools can never be too good. And no tools deserve more careful selection than living tools. If you find a good employee, keeping him is better than constantly replacing him. He learns something every day, and you benefit from the experience he gains. He is worth more to you this year than last year. He should be the last man you let go, provided his habits remain good and he stays loyal. But if his growing value leads him to demand an excessive raise because he thinks you cannot manage without him, let him go. Whenever I have an employee like that, I always fire him. First, I want to show him that someone else can fill his place. Second, he is no good if he thinks he is so valuable that you cannot do without him.

But I would keep him, if possible, in order to profit from the result of his experience. An important element in an employee is the brain. You can see bills up, "Hands Wanted," but "hands" are not worth a great deal without "heads." Mr. Beecher illustrates this, in this wise:

But I would keep him, if possible, to benefit from his experience. An employee’s brain is an important asset. You see signs saying, "Hands Wanted," but "hands" are not worth much without "heads." Mr. Beecher illustrates this point as follows:

An employee offers his services by saving, "I have a pair of hands and one of my fingers thinks." "That is very good," says the employer. Another man comes along, and says "he has two fingers that think." "Ah! that is better." But a third calls in and says that "all his fingers and thumbs think." That is better still. Finally another steps in and says, "I have a brain that thinks; I think all over; I am a thinking as well as a working man!" "You are the man I want," says the delighted employer.

A man offers his services, saying, "I have a pair of hands, and one of my fingers thinks." "That's very good," says the employer. Another man comes along and says "he has two fingers that think." "Ah! That's better." But a third man comes in and says that "all his fingers and thumbs think." That's better still. Finally, another man steps in and says, "I have a brain that thinks. I think all over. I'm a thinking man as well as a working man!" "You're the man I want," says the delighted employer.

Those men who have brains and experience are therefore the most valuable and not to be readily parted with; it is better for them, as well as yourself, to keep them, at reasonable advances in their salaries from time to time.

Men with intelligence and experience are therefore the most valuable, and you should not let them go easily. Keeping them and giving them reasonable raises from time to time is better for both them and you.