In a tight labor market, attracting and retaining the best people is not an option. It is a requirement. In a previous post, we explored five essential questions for managing any asset. Those same questions also apply beautifully to your employees—if you think of them as assets. And you should. This post shows you how.

Most companies have a Human Resources department. I’ve always wondered why it isn’t called the Human Assets department. Words shape thinking. In today’s employment climate, retaining great people is the number one challenge.  

Treating people as assets, not as mere resources, becomes your strategic weapon. Without this focus, productivity and customer service both suffer. With this focus, you create a win-win cycle: better service, happier customers, and lasting growth. This commitment is the first step toward connected employees and connected customers.

So, what happens when we view employees as assets to be valued, developed, and protected? We apply the same five questions:

• Where are they?
• What are they doing?
• How are they doing?
• What do they need now?
• What are they going to need?

Before diving into the asset questions, remember the most crucial element of retention: your company’s Mission, Vision, and Shared Values. These aren’t just words on a wall—they’re the foundation for your company community, family, and culture. Done right, they connect every employee to something more meaningful than a job or a paycheck.

One of our customers recently told me their techs will change jobs for 25 or 50 cents more per hour. That tells me they feel no emotional connection to the company. Change that connection, and you’ll change the performance of your entire organization.

1. Where Are They?

Knowing where people are matters—for both safety and performance. While you don’t track people the way you do equipment, you should know where they’re supposed to be and verify that throughout the day. Good managers already do this instinctively. If employees work in the field, it’s even more critical. A connected, real-time work order system can provide valuable visibility and feedback.

2. What Are They Doing?

Are they engaged in the right work? Are they productive or struggling? Again, a connected system helps managers and employees see what’s getting done and where help might be needed. Transparency builds trust—and accountability.

3. How Are They Doing?

This question has two layers:

• Performance: Are they completing tasks efficiently? Are there patterns of delay or bottlenecks that suggest training or support needs?
• Well-being: How are they doing personally? Do they feel valued, supported, and part of the company “family”? Are they contributing positively to the culture?

The first relies on data. The second requires human connection. Both are essential.

4. What Do They Need Now?

This ties directly to the previous questions. What skills, materials, or information do they need to do their job well today? And just as importantly, what support or feedback do they need to feel part of the company’s mission? Managers should ask both types of questions regularly—and then act on what they hear.

5. What Are They Going to Need?

Future needs have two sides:

• Practical: What tools, training, or assistance will they need to handle upcoming tasks?
• Aspirational: What do they want to learn, achieve, or become?

The practical needs attention every day; the aspirational deserves a deeper discussion at least quarterly. Understanding both ensures that employees grow with the company, not away from it.

The Power of Performance Previews

If your company conducts performance reviews, take a hard look at that process. Too often, these sessions focus on looking backward—critiquing what’s already happened. That approach rarely inspires or engages anyone.

Instead, consider performance previews. Look forward and ask:

• Where do you want to go?
• What skills do you want to build?
• How can the company support you?

Create a plan together, follow up regularly, and celebrate progress. Coaching beats managing every time.

The Bottom Line on Employee Engagement

When you successfully connect your employees, you are poised to connect your customers. Build a community—a family—of people who share a common purpose and values. Let them know you care about them first and foremost, and that you’re invested in their growth and well-being. 

When customers feel connected and treated with fairness, price matters less. And when employees feel that kind of connection, they won’t want to work anywhere else.

Joe Lewis
CEO
Fame Rental

Fame Rental improves rental businesses and the lives of their employees and customers. We do this because we care more deeply, listen more intently, and act more methodically than anyone in the rental industry would ever expect from a software company.

Contact us at sales@fameintel.com to schedule a demo.