2017 Technical Report July-August

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refrigerating engineers & technicians association | july/august 2017

The Human Trinity of Business: Employer — Employee — Public

by David A. Brown. Current revision edited by Chris Carter, Vern Sanderson and the RETA Publications

The following is a timeless treatise originally presented to The Middle States Ice Producers’ Exchange at the Hotel Statler, Detroit, Mich., on December 10, 1915. Subsequently, it was published to the nation on January 1, 1916 in the Nickerson and Collins Company publication Ice and Refrigeration Illustrated. The original author, David Brown served as the president of “Middle States Ice Producers’ Exchange”. David was known as a businessman second and a member of the human race first. He had revolutionary ideas about the partnership of the business person, the employee, and the public. Many of which are even more poignant today than in David’s time.

This revision has attempted to update the language to the current audience, remove some gender specific language (common at the time of its publishing), and content has been changed in several locations. Those seeking to read the unedited version of this article are encouraged to seek out the original publication.

business as a living, breathing, human thing. Time when the expression, “Business is Business” and “Cold-Blooded Business,” were accepted as being quite descriptive. Employee and employer were constantly on the verge of an explosion, while the public stood on the outside, an innocent sufferer (bystander). hours, and sometimes more was considered a fair day’s work. ” “ The fewest dollars for the longest hours — that seemed to be the slogan. From early until late — twelve, fourteen, sixteen

Additional information pertaining to David Brown is available in the January/

February 2015 issue of the RETA Breeze accessible in the members section of the RETA website www.reta.com. It is only within the past decade (1905-1910) or two that people have begun to think of

The employer of the past was one far removed from his workforce; there was nothing in common between them. The employer was of one kind of clay and the workforce of another. Labor was bought at the lowest market price, like any other commodity. That Labor had a heart that pulsed good red blood to mind and body, and that this heart was the moving force in the human frame, was given scant consideration. Brawn was purchased, brain was bought, but the heart seemingly was useless, therefore worthless. The fewest dollars for the longest hours—that seemed to be the slogan. From early until late—twelve, fourteen, sixteen hours, and sometimes more was considered a fair day’s work. Men’s backs were heaped high, and the load had to be carried. Then something happened. Labor began to have birth pains, the labor agitator (protester) was born, unions were organized, talk of an industrial revolution filled the air. Capital and labor were soon at each other’s throats. Strikes, boycotts, lockouts, fires, explosions, murder—t’was as though the gates of hell had broken loose.

and asked where all this was going to end—inferring that it had gone far enough, or too far already. To this type of person it was brought home to the fact that just so long as humanity grows broader, higher and better, just so long will the movement for greater justice, closer relations and a fairer understanding continue between the person who hires and the persons who are hired. It was about this time that industry realized that the Human Trinity of Business was to play an important part in the great enterprises of our day. The realization that employers by themselves, regardless of capital or ideas, are of limited value. This brought home the necessity of multiplying one’s activities as many times as possible. To do this meant building up an organization, and it is here that a person has an opportunity to measure themselves. Their success, near- success or failure depends to a large extent on the use of the human material they have to deal with. It was to the study of the material on hand that they had to apply themselves, so as to strike a pitch that would be in complete harmony with their needs and their rights.

“ Where there is a combination of the brawn, brain and heart, there you have the highest ideal employee. ”

And then the sun began to shine. A better day was

dawning. Light was thrown on the dark spots. People began to see each other as they were. Fair play and a square deal became synonymous with good business—the handkerchief was removed from the eyes of justice, so that she could adjust herself to the new conditions Better wages, shorter hours, healthier and safer working conditions. All of these and more came with the fuller understanding of the new relationship between employer and employee. The employer began to realize that their workforce worked with, and not for the employer. It was recognized that something besides wages was necessary. There were obligations and duties that went with the job of being boss. Some talked of this movement forward as new-fangled ideas,

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Deaths and births both bring financial obligations that the average worker is usually unable to meet at the time. All of these things are back- carrying loads that will slow down or make the best of workers careless. Your interest will help carry the load and put sunshine into the man and home where all was gloom before. And when you work along these lines, what happens? As the flowers of May respond to April showers, as a child responds to a mother’s love, so loyalty responds to loyalty. Money may buy a worker’s brawn, money may buy a worker ‘s brain. But, it takes heart activities to secure heart affection. Where there is a combination of the brawn, brain and heart, there you have the highest ideal employee. We owe the employee something else. We owe them the example of good citizenship. We owe him the example of sobriety and absolute honesty. Every public act of the employer should be such that every employee could do likewise without harm to himself. Being a good citizen is only equaled in my judgment to

stand ready to solve their problems, not as a charity, not as a philanthropy, but as a duty. These were what you owe them besides wages, hours, and working conditions. It is all of these things plus more. “To whom shall we give ourselves and where do we draw the line?” This question is asked or implied. The answer is that to every person who joins your organization, either as the commonest laborer or the highest executive this personal service is due. Let it be known that the wages paid are so much per week, plus the interest of the company in the welfare of each employee. Impress upon them that solving the problems of every employee is part of the daily business of your company. The employee with a burden is worth less to you than one without. The man who is ill, but who cannot afford to be laid off certainly is not doing effective work. The man who owes money, or who is about to run into debt will give better satisfaction if his difficulties are handled by you. This prevents him from seeking loan and other kinds of sharks who are seeking those unfortunates.

Also, it became necessary to make a little personal analysis, so that we could see through and around the so-called objections to the newer day. There was a cry for loyalty, and that a person should do a full day’s work for a full day’s pay. The questions are: “Do you give loyalty?” “Do you give a full day’s pay for a full day’s work?” No one can expect that which he does not give himself. If you insist upon your employees being loyal, you’ll have to give something of yourself to your people. Be glad when they’re glad, be with them in their sorrows. The employer needs to help them in their time of trouble, “ People building will pay greater dividends than any other department in your entire organization. It creates a wonderful spirit in those who work with and for you, and it makes even the commonest kind of work worthwhile to both the worker and employer. ”

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being a good son or daughter, a good husband or wife, a good father or mother, and a person can be none of these if they are not a good employer. By a good citizen I mean not only one who votes regularly, but one who does his share in all civic activities. A citizen who takes his place when the roll is called, whether it means time or money. Good citizenship on the part of the employer is a factor for good, not only to their organization, but to the business they represent and the city in which they operate. As to honesty, it seems that we are all agreed that it is not only the ‘’best policy,” but the “right policy.” However, there are as many interpretations of honesty as there are colors to a chameleon. Most of us know advertisements of their wares in the daily press are as dishonest as a deliberate lie can be. Many of us know people who allow their employees to cheat the public, and where the gains are divided between employee and employer. How it is possible for an employer to ask of their employees absolute honesty and truthfulness, when the atmosphere in which they many who are considered absolutely honest, whose

And we owe something more, for instance, to dismiss an employee for the ordinary causes, without giving him every opportunity to re- establish himself is as unfair to them as it is to you. Usually a time like this is when the average employee needs your help the most, and another chance. Yes, even a second or third chance may be the vital moment in that employee’s life. You should be so organized that those in charge can always see the human being in every employee. No greater happiness can come to you and yours than the knowledge that you have helped make a person better. This little true story may interest you: Miss Beeks, director in charge of the Welfare Department, National Civic Federation, investigated a number of industries while in our city lately, one of which I will mention. Miss Beeks, who is a recognized expert in her line, was interviewing the President of this company. Her last question, asked him. ‘’What is the biggest work your company does?” After giving the question considerable thought, he answered her by saying that developing men and building up character was without

“ Business must be conducted openly so that all who are interested may see. ”

spend all their working hours is reeking with deception and crookedness is beyond me. Can there be any question but that the employer owes an honest, truthful environment to every man and woman who may work with him? Many people go around with a lantern looking for an honest person, little realizing that they are standing in the way of the light. The day is not far distant when the dishonest, untruthful business person will be with us no longer. An aroused public is swatting them with a regularity that is encouraging. At the Toronto Convention of Advertising Men of the World in 1914, this great body of thinking men adopted as their slogan. “Swat the Lie.” At Chicago this year this same body, 10,000 strong, adopted as their motto the word, “Truth.” When the interests represented by these men focus attention on the faker, liar and crook, it is the beginning of the end.

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question the biggest work they were engaged in. His answer wasn’t quite clear or at least she made him think it wasn’t, for it became necessary to explain. To illustrate his point he said: Let us suppose that we have before us a perfectly balanced scale. On one side of which is a man (employee), formerly just so much flesh and bone, a great big working unit, all brawn, no brain, at least no thinking brain. By certain working conditions and educational opportunities, he has developed into a real man working all three units brain, brawn and heart. And on the other side of the scale, say we put a thousand dollars, and tell me, if, in your judgment this amount of money could equal the satisfaction, pride and actual results our company has had. Of course, her answer was certainly not, well, then, let’s make it two thousand. Again, the answer is no. Three thousand, four thousand, five thousand-and Miss Beeks said stop. No amount of money would give the same pleasure, the same happiness, and general satisfaction you have found in this man.

This story is as true of hundreds of business organizations in this country as it is of the one mentioned. People building will pay greater dividends than any other department in your entire organization. It creates a wonderful spirit in those who work with and for you, and it makes even the commonest kind of work worthwhile to both the worker and employer. And now it strikes me that we are ready to consider for a moment an important, if not the most important unit in the Human Trinity—the public. Strange as it may seem, the public at times receives little consideration at the hands of many business people. The type of business person who believes that giving value received is all that is necessary, even though that value is only a dollar and cents value. More than this is essential if we are to give complete value. In all business, service is a vital part of successful business, and the word “service” covers a vast number of activities. Service means not only a polite clerk, packages delivered quickly and when promised. It means

that service shall be given under the most trying circumstances— hot or cold, rain or shine. It is asking for the best in you when you are at your worst. Further, the certainty of continued service, and the quantities wanted, no matter how great the demand, is considered an element of service. The public takes for granted that you are prepared to care for their wants, and your stock of goods on hand is sufficient for their needs, which arrangements have been made so that delays and other difficulties will not disturb the regularity of their daily supply. One of the greatest dangers to business, and one from which the public suffers the most, is labor troubles. The trouble comes from purely selfish motives, either on the part of capital, labor, or the public is deprived of the necessities of life. At times like this there is a large financial loss, great physical suffering, and sometimes loss of life. That the public are innocent sufferers and in many cases unnecessarily so, goes without saying. The average business person asks. “What am I to do if my

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may win out for a short while, but rest assured that the public’s day will come. Then it will be wise to hide yourself in the cyclone cellar until it blows over and a sorry looking sight your business building will be when you feel safe to come out and take a look. All of what years ago people considered as purely private matters are now of vital interest to the public. This is a day and age of publicity. Business must be conducted openly so that all who are interested may see. You play the game of business with the spot light full on, and those who cannot stand the glare should step down and leave room for those who can and will. It is surprising what the public is interested in. They want to know if you pay fair wages; they want to know if your employees are over worked: they want to know if you employ child labor; they want to know if your working conditions are injurious or healthful; they want to know how you feed and treat your animals, and they want to know about your investments and earnings per dollar invested, etc. Many organizations believe that the public is entitled to this information, especially the

public service organizations who are at present leading the way in this respect. We are arriving rapidly, for what was considered a piece of impertinence (didn’t need to know) only a short while ago, is now regarded as a public right at present. Just what is this past, present, and future growth of the human interest in business bringing to us? Let us briefly review the results as already witnessed by most of us: To the employee has come: • profit sharing;

employees make unreasonable demands?” The answer to that is, if what you sell the public is one of life’s daily necessities. In that case, some arrangement should be made. It can be either by an arbitration agreement or temporary civic operation, so that the public will not suffer while you adjust your difficulties. They know little of your internal troubles and are only interested in your supplying their wants, which they assume will be cared for. The business that attempts changes in methods, in prices, styles, service, and so on without having first considered the matter from the public’s point of view will simply pay the penalty in the end. It may be that because of certain conditions, a don’t ask policy “ The new day has dawned for business, and many who are giving the best of themselves are asking more than money in return for their activities and investment. ”

• distribution of stock;

• a share in the management;

• an opportunity for education;

• less hours of work, more hours of play;

• sanitary working conditions;

• safer working conditions; and

• better wages.

The employer has personal interest in the employee. To the employer has come: • better work;

• happier workers;

• healthier workers;

• a better and more prosperous community;

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The new day has dawned for business, and many who are giving the best of themselves are asking more than money in return for their activities and investment. They are measuring success, not only by a dollar standard, but by the regard in which they are held by those who produce, and those who consume their product. The accumulation of money, without this high regard and the happiness that comes with it, has but little charm for the right thinking business person.

Money is asking questions these days, for there comes a time in every person’s life when every dollar asks the question, “How’d you get me? How’d you get me? How’d you get me?” Worship by people at the shrine of the dollar sign is almost a thing of the past, and in its place has come the shrine of humanity, to which sooner or later we will all make our pilgrimage.

• a higher type of citizenship; and

• the employees’ personal interest in the employer.

To the public has come: • better service;

• surer service;

• a more honest service;

• a higher quality of goods; and

• the public’s personal interest in both employee and employer.

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The Technical Report is an official publication of the Refrigerating Engineers & Technicians Association (RETA). RETA is an international not-for-profit association whose mission is to enhance the professional development of industrial refrigeration operating and technical engineers. Don Chason Executive Editor Jim Barron Executive Director technical report the

704-455-3551 Sara Louber Senior Director, Office Operations sara@reta.com Mary Hendrickx

jim@reta.com Dan Reisinger Certification Manager dan@reta.com Dan Denton Chapter Relations Manager ddenton@reta.com

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The information in this publication is based on the collective experience of industry engineers and technicians. Although the information is intended to be comprehensive and thorough, it is subject to change based on particular applications, field experience, and technological developments. The Refrigerating Engineers & Technicians Association expressly disclaims any warranty of fitness for aparticular application, as well as all claims for compensatory, consequential, or other damages arising out of or related to the uses

of this publication. Copyright © 2017

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