Saturday, 23 June 2012

High Performing Abundant Organisations


I woke up in the morning, dragging my feet, trying to settle things and making my way to office. My friend, however, is fresh and full of energy. He thinks of what change is he going to bring today and how many lives will he be impacting by his work. Which one are you? How do you relate yourself to the larger organisational goals?

Organisations these days have set up high performance work culture wherein, they have linked their performance management, compensation and people strategy to enhance the employee effectiveness. They are working for the development of their employees to survive the competition. However, if we look at the abundant organisations (Dave Ulrich – The why of work) they are adding value and meaning to the life of its employees and working for the customers and the society at large. With the diversity and community services paving its way in the corporate policy and organisational budget, organisations are trying to do their bit to benefit the society, however, somewhere they are missing the employee’s why of work.

They have made their corporate policies more employee friendly, investing more in learning and development of the employees but still the turnover remains the biggest concern, which is always remarkably high. Why is that citizens of the organisation (Henceforth referred to as Empizen) are still not empowered and they keep on looking out?

Our empizen keep on exploring better opportunities as is the case with GenMe and Gen Y looking for better roles and career development. The GenMe and Gen Y always look out for empowerment in the role and better and bigger decision making ability. They just don’t fall flat for a bigger pay package. Our empizens want the meaning of work in their lives. They want to know and understand the value they are giving to the organisation through their work, which is missing in our HR strategy. Many a times, it has been seen that as part of our HR strategy, flow of people and flow of information is missing.

There should be a proper and continuous flow of information from the top management till all the empizen at the grass root level are empowered. They should know what their small action will be converted into at the larger level.  Simply investing in L&D will not suffice, it should be properly synced with the career aspiration of the empizen and the organisational strategy. This can be achieved only when our leadership is aware of this and know how to tackle these challenges. The empizen look onto the leaders and want to be one of them. Our leaders should be able to coach and mentor our empizens so that they consider themselves as part of the family and come to work every day with full passion. When the employee feels he/she is the empizen of the organisation, he will be more engaged, productive and would serve our customers better. Hence, empizen would understand the value he/she brings to the organisation through the work and would result in better financial numbers. 
    
So, are you going to add value and meaning to your/someone’s work tomorrow?  

2 comments:

  1. Hey Ashar, Good article I liked it... Please keep writing such interesting things regularly. On a lighter note - I've been doing that (adding value) to my team and my company on a regular basis. I also understand what you been by empathy, feeling like family and WHY of the work... Good one.

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    1. Thanks Pravin for the beautiful words ...

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