The other day, my friends and I were discussing on how to generate the feeling of ‘belongingness’ towards the company among the employees. One of every HR department’s KRA.
We brainstormed on the subject and prepared a list of factors that will ensure employee-bonding-towards-his-organisation. Right salary, timely salary, right position, right job, clear job description, career growth prospects, working environment, respect, … are a few to name them.
RESPECT:
A friend stressed on the importance of ‘respect’ in employee-bonding by narrating his personal experience. He was working in a reputed and growing organisation, had a good position, was getting a good pay package, had a good team in his section, had good prospect to grow further in the company, had put-in over 5 years in the company, was a performing member, the top management had appreciated his performance, … but still he changed the job, one day.
Reason was the ‘respect’ factor. His new boss, though smart, knowledgeable, experienced, … had failed consistently in respecting him and his team.
Performing people do not work purely for salary. They primarily work for job-satisfaction. Right salary will naturally follow.
That reminded us the saying that people change jobs not because of the organization but because of their managers. I could understand my colleague because I too had experienced such a situation in my career earlier.
DISRESPECT &/or DISCONTENTMENT:
Then, we discussed how to avoid ‘disrespect’ and ‘discontentment’ in an organization. Both these aspects adversely affect job-satisfaction, even if a company pays good salary. Some tips on how to pre-empt ‘disrespect’ and/or ‘discontentment’ (and therefore the avoidable ‘attrition’) are:
· Avoid using abusive language while dealing with our team.
· Guide and correct instead of scolding a team member.
· Avoid scolding our team-member for minor issues.
· Encourage team members to perform.
· Praise a team-member in public but correct him in private.
· Discuss certain aspects in person (instead of in other’s presence).
· Be sincere with our team. Walk-the-talk. Testify through consistent actions/behaviour. Staff always take a cue from the top.
· Avoid loose talk. Use the right choice of words and the tone.
· Quote right and relevant examples, whenever we do so.
· Avoid sarcastic comments. Especially when others are present.
· Avoid comments that could have egoistic connotation though inadvertent. Ego attempts to be-little others. Thus, in spite of having all good qualities, a person with ego is (invariably) not liked by his superiors/peers/subordinates. Ego comes with success; therefore, we should introspect at regular intervals.
· Avoid giving an opinion on every aspect because nobody will know everything-about-anything.
· Be a good listener even when the other person talks nonsense. We might get a cue on some usable information.
We summarized that if every person (especially a leader) deals with his colleagues like he deals with his close associates, then he can easily avoid the disrespect and discontentment among others. That was an apt summation.
Bonding towards a ‘Person’ and ‘Company’:
Another aspect surfaced in the discussion and the brainstorming. My friend still respects his earlier organization but not the person (the new-boss because of whom, he and few others had left the organization). Employee-bonding “towards the company” and “towards individuals” are therefore two different aspects. The bonding the employees will have towards another person (say, a leader) depends upon the leader’s personal qualities, sincere behaviour, walk-the-talk nature, … that gets established over a period of time through consistent actions.
A good aspect for introspection, say once a year; because ego, pride, I-know-everything attitude, and the various factors that cause ‘disrespect’ mentioned herein above, … are negative qualities that creep into one’s behavior inadvertently along with success. (For example, my friend's ex-boss (new) would not have realized then that his behaviour was adversely affecting his team.)
We believe that the lowest line-manager to the top-most person in any organization could take a cue from this note through introspection (say, once a year, on a new year, birthday, ….)
The opinion expressed herein is purely that of my friends and I; not of the organizations that we work for.
Jaikishan
23rd Nov 2009
We brainstormed on the subject and prepared a list of factors that will ensure employee-bonding-towards-his-organisation. Right salary, timely salary, right position, right job, clear job description, career growth prospects, working environment, respect, … are a few to name them.
RESPECT:
A friend stressed on the importance of ‘respect’ in employee-bonding by narrating his personal experience. He was working in a reputed and growing organisation, had a good position, was getting a good pay package, had a good team in his section, had good prospect to grow further in the company, had put-in over 5 years in the company, was a performing member, the top management had appreciated his performance, … but still he changed the job, one day.
Reason was the ‘respect’ factor. His new boss, though smart, knowledgeable, experienced, … had failed consistently in respecting him and his team.
Performing people do not work purely for salary. They primarily work for job-satisfaction. Right salary will naturally follow.
That reminded us the saying that people change jobs not because of the organization but because of their managers. I could understand my colleague because I too had experienced such a situation in my career earlier.
DISRESPECT &/or DISCONTENTMENT:
Then, we discussed how to avoid ‘disrespect’ and ‘discontentment’ in an organization. Both these aspects adversely affect job-satisfaction, even if a company pays good salary. Some tips on how to pre-empt ‘disrespect’ and/or ‘discontentment’ (and therefore the avoidable ‘attrition’) are:
· Avoid using abusive language while dealing with our team.
· Guide and correct instead of scolding a team member.
· Avoid scolding our team-member for minor issues.
· Encourage team members to perform.
· Praise a team-member in public but correct him in private.
· Discuss certain aspects in person (instead of in other’s presence).
· Be sincere with our team. Walk-the-talk. Testify through consistent actions/behaviour. Staff always take a cue from the top.
· Avoid loose talk. Use the right choice of words and the tone.
· Quote right and relevant examples, whenever we do so.
· Avoid sarcastic comments. Especially when others are present.
· Avoid comments that could have egoistic connotation though inadvertent. Ego attempts to be-little others. Thus, in spite of having all good qualities, a person with ego is (invariably) not liked by his superiors/peers/subordinates. Ego comes with success; therefore, we should introspect at regular intervals.
· Avoid giving an opinion on every aspect because nobody will know everything-about-anything.
· Be a good listener even when the other person talks nonsense. We might get a cue on some usable information.
We summarized that if every person (especially a leader) deals with his colleagues like he deals with his close associates, then he can easily avoid the disrespect and discontentment among others. That was an apt summation.
Bonding towards a ‘Person’ and ‘Company’:
Another aspect surfaced in the discussion and the brainstorming. My friend still respects his earlier organization but not the person (the new-boss because of whom, he and few others had left the organization). Employee-bonding “towards the company” and “towards individuals” are therefore two different aspects. The bonding the employees will have towards another person (say, a leader) depends upon the leader’s personal qualities, sincere behaviour, walk-the-talk nature, … that gets established over a period of time through consistent actions.
A good aspect for introspection, say once a year; because ego, pride, I-know-everything attitude, and the various factors that cause ‘disrespect’ mentioned herein above, … are negative qualities that creep into one’s behavior inadvertently along with success. (For example, my friend's ex-boss (new) would not have realized then that his behaviour was adversely affecting his team.)
We believe that the lowest line-manager to the top-most person in any organization could take a cue from this note through introspection (say, once a year, on a new year, birthday, ….)
The opinion expressed herein is purely that of my friends and I; not of the organizations that we work for.
Jaikishan
23rd Nov 2009
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