MUCH HAS been written about how employees are an organisation's most valued assets. A company's progress is no longer about corporate goals and profits but is all about what employees want.
To keep employees motivated, employers have to rise above the usual retention tools like open communication, performance evaluation, feedback, recognition, work-life balance and so on. Modern management is about managing the `insides' - the aspirations - of employees, rather than their behaviour directly. HR managers have to identify what employees aspire for, enjoy doing and want to learn more about.
The motivation for employees depends on how far the company goes to fulfil their key hopes and ambitions. This calls for the management being able to adopt policies that will `enable individuals to convert their dreams into achievable reality by aligning aspirations to inherent capabilities and achievable responsibilities'.
The way to do this is for the employer to make sure employees are doing what they really want to do, which in turn, throws up three possible scenarios:
The `pushed into it' employee
Some people select a field not of their own volition but are into a career due to external influences like parental coercion, peer pressure or just to follow a current trend. This creates a gross mismatch between the employee's job and his aspiration, which makes him do his job devoid of any inspiration or innovation.
Antidote: Right at the interview stage the employer should seek information about the individual's wants, dreams, strengths and successes to put him in the right direction. They should collaborate with the employee and work out a customised development plan by identifying key talent, competencies and weaknesses. Also make sure that promotions are in line with their key aims. For example, Sasken Communication Technologies, Bangalore, boasts of drawing a clear line for candidates regarding their role and growth possibilities within their strength areas, right during the selection process.
Some companies even appoint a peer advisor or counsellor manager responsible for individual assessment of talent and capabilities and also for working out a career growth plan for the candidate. In short, companies should get to know those they hire and then develop them for what they want to do.
The `in the dark' employee
Some employees may not even be aware of their true forte and skill areas thereby creating a discrepancy between what they say they want and their actual aspirations. Or, they may have great aspirations, but lack the talent and skills to achieve them.
Antidote: The management has to observe closely employee performance and behaviour to discover their strengths and make them aware of their real aspirations. Engaging employees in a wide range of work functions through job enhancement, lateral movements and cross-functional assignments will not only train them to achieve their aspirations, but may also reveal new talents they did not even suspect of possessing. The Senior VP-HR at Symphony Services says, `We identify employee aspirations, help them choose a career path within their strength, and add finesse by competency building'.
The `on a sidetrack' employee
Others may choose the right career, but the job demands and circumstances may push them away from their core interest area, thereby creating a disparity between their work and career aspirations. For example, a person would be inclined to work on cutting-edge technology while the company assigns him a customer-requirement project.
Antidote: Pushing employees onto a pre-defined path without acknowledging their aspirations will reduce them to mere puppets. This will make them lose sight of personal goals as they work according to what others expect of them. Companies should not randomly dole out assignments to employees just to offload the work. Work profiles should help employees grow within their chosen roles. Companies should enhance their abilities with a variety of challenges that test their latent versatility.
They should try to fill the gaps between where their employees are now and where they want to be. As one HR expert outlines, `Closing those gaps is the real motivation for people to learn'. Employees should be given the space to grow in line with evolving and rising career aspirations.
Balancing the organisational needs and employee goals will lead to a stabilised, committed and highly-retentive workforce that is continually willing to go the extra mile. Such a nurturing environment brings out the individual identity of people as they work out of `will' and not out of `compulsion'. As HS Amar, Project Co-ordinator, IT Professional Forum, India, says, `As a result of clear and pragmatic aspirations, employees can make a contribution to the industry and in turn be a valuable asset for the industry'.
To keep employees motivated, employers have to rise above the usual retention tools like open communication, performance evaluation, feedback, recognition, work-life balance and so on. Modern management is about managing the `insides' - the aspirations - of employees, rather than their behaviour directly. HR managers have to identify what employees aspire for, enjoy doing and want to learn more about.
The motivation for employees depends on how far the company goes to fulfil their key hopes and ambitions. This calls for the management being able to adopt policies that will `enable individuals to convert their dreams into achievable reality by aligning aspirations to inherent capabilities and achievable responsibilities'.
The way to do this is for the employer to make sure employees are doing what they really want to do, which in turn, throws up three possible scenarios:
The `pushed into it' employee
Some people select a field not of their own volition but are into a career due to external influences like parental coercion, peer pressure or just to follow a current trend. This creates a gross mismatch between the employee's job and his aspiration, which makes him do his job devoid of any inspiration or innovation.
Antidote: Right at the interview stage the employer should seek information about the individual's wants, dreams, strengths and successes to put him in the right direction. They should collaborate with the employee and work out a customised development plan by identifying key talent, competencies and weaknesses. Also make sure that promotions are in line with their key aims. For example, Sasken Communication Technologies, Bangalore, boasts of drawing a clear line for candidates regarding their role and growth possibilities within their strength areas, right during the selection process.
Some companies even appoint a peer advisor or counsellor manager responsible for individual assessment of talent and capabilities and also for working out a career growth plan for the candidate. In short, companies should get to know those they hire and then develop them for what they want to do.
The `in the dark' employee
Some employees may not even be aware of their true forte and skill areas thereby creating a discrepancy between what they say they want and their actual aspirations. Or, they may have great aspirations, but lack the talent and skills to achieve them.
Antidote: The management has to observe closely employee performance and behaviour to discover their strengths and make them aware of their real aspirations. Engaging employees in a wide range of work functions through job enhancement, lateral movements and cross-functional assignments will not only train them to achieve their aspirations, but may also reveal new talents they did not even suspect of possessing. The Senior VP-HR at Symphony Services says, `We identify employee aspirations, help them choose a career path within their strength, and add finesse by competency building'.
The `on a sidetrack' employee
Others may choose the right career, but the job demands and circumstances may push them away from their core interest area, thereby creating a disparity between their work and career aspirations. For example, a person would be inclined to work on cutting-edge technology while the company assigns him a customer-requirement project.
Antidote: Pushing employees onto a pre-defined path without acknowledging their aspirations will reduce them to mere puppets. This will make them lose sight of personal goals as they work according to what others expect of them. Companies should not randomly dole out assignments to employees just to offload the work. Work profiles should help employees grow within their chosen roles. Companies should enhance their abilities with a variety of challenges that test their latent versatility.
They should try to fill the gaps between where their employees are now and where they want to be. As one HR expert outlines, `Closing those gaps is the real motivation for people to learn'. Employees should be given the space to grow in line with evolving and rising career aspirations.
Balancing the organisational needs and employee goals will lead to a stabilised, committed and highly-retentive workforce that is continually willing to go the extra mile. Such a nurturing environment brings out the individual identity of people as they work out of `will' and not out of `compulsion'. As HS Amar, Project Co-ordinator, IT Professional Forum, India, says, `As a result of clear and pragmatic aspirations, employees can make a contribution to the industry and in turn be a valuable asset for the industry'.
PAYAL CHANANIA
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