How can you make decisions that benefit both the organization and employees?

Contrary to popular belief, decisions that are beneficial to the organization can also be extremely beneficial for employees. Let me explain… The first step before making any decisions is to take stock of the current state of the organization and employees. The second step is to adopt a deep listening approach. By listening with the intent to understand the organizational priorities and employee priorities innately, it becomes easier to make decisions and solutions that are beneficial to both. By consistently focusing on maintaining employee psychological safety and an organizational growth mindset, any organization can make decisions that are truly meaningful and beneficial to society, the organization and employees alike.

To make decisions that benefit both employer and employees, it's important to prioritize open communication and collaboration. This involves actively seeking input from employees to understand their needs and concerns, while also considering the overall goals and objectives of the organization. By fostering a transparent and inclusive decision-making process, it's possible to identify solutions that align with the company's interests and also address the well-being and professional development of the employees. Additionally, promoting a culture of fairness, respect, and recognition can contribute to a positive work environment, leading to increased productivity and employee satisfaction, which ultimately benefits the employer.

I take some comfort the question recognizes both employees AND the organization can benefit from a decision. Too often, it is seen with an "OR" mindset. Decisions are based on information and values. While proven processes work well on the info side, values are a major contributor to identifying mutually beneficial options. As supported by the recommendations of others to this question, the outcome of mutual benefits is tied to how well the organization's values and those of the employees are in sync. The number of options generated that would benefit the organization and employees would be significantly higher when values are in sync. This greatly enhances the chance the final decision will as well.

Ideally, decision-making is a utility for progress and making an impact. When our core values serve people and the organization then most of the work is done for us. In the most simple way, we can look to our core values for every decision we make and every action we take. Important to note: employees are watching for this congruence of espoused values and values in action. A few more point: * Keep employees close to the decision-making process whenever possible. * Harness an understanding of and reference the the voice of all stakeholders with empathy to generate understanding of and respect for the decision. * Aim for decisions to engage commitment to implement the actions that will serve the mission; the reasons why we all show up.

Agreed 100%. Mission Analysis, Commanders Planning Guidance will also be easier when the vision as mentioned a above is present.

No segundo estágio do processo de tomada de decis?o, a ênfase recai sobre a coleta de informa??es relevantes e confiáveis. Isso envolve a utiliza??o de diversas fontes, como dados, relatórios, pesquisas, feedbacks e práticas recomendadas. A conscientiza??o das limita??es e vieses das informa??es é destacada, ressaltando a importancia de evitar dados desatualizados, incompletos ou imprecisos. Essa etapa visa proporcionar uma base sólida para a avalia??o das op??es, garantindo que a decis?o seja informada e fundamentada em dados confiáveis.

El siguiente paso crucial es reunir información relevante y fiable para analizar opciones y resultados. Usa diversas fuentes como datos actuales, informes, estudios, opiniones, y consejos de expertos. Pero, mantén un enfoque crítico: evita depender de datos desactualizados o sesgados y no favorezcas información que solo confirme tus creencias previas. Este balance asegurará una evaluación más objetiva y efectiva.

Just do your research well. In-depth information gathering process should provide clues as to how you should tackle current / arising issues. Do not ignore your Data. Follow the numbers, wherever they may lead. You can then design a strategy (use meaningful / HHRR tools for that) to balance out staff & organization's needs. It should be a win - win situation.

Agrupar todas as informa??es estabelecer critérios de valida??o e prioridades, podem ser um dos maiores desafios, podem chegar muitas informa??es e sim, todas devem ser tratadas com a mesma importancia.

C'est ce qui est important pour une bonne organisation car il faut prendre des décisions qui profitent à la fois les employés et l'organisation elle car pour qu'une organisation soit une bonne organisation et avoir une bonne réputation déprendra du traitement des employés.

Após reunir informa??es suficientes, o próximo passo é gerar alternativas para abordar o problema identificado. Técnicas criativas, como mapeamento mental, brainstorming ou análise SWOT, s?o recomendadas para estimular a gera??o de ideias. Além disso, destaca-se a importancia de envolver os funcionários nesse processo, reconhecendo o valor de suas perspectivas e sugest?es. O engajamento dos colaboradores n?o apenas enriquece o conjunto de alternativas, mas também fortalece o comprometimento e a aceita??o das decis?es tomadas.

Com uma lista de alternativas em m?os, o próximo passo é avaliar e comparar essas op??es com base nos critérios e objetivos definidos anteriormente. Diversas ferramentas, como matrizes de decis?o, análise de custo-benefício ou listas de prós e contras, s?o mencionadas como recursos para classificar e pontuar as op??es. Além disso, a considera??o da viabilidade, riscos e consequências de cada alternativa é essencial, bem como o envolvimento contínuo dos funcionários, colegas e superiores para integrar diferentes perspectivas.

Our priority should both be in favour of the company and employees. We need to find an option which will benefit both. Discuss the outcome with the employees and motivate them to work accordingly. Communication is very essential in this case.

Com base na avalia??o criteriosa, o decisório pode escolher a melhor op??o que atenda aos critérios e objetivos estabelecidos. A justificativa e explica??o dessa escolha s?o ressaltadas como aspectos importantes. A comunica??o transparente com todas as partes interessadas é crucial, destacando a lógica, benefícios e expectativas subjacentes à decis?o. A prepara??o para abordar dúvidas ou obje??es também é mencionada, garantindo uma compreens?o clara e aceita??o da decis?o.

Quando a decis?o está baseada em dados, fatos e todos os envolvidos tem total domínio do assunto, tudo fica mais fácil, tanto o entendimento quanto a execu??o, antes mesmo dessa decis?o seu mencionada devemos achar formas de mitigar os risco e monitorar a execu??o e controle.

O último estágio envolve a implementa??o prática da decis?o e o monitoramento contínuo dos resultados. Um plano de a??o detalhado, descrevendo etapas, responsabilidades, recursos e cronogramas, é recomendado para guiar a implementa??o. O envolvimento ativo dos funcionários é destacado, proporcionando apoio, orienta??o e feedback durante a execu??o. A avalia??o constante dos resultados é essencial, permitindo ajustes conforme necessário com base no feedback e dados coletados. Esse ciclo de implementa??o e monitoramento assegura que a decis?o seja eficaz e adaptável às circunstancias em constante mudan?a.

If you are a CEO, remember your priorities. Your first priority is your employees. Priority 2 is your customers. Priority 3 is your shareholders. Why are shareholders last? Because happy employees make customers happy and happy customers make shareholders happy.

Change is hard and many times met with resistance. Once a problem is identified, while trying to figure out how to address and make changes, it's important to include the voice of those employees who will be impacted by the change. Getting their perspective and including their voice allows them to feel heard and valued. As a manager, you may not be able to accommodate all their suggestions, but hearing their perspectives and concerns may help you to understand what gaps you may be missing, making transitions easier to accept.

Making tough decisions in the workplace often involves finding that delicate balance between the interests of the organization and the well-being of its employees. To me, ethical decision-making is the cornerstone of sustainable and mutually beneficial relationships between employers and staff. This can be done through: 1. Transparent Communication 2. Ethical Frameworks 3. Long-Term Perspective 4. Fair and Equitable Policies This framework can be applied to everything, including restructuring processes.

Balancing the interests of the organization and employees involves open communication, fair policies, and fostering a positive work culture. Consider employee well-being, professional development, and aligning individual goals with organizational objectives to achieve a mutually beneficial environment.

Resulta un verdadero desafio encontrar una alineacion entre la toma de decisiones que beneficie a la empresa y a los empleados al mismo tiempo, no obstante la base para equilibrar la balanza deberia ser la sostenibilidad y perdurabilidad de las organizaciones. De nada sirve que en el corto plazo la decision sea favorable para los dos, pero que atenten contra la sostenibilidad y los intereses de otros grupos de interes. Un ejemplo de ello puede ser el establecimiento de un bono que pague el 100% de los estudios que hagan todos los empleados, pareciera que si tengo talento mejor preparado sera un gana gana, pero si este bono no tiene unas reglas claras, en momentos de vacas flacas puede atentar contra la perdurabilidad de la compa?ia.