Binding Passions of People to Business Goals

By Dr. Nalin Jayasuriya DBA, MBA, BBA, FIMS(UK), FITD, FCPM, MIPM, MMA(USA), MSLIM

With the competitive work force and companies waiting to grab the best, job retention is a big problem for many companies, big and small. Hiring employees is just a start of the process; the main focus of companies must be to retain them. Binding the passions of people to business goals is not an easy task. Also it is not the same as employee satisfaction. Satisfied employees are merely happy or content with their jobs and the status quo. For some, this might involve doing as little work as possible. It only deals with how happy or content employees are and it covers the basic concerns and needs of employees. However, it does not address the most important aspect; employees’ level of motivation or involvement.

BUSINESS COMMITMENT TO EMPLOYEE ENGAGEMENT

In order to bind passions of people to business goals, the management of companies must focus on winning the hearts and minds of the employees in ways that lead to extraordinary effort and positive financial results. When employees care—when they are engaged—they use discretionary effort. Turning     on the employee rests very much with the management in the way they provide motivational work environments, good governance, fair play, transparency, encourage honesty and integrity to permeate throughout the organization without limiting it to a ‘Corporate Value’ beautifully framed and hanging on a wall.

In order to gain business commitment and creating employee engagement, the management must be clear about ‘what’ is required to achieve in your company, before jumping to ‘how’ to go about it. Therefore, it is essential to define and plan an employee engagement strategy that aligns with your organizational goals. The management can pursue some of the following activities in order to gain commitment and to create employee engagement.

INVOLVE EMPLOYEES IN YOUR BUSINESS PLANNING PROCESS

The main ingredient to employee engagement is ‘Communication’ and ‘Feedback’. It is often heard that many employers have no interest in hearing the employees and doesn't involve employees in the planning process. Involving employees in corporate and/or departmental planning is one of those sought-after practices that can generate increased profits and improved employee satisfaction, at virtually no cost to an organization.

Let passion drive strategy. Employees should be included throughout the strategy development process, and there’s plenty of space to engage everyone in the company at an appropriate level. For a better outcome, elicit input from frontline employees, and delve into how their customer interactions and commitment to quality can become benchmarks of training. Google is considered as one of the most sought-after — and valuable — employers on the planet by making people a part of their strategy, which guarantees their own company’s success as well. 

ENCOURAGE KNOWLEDGE SHARING IN A CREATIVE WAY

One of the biggest costs of a high employee turnover rate is the loss of essential information.  A good information-exchange culture in the workplace provides a steady flow of ideas that build on previous knowledge. If your company is geographically dispersed, you should constantly work on improving the way your employees collaborate. You should also be able to recognize how effective knowledge sharing processes are impacting your team’s productivity.

But how can a company encourage and foster collaboration? It seems so simple – just let the employees talk to each other more! However, it is also essential for you to evaluate the methods by which you permit knowledge sharing among your employees. A good system will help enhance the feedback that your employees will get from co-workers and employers. 

Employees who openly exchange relevant knowledge and information will actually be motivated to work more. The work itself becomes internally rewarding, bringing enrichment to the workplace and leading to a happier environment. When people feel as though their work is meaningful, they feel increased motivation to produce results. They also feel more responsible for the success of their company.

SHOW THEM THE MONEY

Show your people how everyone’s efforts are linked together, set bold objectives for the next few months and get everyone involved in meeting those objectives. People are willing to do a good job when they perceive that there is a fair exchange between what they give to the company and what they receive back in salary, satisfaction, and potential career growth. The same cannot be said when people perceive little investment in them from the organization.

Growth is one of the most critical currencies your company trades with its employees. In some cases, employees see it as even more important than the salary they receive–-particularly younger workers looking to advance. All organizations need to address two aspects of growth: The first is within the context of the employee’s existing job. The second is career growth.

Also, make sure to communicate upcoming opportunities on a regular basis. Get employees excited and striving for what’s next. If they are excited about what’s next, they’ll do their best and reply with a “No, thank you” to those persuasive emails from your competitors. 

THE LEAGUE OF EXTRA ORDINARY MANAGERS

Most jobs in the business world come with a set of easily recognizable attributes: a desk, a paycheck, and a manager. While the first two are easily dealt with by most, the third can make an otherwise fulfilling job difficult, and make coming to work unrewarding drudgery, or, at its worst, a day-to-day trial by fire. Nearly every business person knows, or has worked with, a bad manager. 

Managers are a key business component and an equally important engagement driver. Create a coaching program for managers and teach them to really care. Coach them towards maximum contribution and satisfaction, align them with the organization’s strategy, mission and values and show them how to recognize attitude, effort and results.

Do you know the one word that makes the difference between a successful department and an unsuccessful department? ...the answer is ‘Manager’.

‘I AM MY OWN HERO’

Encourage individuals to design their own career paths, instead of relying on the company or their manager. There will always be opportunities for those who recognize and pursue them. The lucky people are simply those who have taken more chances than average. But you need a strategy for seizing opportunities, one that consistently demonstrates your passion for and commitment to your field. 

Stick with your plan, and you'll reap rewards in your job search or business endeavor. How are you going to pursue this opportunity? You can't and shouldn't do everything. Pick your strategy and tactics, and create a plan. Make it happen. It sounds simple, but execution is the most important part of the process.

Moving from theory to practice is a big challenge. Most companies that measure employee engagement do little beyond that measurement. Taking action means ensuring that all employees understand the company vision and its strategic direction, as well as what their individual role is in achieving it. 

Author: Dr. Nalin Jayasuriya is Chairman of McQuire Rens Group of Companies. He is a much sought-after Business & Management Consultant. He is also a Management trainer with International repute. He has been Consultant to several Multinational and blue-Chip companies in Sri Lanka. He was co-consultant to set up the Public Utilities Commission of Sri Lanka (PUCSL), the first Multi-Sector Regulatory Agency in Asia. Dr. Jayasuriya has led Consultancy assignments for the World Bank, Asian Development Bank, Institute of World problems (USA) and Pricewaterhouse Coopers. He was a consultant to the UNDP and earned special commendation from UN Headquarters for his record speed in re-structuring and re-profiling the UNDP in 2001. Dr. Nalin has trained over 8,000 senior managers in over 15 countries since 1988 and has carried out executive coaching for Managing Directors and Directors of Multinational organisations and blue chip companies.  He was a visiting lecturer to the Marketing Institute of Singapore, addressed the Indian Chamber of Commerce, Malaysia on several occasions, addressed the CEO Forum on three consecutive years in Brisbane, Australia and has presented Management Papers in the USA, U.K., Greece, Poland, South Korea, Hong Kong, Philippines, Malaysia, Thailand, Vietnam, Singapore, Indonesia, India,  Kenya, Dubai and Pakistan.