Enhancing employee productivity through proactive Employee Relations

Employee relations can be a significant factor in determining employee commitment and overall employee productivity. In several instances though, employee relations become a matter of concern only in a reactive manner when things start to fall apart one way or the other. Employee Relations is based on trust and the psychological contract between the employees and the organization, whether individually or collectively. Like every other element which impacts trust, it takes a long time to build but can be broken with just few instances, sometimes quite inadvertently. Progressive organizations look at employee relations in a proactive manner- they build adequate “emotional bank balance” with their employees so that on the few occasions when there may be a withdrawal from that “emotional bank balance”, there still is adequate balance left to propel the organization forward. It requires an investment of time, energy and effort more than anything else, but the payback more than compensates for it, not just in the long term but even in the medium term. The backbone of proactive employee relations to ensure commitment and productivity is dealing with employees in a fair and just manner under all circumstances. It is the Total Employee Experience (as employees experience the organization in a holistic manner) which differentiates proactive employee relations with reactive one. If the Total Employee Experience is positive, then employees are likely to be more committed and productive at workplace. Although this holds true whether we are talking about blue collar or white collar employees, whether we talk of entry level workers or senior executives, the impact is more immediate either ways when we go down the organization hierarchy. 

An organization needs to create a framework for positive Total Employee Experience, especially at frontline (including blue collar) to mid – management level.

The following parameters need to be focused on in a systematic manner to enhance Total Employee Experience. There needs to be a framework around each of these parameters and work towards enhancing each one of them in a manner which leads to greater Total Employee Experience. 

1.    Target Setting: Whether it is the blue- collar shop floor worker or it is a frontline sales person or it is the first line supervisor in sales or manufacturing, the target setting and communication of the same to the employees who are responsible for achieving the same is often a critical element in determining employee commitment.

2.    Real Time Progress: When employees know as close to real time as possible how they are doing, their commitment levels are significantly higher than otherwise. What process and mechanism is in existence for (a) measuring and (b) communicating the real time progress makes a difference in the commitment and productivity of employees, especially at the front line.

3.    Communication between the Manager & the Employee: The process, frequency and the quality of communication is an important determinant of employee commitment and hence employee productivity. The fairness and respect which is demonstrated in the day to day interaction makes a huge difference in creating commitment amongst the workforce, especially the frontline.

4.    Accountability & Rewards: These are two sides of the same coin and the manner in which accountability of achieving targets is determined and the manner in which rewards are given for achieving or exceeding the same makes a difference on the employee commitment. 

5.    Seeing the Big Picture: It is common knowledge that employees are more committed when they feel they are part of a larger plan/ goal as compared to a situation where they are only aware of their day to day tasks. The mechanism, frequency, and the manner in which the line of sight is provided to the frontline employees can make a significant difference to their commitment and hence their productivity. 

6.    Awareness of Context: When there is regular communication on the context in which the organization/ unit is operating to the frontline employees/ first line of supervisors are operating, the sense of ownership enhances as they own the challenge much more than otherwise. This includes awareness of the industry/ competition/ regulation, so on and so forth. 

7.    Two Way Communication: It is common knowledge that employees who feel heard are much more committed as compared to those who do not feel so. When employees can make suggestions and be a part of the performance improvement of their teams, they feel far more engaged and committed to their work. The mechanism that the organization sets for two-way communication and the discipline with which that is adhered to can make a significant difference to employee commitment, whether it is frontline shop floor employees or sales employees.

8.    People Processes: Whether it is an annual appraisal or whether it is the promotion process or whether it is the salary revision process or any other people process for that matter, the manner and the rigor with which the same is carried out, does give a sense of being valued by the employees, especially the frontline employees.

9.    Employee Development: The focus which the organization gives in helping employees develop their skills not only for their current job but also preparing them for future roles, has a significant impact on employee’s commitment at workplace.

10. Grievance Resolution Mechanism: The existence and the efficacy of the grievance resolution mechanism makes the frontline employees feel that they are “valued” and their issues are important for the organization.

11. Hygiene Factors: The importance given to physical workplace where the frontline employees operate or the factors which impact their day to day working make a significant difference to their commitment. The seriousness with which the organization pays attention to these elements can make a difference to the commitment of the workforce and thereby their productivity.

At the end of the day, there needs to time bound milestones to measure progress. The measures of success could be two folds: 

1.    Greater employee commitment as may be measured through harmonious workplace environment and/ or reduced attrition amongst the employees.

2.    Greater productivity of employees.

If followed rigorously, this can give significant improvements in workforce productivity in the medium to long run.