CRAFT AN `EMPLOYEE EXPERIENCE' - A TIMELY AND GENUINE RECOGNITION PROGRAMME CAN SERVE AS GREAT MOTIVATION FOR EMPLOYEES

Many organisations have started under standing the in dispensable role that HR plays that of positioning talent manage ment to contribute to the overall effectiveness and financial success of the organisation. The HR function should be able to bring different backgrounds and unique perspectives of the associates to form a collaborative environment that supports idea sharing, talent and energy. This creates a positive impact on colleagues, associates and the organization’s business. Here are some best practices for effective talent management:

BUILDING PERSONAL EQUITY  : Associates are the real essence of an organisation or brand. They are the ambassadors of a company that personify its mission, vision and ethos. Nurturing and encouraging employees, building their trust and engaging them to achieve a motivating work-life balance is essential to cultivating genuine relationships. Organisations should focus on hiring people who are not only a better statistical fit to the company's requirement, but also bring on board a strong additional personal equity that enhances the company's core values.

A IT'S NOT `JUST JOB': It's all about “passion“. Organisations should encourage passionate employees by creating opportunities allowing them to excel at what they are best at. This approach goes a long way in creating a sense of ownership. From ownership comes the sense of responsibility. Responsible employees will in turn build a responsible organisation ­ one that cares, respects and serves the community at large.

CULTURAL INCULCATING A FIT:  Employee engagement is not just an initiative; it's a culture that builds a relationship between the organisation and its people. It is imperative that new colleagues in the team start identifying with the culture of the organisation. Essentially, the sooner they are able to thrive in the company's culture, the sooner they will feel a sense of ownership. Inculcating a cultural fit is also about unleashing the true potential of people and providing them with opportunities to be their best.

An engaged associate is one who is fully absorbed by the organisation's culture and so takes positive action to further the organisation's reputation and interest. This also allows himher to enhance the sense of well-being.

MOVING BEYOND DEMOGRAPHICS:  Diversity and inclusion is more than a business plan. It is the key to understanding the organisation's culture and its mission or purpose. It is about building unique and personal relationships with people from all walks of life ­ customers, colleagues, vendors, suppliers or members of the community.

PEOPLE FIRST:  It is a widely acknowledged fact that people make the organisation. It stands true that if organisations genuinely take care of their people, their people will take care of the rest. Care comes from compassion and empathy. An approach designed to begin with empathy makes a great tool with the potential to simplify and provide out-of the box solutions to any HR related problem.

CREATING AN ETHOS OF TRANSPARENCY:  As stated earlier, caring organisations and leaders strive to cultivate genuine relationships. Trust is the foundation of all relationships and transparency is the key ingredient for building genuine trust. The size and structure of an organisation can be a barrier in maintaining transparency; however, one can leverage technology to communicate with associates in more than one way. Organisations that consistently listen, speak and reach out to their people are often successful in achieving their purpose.

MOTIVATING RECOGNISING ALWAYS, EVER:  Humans crave recognition. A timely and genuine recognition programme can serve as great motivation for employees.  Companies must strive to integrate recognition and appreciation into their culture by focusing on motivational techniques like fun, creativity and innovation. Personalised recognition is the most impactful tool in organisations. The key is to let our colleagues know that they are being valued at all times.

To sum it up, many business leaders and organisations talk about treating employees as a strategic asset. Now is the time to put the idea into practice.

Source | Times of India | 9 September 2015