Maintaining a competitive company in the market means developing and fostering a work environment for employees that aligns with the organization's values and purposes. Addressing this issue is crucial if you want to make your company a harmonious environment with engaged, motivated employees committed to the organization's goals and objectives.
Nowadays, professionals are not just looking for a good salary, but also a work environment where they can associate their values and purposes with those of the organization, so that their journey within the company provides development, growth, quality of life and personal fulfillment.
To create a model management effective people management requires taking into account six main pillars:
Building the employee experience makes all the difference so that everyone can look in the same direction and should be considered when maintaining current teams, as well as when hiring of new collaborators.
THE Cultural fit is the alignment between the company's values and the employee's. In other words, the profile must be consistent with and fit with what is expected within the organizational culture. This increases the likelihood of motivation, engagement, and retention within the organization.
– Measure satisfaction with your selection and promotion process
– Implement or restructure your onboarding
– Clarify the role of leadership
– Conduct regular research throughout the journey
– Pay attention to exit interviews
Building the employee experience in your organization isn't something you do overnight—after all, culture changes as new people join. The important thing is to understand that journey mapping should serve as a record of processes. Therefore, by mapping processes and results through surveys, you can identify areas for improvement.
Encourage and develop leaders to act in the development of their teams, through structured and clear feedback, seeking to stimulate teamwork, assuming responsibilities, delegating activities, stimulating creativity, innovation, communication and participation.
Objective and transparent communication fosters a sense of ownership among employees and makes them feel like a fundamental part of the organization. Active, clear, transparent, and efficient communication allows for the alignment of organizational objectives, key results, and key actions for the success of the organization. business.
Sharing this information through open communication makes employees feel safe, comfortable, and included in the company's strategies. A well-informed employee produces more and better results because they understand the difference their work makes. Furthermore, keeping teams updated on results and challenges that need to be overcome strengthens trust between leaders and employees.
In the team development process, it is essential that employees know which soft skills need to be improved.
Through a performance management program organizational and specific competencies are defined, weights, network of evaluators and frequency of evaluation are determined.
The assessment results guide the employee's strengths and areas for development and then result in their Individual Development Plan, a commitment they make to their development, which supports succession and talent retention programs.
PDI actions can be based on 70:20:10 methodology, seeking to align theoretical knowledge, challenges that break the routine, allowing an environment of innovation, leaving the comfort zone, practical actions of improvements to solve challenging problems and the formation of multidisciplinary groups, which generates effective resolutions and fantastic results.
Developing a feedback culture provides several benefits for the company and for employees themselves. This action maintains organizational climate healthy and improves results as a whole, demonstrates its concern and interest in the development of the employee and their career.
In feedback, the leader must talk about the positive points and those that need to be developed – remembering that positive points can be pointed out in public and in private. The points to develop should be addressed exclusively in a private manner. Always consider a real situation and not rumors or value judgments.
These practices must be constantly and truly encouraged within the organization!
It should occur at the right time, when the situation is occurring, which allows for celebrations when there is a positive result, but also allows the employee time to adjust their performance if any adjustments are needed.
Furthermore, leaders must be open and willing to receive regular feedback from their subordinates. It's crucial to be prepared to listen to their weaknesses and seek adaptations or training to address what's not working.
The fact that feedback is equally valid for leaders and employees increases employee motivation, which is great for the company, as researchers claim that motivated employees have 40% higher performance compared to employees who operate on so-called "autopilot."
Ensure that the pursuit of a happy and balanced life is part of your employees' lives and that this condition extends from the family environment to their work routine through the organization's culture.
Several actions can be encouraged to be followed inside and outside of work, with family and friends, such as: physical activity practices, healthy eating, leisure time, actions related to mental health, actions to prevent and combat diseases, ergonomics actions and other practices that are aligned with the organization's culture.
In addition to contributing to health and reducing expenses with illnesses, absences, and leaves, it generates an increase in satisfaction with the company and identification with organizational values.
Author: Lia Pessoa – Human Resources Coordinator of the Aço Cearense Group
She holds a degree in Business Administration from Faculdade Integrada do Ceará, an MBA in Leadership, Innovation, and Management 4.0 from PUC/RS, and a degree in Business Management from FGV. She specialized in Human Potential Management in Organizations at UNIFOR and has been with the group since 2010.
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