Please spend a moment thinking about the following words and phrases so typical in a working context:
Respect. Subordinate. Team. Fear. It's just a job. Role confusion. Job profile. Management. Stepping stone. System. Boss. Mentorship. Training and Development. Collaboration, Errors. Yes Sir. Motivation. Domination. Encouragement. Roles and Responsibilities. Acknowledgement. Delegate. Induction. Coaching. Purpose. Recognition. Top performer. Coercion. Meaning. Process. Ambition. Key performance indicator. Leadership. Worker bee. Conflict. Performance management. Business alignment.
There are both positive and negative words and phrases above. Some belong way back in the dark ages, while other somewhat more contemporary constructs are still practically unknowns to so many Human Resources (HR) practitioners and senior executives. While some of these are the result of poor management, others still can be both fantastic business enablers as much as they can be hindrances if deployed incorrectly. Most of all, the above are mainly INPUTS into the system of organisational performance.
So which of these words and phrases work best? Well, I come from the school positing that intrinsic motivators get the best results in a team setting, and I have a good few recommendations on my LinkedIn profile demonstrating my success at exactly that. Indeed, please refer to a previous blog article, The role of intrinsic motivators in teamwork and mentorship for more about intrinsic motivators.
Now reflect on these few words and phrases:
Unfair market mindshare. Brand enhancement. Extraordinary performance. The extra mile. Excellence. Customer satisfaction. Competitive advantage. Productivity. Best company to work for. Business growth.
Organisational OUTPUTS are the one thing all these words and phrases have in common. The question is how to best organise your staff to ensure you optimise your outputs given all your operating model constraints, where these take the form of sub-optimal systems and/or processes given the current needs of the markets you serve. Without your staff going the extra mile, you will have a tough time remaining competitive in a rapidly changing world, and the more you can motivate people to perform at their peak, the better your results will be. In fact, I sometimes wonder whether one of the most important skills of the modern CEO isn't to be a motivational speaker! I find it to be a critical tool to drive peak staff performance, and to help the team achieve their maximum potential. Thankfully I seem to be gifted with this ability, and it seems the Group's employees agree as per What do your employees see as your strengths?
But what does all this mean? Well, there are multiple points. Let's begin by saying that money is not everything in a job scenario. If your staff buy in to your purpose and your vision, thereby being enabled to feel part of something bigger, you will have taken some quite gigantic leaps to increasing your staff retention rate. You will also have given them a context within which to perform, in turn giving them a natural understanding of their role in making the organisation successful. This natural understanding also increases their ability to make positive contributions in related areas of the business, one of the traits I admire and respect most in my staff.
How does this impact the Employee Value Proposition? Quite simply, the employee value proposition should extend beyond reward and recognition in exchange for the employee's skills and experiences as per the more traditional definitions of employee value proposition. Indeed, it has to extend to making employees really wanting to be associated with your business, and in so doing, they enhance your brand as they become amongst the strongest advocates for your company. Again, they can only do this effectively if they believe and buy in to your purpose and your vision, enabling staff to feel part of something bigger, and being able to contribute constructively in that context.
Ultimately, I don't personally see the employee value proposition as merely an instrument of exchange at all. I believe it is rather what leadership offers the company in the belief that we are all human beings with a bigger role to play in making this world a better place, and that we can do it all much better as a team, rather than as a set of employees sitting at our desks, too scared to move, doing the bare minimum to earn our salaries! As a result, staff will want to stay, because whats on offer extends beyond job and salary, to purpose and feeling part of something bigger!
Respect. Subordinate. Team. Fear. It's just a job. Role confusion. Job profile. Management. Stepping stone. System. Boss. Mentorship. Training and Development. Collaboration, Errors. Yes Sir. Motivation. Domination. Encouragement. Roles and Responsibilities. Acknowledgement. Delegate. Induction. Coaching. Purpose. Recognition. Top performer. Coercion. Meaning. Process. Ambition. Key performance indicator. Leadership. Worker bee. Conflict. Performance management. Business alignment.
There are both positive and negative words and phrases above. Some belong way back in the dark ages, while other somewhat more contemporary constructs are still practically unknowns to so many Human Resources (HR) practitioners and senior executives. While some of these are the result of poor management, others still can be both fantastic business enablers as much as they can be hindrances if deployed incorrectly. Most of all, the above are mainly INPUTS into the system of organisational performance.
So which of these words and phrases work best? Well, I come from the school positing that intrinsic motivators get the best results in a team setting, and I have a good few recommendations on my LinkedIn profile demonstrating my success at exactly that. Indeed, please refer to a previous blog article, The role of intrinsic motivators in teamwork and mentorship for more about intrinsic motivators.
Now reflect on these few words and phrases:
Unfair market mindshare. Brand enhancement. Extraordinary performance. The extra mile. Excellence. Customer satisfaction. Competitive advantage. Productivity. Best company to work for. Business growth.
Organisational OUTPUTS are the one thing all these words and phrases have in common. The question is how to best organise your staff to ensure you optimise your outputs given all your operating model constraints, where these take the form of sub-optimal systems and/or processes given the current needs of the markets you serve. Without your staff going the extra mile, you will have a tough time remaining competitive in a rapidly changing world, and the more you can motivate people to perform at their peak, the better your results will be. In fact, I sometimes wonder whether one of the most important skills of the modern CEO isn't to be a motivational speaker! I find it to be a critical tool to drive peak staff performance, and to help the team achieve their maximum potential. Thankfully I seem to be gifted with this ability, and it seems the Group's employees agree as per What do your employees see as your strengths?
But what does all this mean? Well, there are multiple points. Let's begin by saying that money is not everything in a job scenario. If your staff buy in to your purpose and your vision, thereby being enabled to feel part of something bigger, you will have taken some quite gigantic leaps to increasing your staff retention rate. You will also have given them a context within which to perform, in turn giving them a natural understanding of their role in making the organisation successful. This natural understanding also increases their ability to make positive contributions in related areas of the business, one of the traits I admire and respect most in my staff.
How does this impact the Employee Value Proposition? Quite simply, the employee value proposition should extend beyond reward and recognition in exchange for the employee's skills and experiences as per the more traditional definitions of employee value proposition. Indeed, it has to extend to making employees really wanting to be associated with your business, and in so doing, they enhance your brand as they become amongst the strongest advocates for your company. Again, they can only do this effectively if they believe and buy in to your purpose and your vision, enabling staff to feel part of something bigger, and being able to contribute constructively in that context.
Ultimately, I don't personally see the employee value proposition as merely an instrument of exchange at all. I believe it is rather what leadership offers the company in the belief that we are all human beings with a bigger role to play in making this world a better place, and that we can do it all much better as a team, rather than as a set of employees sitting at our desks, too scared to move, doing the bare minimum to earn our salaries! As a result, staff will want to stay, because whats on offer extends beyond job and salary, to purpose and feeling part of something bigger!
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