publication date: May 11, 2012
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author/source: Dr. Marc Clark, CHA CHE CHRE CHO
Values of Importance
One of the
foremost impacts shaping the labor market is the changing of principles and
expectation of workers. Management is dealing with mixed cultures,
beliefs, viewpoints, attitudes, and traditions. Employees expect more
from the company or organization they work for than ever before. If the
organization cannot satisfy their needs and provide personal gratification and
achievement, they're likely to make a job and career change.
Smart management
will keep the following three strategies as top priorities and as part of their
manager's toolkit to ensure a great connect with their workforce.
§
The Expectancy
Factor
Management has
the responsibility to be clear and concise when explaining to employees just
what is expected of them in terms of accountability and performance.
Common sense tells us that you cannot hold people accountable for things
they do no knowt hey are being held accountable for. In the past, once
management communicated its expectations to the employee, the conversation was
over.
Company goals
had been identified. But what about the employee's goals? Workers
today want to see a connection between the company's mission and goals of their
own. An honest look reveals that today's workforce is focusing first and
foremost on personal goals, and secondarily on company goals, Their
expectancy factor translates into: "If I, as an employee live up to or exceed
the company's expectations of me and my performance, what can I, as an
employee, expect in return from my company?"
§
Quality of
Treatment
The day of the
autocratic, "My way or the highway" style of management is unacceptable to
today's workforce. Now employees require a participative management style
from supervisors. Employees want to be part of the decision-making
process and have a voice in policies that will affect them. They want a
workplace that offers fair competition and provides outlets for personal
creativity. They are attracted to environments where camaraderie with all
levels of co-workers is the norm and not the exception to the rule.
Hierarchical
ranking systems that preclude interactions are seen as undesirable; systems that
encourage and reward teamwork are applauded. Autonomy, dignity,
self-esteem and respect are critical ingredients in forming a
preferred-employer work environment.
§
Lifetime Skills
Development
Today's workers
expect support for personal development and long-term growth. Many
workers want to be prepared to run a career "marathon", and not just a career
"sprint". They seek ongoing educational programming that focuses on
lifetime skills and mentors who will contribute to their individual growth.
Workers want to
be recognized for their individualism as well as team participation. They
desire to become part of the company culture while being allowed to retain some
of their own identity. Looked upon as being "trusted" can make or break
the relationship between managers, workers and co-workers. As the world
of technology advances so must the organizations and the individuals within the
organizations that utilize it advance.
Most
importantly, the T.G.I.F generation is the master's of social networking.
T.G.I.F. is no longer a mindset of "Thank goodness it's Friday". The
mantra is Twitter, Gadgets, I-Phone and Facebook.
Dr. Marc PS 63:7
