Neither business nor life is linear these days, a digital organization is an organic living thing with attributes such as open communication, “ownership,” “flexibility,” and “creativity.
The increasing competition demands some cultural changes where homogeneous group settings are replaced with heterogeneous team building, the inside out operation driven management style should be shifted to outside in people-centric, and rigid practices may have to give way to flexibility in the manner of carrying out businesses. From a people management perspective, the logic steps for inclusion scenario are: Employee Inclusion = Engagement, Innovation, Retention, Loyalty, and Productivity.
Inclusion step 1 = Engagement: Employee engagement is important to drive competitive advantage of the company. To engage, you have to communicate to each other. Even better if all parties can speak the language of business. If you want your employees to be engaged, you need to define that you're going to first need to acknowledge the skepticism, truly understand it, and at least attempt to do something about it. There will be better results if it's a place where people look forward to coming to work, know that they are appreciated, have work that interests and intellectually challenges them and are trusted. The future of work encourages the growth mindset and digital organizations also encourage teamwork, giving everyone a voice about how the people in it can prosper and thrive.
Any sort of engagement initiative needs to be authentic as opposed to manipulative and have the goal of creating a win-win outcome for customers, employees, managers, shareholders and society at large. Shifting a team's focus to bigger picture objectives is key and that managers are the owners of this messaging to motivate teams. But to do so effectively requires an identification and clearing of current roadblocks that have so far hindered their engagement. So employees are willing to give discretionary effort, wanting to stay, and always looking for ways to improve individual and team performance.
Inclusion step 2 = Retention: People are more likely to stay if they are engaged. Plus all of the comfort factors: valued, interesting work, etc. Encourage curiosity and growth mindsets, make people feel important, appreciate and reward them. To keep a high retention rate, establish clear, shared goals, align people’s career goals with strategic goals of the business. There is ever greater ability to create engagement around very specific goals, such as employee retention, talent acquisition, benefits administration, wellness, or multi-generational workforce facilitation. Create a risk-tolerance environment for experimenting and learning from failure. Provide intellectual challenge to stimulate thinking and help people grow, and develop creativity. The management can evaluate employee engagement through the outcomes of productivity or creativity, or through the performance drivers-the elements that enhance an organization's execution capacity.
Develop the people and you develop the organization. Make people feel more comfortable with the digital new normal with chaos, uncertainty, and ambiguity. Foster integrity, trust, and transparency encourage dissent and candor to nurture the culture of creativity. Organization provides support, and empower their staff with efficient technological tools and abundant resources to achieve more. Teams gravitate towards self-organization, have the discipline to do the work well in a dynamic business environment, and demonstrate the high-level of organizational maturity.
Inclusion step 3 = Loyalty: Treat employees as customers. They become loyal when they have experienced something out of the ordinary, with a strong feeling of support or allegiance. But remember employees as the customer needs and desires and consequently their satisfaction changes, which implies that the value proposition has changed in some way. That means the KPIs have to be readdressed often, so as to ensure they still align to that value proposition. The 'leading measure' is enterprise-wide in nature (doesn't just deal with satisfaction or loyalty) and deals with capabilities and interdependencies in short, medium and long term.
It could be important to leverage behavioral principles to understand how to motivate effectively, and integrate all crucial success factors into business competency. There's a business objective that relates to building or increasing employee loyalty. They are interested in doing meaningful work, work that matters, and they think that they can make a real difference and generate impact for their companies and the society as well. They value workplaces that contribute to their personal development as professionals. They prefer working for companies that invest in developing their capabilities and keeping their skills updated and relevant through continuous learning and development.
Inclusion step 4 = Productivity: Humans do have self-interest, and we are also interested in others. How well these interests are satisfied in the workplace does affect productivity. There must be some compelling reason of personal interest for a person to go to work, and there must be reasons for staying and delivering high productivity. Those who elicit the high performance from others understand productivity is the outcome of how you engage an employee or a group of employees. Employees become engaged and maintain a level of engagement as an outcome for a variety of reasons. The greater the number of reasons, and the more important the reasons are, the higher the drive is for the employee to perform in a way that leaders, management and peers value.
The managers should ponder: Is employee engagement only about productivity? It is sort of a trick question, it is an attempt to tease out what is core to any business and organization - productivity, but productivity itself is affected by a myriad of factors. The key to business success is the inclusion of employees. The moment an employee feels marginalized, their behave demotivated and productivity drops.
Inclusion step 5 = Innovation: Today’s cross-generational workforces believe that business drives innovations which have the most positive impact on society. And that creativity and innovation are key ingredients that make an organization an employer of choice. Many change efforts need creative people, who can think outside the box, and key stakeholders in parts of the process as well in order to get an external viewpoint. Innovation is not purely about technological advancements or breakthrough innovations, but also about different propositions, approaches to a problem, or new interpretations. It’s important to orient people and make them appreciate the diversity of thought, spark creativity and catalyze innovation, and help them build their professional skills progressively.
People-centric innovation is the digital trend. The business environment becomes so volatile, complex, uncertain and ambiguous, and the more you discover different logics and thought processes, the better you can improve to think differently from various points of views and solve business problems with creativity and intelligence. People-centric innovation is the digital trend.. Cognitively, learning and creative problem solving is a deliberate mental effort involving disabling some of the old “wirings,” and making new connections, exploring the mental process of acquiring new knowledge through thoughts, experiences, and senses, removing old and establishing new relations. The goal of workforce engagement is to encourage independent thinking, and inspire creativity.
Neither business nor life is linear these days, a digital organization is an organic living thing with attributes such as open communication, “ownership,” “flexibility,” and “creativity.” A digital workplace encompasses so much and has fewer boundaries and more dimensions to expand. Digital leaders today should be able to navigate through the future of the workplace and workforce management by sharing a clear vision, providing directions and advancing leadership influence.
Inclusion step 1 = Engagement: Employee engagement is important to drive competitive advantage of the company. To engage, you have to communicate to each other. Even better if all parties can speak the language of business. If you want your employees to be engaged, you need to define that you're going to first need to acknowledge the skepticism, truly understand it, and at least attempt to do something about it. There will be better results if it's a place where people look forward to coming to work, know that they are appreciated, have work that interests and intellectually challenges them and are trusted. The future of work encourages the growth mindset and digital organizations also encourage teamwork, giving everyone a voice about how the people in it can prosper and thrive.
Any sort of engagement initiative needs to be authentic as opposed to manipulative and have the goal of creating a win-win outcome for customers, employees, managers, shareholders and society at large. Shifting a team's focus to bigger picture objectives is key and that managers are the owners of this messaging to motivate teams. But to do so effectively requires an identification and clearing of current roadblocks that have so far hindered their engagement. So employees are willing to give discretionary effort, wanting to stay, and always looking for ways to improve individual and team performance.
Inclusion step 2 = Retention: People are more likely to stay if they are engaged. Plus all of the comfort factors: valued, interesting work, etc. Encourage curiosity and growth mindsets, make people feel important, appreciate and reward them. To keep a high retention rate, establish clear, shared goals, align people’s career goals with strategic goals of the business. There is ever greater ability to create engagement around very specific goals, such as employee retention, talent acquisition, benefits administration, wellness, or multi-generational workforce facilitation. Create a risk-tolerance environment for experimenting and learning from failure. Provide intellectual challenge to stimulate thinking and help people grow, and develop creativity. The management can evaluate employee engagement through the outcomes of productivity or creativity, or through the performance drivers-the elements that enhance an organization's execution capacity.
Develop the people and you develop the organization. Make people feel more comfortable with the digital new normal with chaos, uncertainty, and ambiguity. Foster integrity, trust, and transparency encourage dissent and candor to nurture the culture of creativity. Organization provides support, and empower their staff with efficient technological tools and abundant resources to achieve more. Teams gravitate towards self-organization, have the discipline to do the work well in a dynamic business environment, and demonstrate the high-level of organizational maturity.
Inclusion step 3 = Loyalty: Treat employees as customers. They become loyal when they have experienced something out of the ordinary, with a strong feeling of support or allegiance. But remember employees as the customer needs and desires and consequently their satisfaction changes, which implies that the value proposition has changed in some way. That means the KPIs have to be readdressed often, so as to ensure they still align to that value proposition. The 'leading measure' is enterprise-wide in nature (doesn't just deal with satisfaction or loyalty) and deals with capabilities and interdependencies in short, medium and long term.
It could be important to leverage behavioral principles to understand how to motivate effectively, and integrate all crucial success factors into business competency. There's a business objective that relates to building or increasing employee loyalty. They are interested in doing meaningful work, work that matters, and they think that they can make a real difference and generate impact for their companies and the society as well. They value workplaces that contribute to their personal development as professionals. They prefer working for companies that invest in developing their capabilities and keeping their skills updated and relevant through continuous learning and development.
Inclusion step 4 = Productivity: Humans do have self-interest, and we are also interested in others. How well these interests are satisfied in the workplace does affect productivity. There must be some compelling reason of personal interest for a person to go to work, and there must be reasons for staying and delivering high productivity. Those who elicit the high performance from others understand productivity is the outcome of how you engage an employee or a group of employees. Employees become engaged and maintain a level of engagement as an outcome for a variety of reasons. The greater the number of reasons, and the more important the reasons are, the higher the drive is for the employee to perform in a way that leaders, management and peers value.
The managers should ponder: Is employee engagement only about productivity? It is sort of a trick question, it is an attempt to tease out what is core to any business and organization - productivity, but productivity itself is affected by a myriad of factors. The key to business success is the inclusion of employees. The moment an employee feels marginalized, their behave demotivated and productivity drops.
Inclusion step 5 = Innovation: Today’s cross-generational workforces believe that business drives innovations which have the most positive impact on society. And that creativity and innovation are key ingredients that make an organization an employer of choice. Many change efforts need creative people, who can think outside the box, and key stakeholders in parts of the process as well in order to get an external viewpoint. Innovation is not purely about technological advancements or breakthrough innovations, but also about different propositions, approaches to a problem, or new interpretations. It’s important to orient people and make them appreciate the diversity of thought, spark creativity and catalyze innovation, and help them build their professional skills progressively.
People-centric innovation is the digital trend. The business environment becomes so volatile, complex, uncertain and ambiguous, and the more you discover different logics and thought processes, the better you can improve to think differently from various points of views and solve business problems with creativity and intelligence. People-centric innovation is the digital trend.. Cognitively, learning and creative problem solving is a deliberate mental effort involving disabling some of the old “wirings,” and making new connections, exploring the mental process of acquiring new knowledge through thoughts, experiences, and senses, removing old and establishing new relations. The goal of workforce engagement is to encourage independent thinking, and inspire creativity.
Neither business nor life is linear these days, a digital organization is an organic living thing with attributes such as open communication, “ownership,” “flexibility,” and “creativity.” A digital workplace encompasses so much and has fewer boundaries and more dimensions to expand. Digital leaders today should be able to navigate through the future of the workplace and workforce management by sharing a clear vision, providing directions and advancing leadership influence.
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