Saturday, September 4, 2021


It’s a time to celebrate holidays. It takes a clear vision and unique path to develop a competent workforce by harnessing interpersonal relationships, aligning resources with strategic goals, cultivating creative leadership, nurturing a culture of high performance, enhancing personalized training and development.

With increasing speed and hyper-connectivity of business normality, the workforce management systems are gradually moving away from a static, resource-driven administration style to a dynamic, interactive, and potentiality-investment state to generate multifaceted value propositions. In fact, the staff satisfaction and employee experience optimization are some of the most crucial leading indicators to unlock business performance.

 Generally speaking, the art and science of workforce management is to build the pillars of employee satisfaction and develop their organization as a people-centric, purpose driven business.

Meaningful work: For the majority of employees, their "purpose" is to feel accomplished as they are doing the meaningful work to not only make themselves feel good but also create value to the organizations, nations and human societies. Thus, on the employee side, they need to take a journey of self-reflection - discovering their innate desire, talent, strength, and drive; then, self-management - do their best to get the work done. On the management side, it’s important to make a seamless workforce alignment - align corporate goals with employees’ career goals, and explore the best practices and next practices for building an engaged and high performing workforce.

Not only to those already employed but alignment to the organization's brand values, vision and goals, strategies, etc. Until and unless there is a mutual agreement between both management and staff as to a vested and balanced approach to the goals and vision of the organization, the performance management process will most likely remain an adversarial relationship. At the team setting, you must communicate the goal and how each person fits into the success of that goal. The management needs to clarify: Does everyone know and understand each other's goals and have agreed on common overall goals? Under awareness of the purpose, focus on which delivers the opportunity for refocusing the attention of employees on the purpose of the business to get better outcomes.

Perceived progress: People feel accomplished when they can perceive their work getting done quantitatively and qualitatively. Performance is a result of how well a manager engages in developing an employees to make them feel better and achieve more. Of course, the employee has to do his or her part of having the right attitude, skills, and willingness to participate in the development process for improving performance results. In a healthy workplace with the culture of high performance, the staff are encouraged to make continuous progress with the “worth” theme- they are widely recognized for their capability and achievement, praised and thanked for their efforts and results, and appropriately rewarded for their contribution. It is all about creating a strong relationship, understanding, reflecting, and driving performance.

From a performance management perspective, the multifactor workforce productivity analysis would examine the process to determine what elements of production made the employees more productive to achieve the expected performance results. What is important is setting agreed upon goals and objectives, establishing key indicators, and then working with the employee so there is a common understanding of goals and agreement on how to measure them. The desired outcome is to assess the employee's contribution to fulfill their daily tasks and strategic objectives in line with the organizational goals and vision both qualitatively and quantitatively.

A sense of connection & belonging: People enjoy working if they are engaged, feel trustful, plus all of the comfort factors: valued, interesting work, and the management need to do some check-up: Is there an environment of psychological safety and culture of innovation (Trust) for their majority of employees? Do we create a working environment in which employees are willing to give discretionary effort, want to stay, and are always looking for ways to improve individual and team performance? Are we doing the best to encourage talent growth, create synergy by putting the right talent in the right position, invite employees to brainstorm and contribute to either strategy or innovation? If you want your employees to be engaged, you need to clearly define that - you're going to first need to acknowledge the skepticism, truly understand it, and at least attempt to do something about it for driving workforce optimization proactively.

People feel a sense of connection if they participate in activities such as intellectual stimulation or healthy competitions to generate great ideas, meaningful collaboration to fuel inspiration, imagination, and innovation, and amplify collective performance. Employees become loyal when they have experienced something out of the ordinary, with a strong feeling of support or allegiance. From the workforce management lens, it means a negotiated and interactive approach with well-designed work processes and systems, collaborative colleagues, insightful leadership, empathetic communication, and continuous optimization, to create a sense of employee belonging and guide people through their career journey with in-depth understanding and trust.

Under-control: With rapid change, many managers or professionals feel frustrated by exponential information and heavy workload. That makes them feel out of control, and further decreases productivity and employee satisfaction. Self discipline with strong prioritization management, habit management, and time management, etc, is crucial to improve workforce effectiveness. You sense yourself and that's all you need to let your thoughts and behavior work to guarantee you a balanced work-life continuum. Without discipline, you can not create a new state of awareness where the self is nourished through the experience of energy flow. Great managers ask their people to talk about their work experiences and what was going on when they felt most engaged and alive. What was happening and what made that experience so powerful for them. So collectively, they can build a more competitive team to deliver quality results.

Priority management enables people to focus on things that really matter; time management allows them to allocate their time scientifically to do more with less; habit management is an effective way to change how people behave in an organization, as behavior tends to drive habit; all habits have a trigger, a procedure to produce outcomes. That said, good habits are a critical factor for enhancing self-management disciplines. It is also very useful for ensuring management to understand the various trade-offs, put these key success enablers in the spotlight for all team members, and unify their efforts to achieve the common performance goals.

Growth/training opportunity: Forward-looking leaders and professionals not only focus on how to achieve high performance today, but also think long term - how to unleash their full potential. Business professionals need to have learning agility to continue updating their knowledge, build unique competencies, proactively look for opportunities to grow and advance their career. Insightful talent managers should analyze each member's personality, aspirations, motivators, egos, limits, and have a personal development plan for tailoring each member’s situation in order to manage people in the long term period. We expect that greater personalization leads to better understanding and application in workforce analysis and management.

Managers are leaders/trainers/coaches, and it is their job to prepare their people, not only for their current position but for their next position, helping their people grow even though they might have such concerns: What if they leave after training? They put emphasis on opportunity- people are able to utilize the full expertise and capability of every team member, and have the autonomy to do so; learning- individuals and teams take opportunities to grow and develop through training and self-development and take responsibility for sharing work based learning. They value people in words and treatment, consistently, empower them by helping them develop skills they desire within the context of the work with training, show them how they are part of the vision and reward them when they make significant contributions to the organizational growth.

It takes a clear vision and unique path to develop a competent workforce by harnessing interpersonal relationships, aligning resources with strategic goals, cultivating creative leadership, nurturing a culture of high performance, enhancing personalized training and development, and improving processes/structure flexibility. The management needs to ensure that everyone is on the same page - people are pursuing their career goals authentically; and teams or organizations can deliver higher than expected business results consistently.


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