By Shalini Gadhia
It is very essential for organizations to build high performance management teams. Hiring human resource with the right skills and competency levels can do this. However, how do we build teams that can last for decades? We need teams that not only perform but also are here to stay in the organization. Companies invest a lot of resources in their staff hence retention of this staff should be a vital objective of the organization.
Hiring based on goals and values
Apart from the skills a potential employee has to offer, it is very important that hiring be done after considering one’s goals and values. Are the employees’ values and goals aligned to the company’s goals and values? This will determine if he or she is likely to perform and become a part of the organization in the long term. Our beliefs form our values; therefore it is necessary that the employee believes in what the organization does. Having the same beliefs means that the employee will strive to push towards contributing to the organization’s goals, resulting in high performance and is more likely to stay in the company for a longer time as he or she gets a sense of fulfillment when working there.
If not, he or she will not be motivated to contribute towards the company’s goals and is less likely to stick around.
This is an essential aspect of developing high performance teams that last in organizations. People just do not want to carry out their day-to-day tasks and go home. They have a need to grow and expand their knowledge base beyond their comfort zones. Team members need to feel that they are growing on the job.
Human resource development can take the form of trainings, exposure to concepts being utilized by companies in similar industries and rewarding innovations. This way people feel that they are moving forward and they have a career and not just a job. Expansion of knowledge outside the daily routine can go a long way in making an employee feel valued, leading to high performance and sustenance of this resource within the organization.
Using a collaborative approach
Organizations tend to make decisions ‘at the top’ and trickle them down to their teams in order to achieve desired results. However, it is important to note that understanding what happens ‘at the bottom’ is key to a business’ success. This means that data and feedback should be collected from the ground and used to design business objectives that are realistic. This will drive high performance teams, as they will feel heard and that they are part of the company making them more likely to stay in an organization where their opinions are valued.
This approach also makes the strategy formulation process more effective as it is being based on facts and figures from the ground rather than an executive team trying to promise what may not necessarily be achievable.
Employee motivation goes a long way in impacting employees’ performance and longevity in an organization.
One form of motivation can be giving rewards. Rewards can take the form salary increments, team lunches and bonuses amongst others. Direct rewards provide employees with an incentive to continue working hard, which gives them a sense of fulfillment hence a higher chance of them staying in the organization.
Another way is recognizing employees for their contribution. When employees are recognized (this can be in form of seasonal awards, special recognition for certain projects etc.), they are more likely to feel valued and feel like they are part of the organization. This may encourage them to last in an organization as they feel that their work is making a difference, giving them a sense of purpose.
Respect + forgiveness
It is vital to remember that the employees that are hired are as human as we are. In that context, how we treat our employees in times of conflict and challenging situations will go a long way in determining their performance and longevity in the organization.
Having a culture of respect and forgiveness (this does not mean staff should not be penalized for causing damages or losses to an organization). Forgiveness here means not holding grudges and not taking issues personally. This means that focusing on solutions rather than playing the blame game is likely to help instill a positive culture in an organization. Employees tend to thrive in such environments as mistakes are not condemned and are likely to feel more confident hence perform better and may more likely stay in the organization in the long term. Employees who feel confident at the workplace are also more likely to be innovative, as they do not hold any fear in communicating new ideas.
An organization’s communication culture goes a long way in impacting its performance. It is essential to have clear and open communication channels. When new ideas and ways of doing things are welcomed, employees tend to be more open-minded and are likely to think for the good of the organization. Keeping open communication channels ensures free flow of information that drives curiosity and innovation. These are very healthy facets that enhance performance and loyalty.
The author is a marketing professional with 10 years of work experience across various industries.