Dear Friends,
Can you help me with the factors to do to set up an effective workplace in the organization which helps to bring out one of the best place to work? Kindly update with any presentations and links.
From India, Chennai
Can you help me with the factors to do to set up an effective workplace in the organization which helps to bring out one of the best place to work? Kindly update with any presentations and links.
From India, Chennai
To create best practices for a start up, take the following necessary steps:
1. Set up basic processes depending on the size of an organisation to begin with eg recritment, performance management system, increment, bonus, budgeting process.
2. Create scalability in the processes
3. Look at potential employees catchment areas for your business while considering costs both salary and recruitement as salary cost will keep increasing with passing time. Hire as per paying potential of the business and it s ability to grow in near and long terms future.
4. Hire for experience to begin with.
5. Decide the scale of business at which you can afford to hire for potential, this is where you can save on the cost for both recruitement as well as salary.
6. Tweak and change processes along the way of business growth.
7. Create strong compliance methodology, respect for law of the land.
8. Detailed incution process for new hires.
9. Subject to budgetary constraints, create a robust training procedure to enable new hires to 'hit the ground running'.
10. Critical to link over all company objective with the performance measurement parameters of individual employees working at the ground level.
I hope this helps.
Regards
Anirudh
From India, New Delhi
31. Set up basic processes depending on the size of an organisation to begin with eg recritment, performance management system, increment, bonus, budgeting process.
2. Create scalability in the processes
3. Look at potential employees catchment areas for your business while considering costs both salary and recruitement as salary cost will keep increasing with passing time. Hire as per paying potential of the business and it s ability to grow in near and long terms future.
4. Hire for experience to begin with.
5. Decide the scale of business at which you can afford to hire for potential, this is where you can save on the cost for both recruitement as well as salary.
6. Tweak and change processes along the way of business growth.
7. Create strong compliance methodology, respect for law of the land.
8. Detailed incution process for new hires.
9. Subject to budgetary constraints, create a robust training procedure to enable new hires to 'hit the ground running'.
10. Critical to link over all company objective with the performance measurement parameters of individual employees working at the ground level.
I hope this helps.
Regards
Anirudh
From India, New Delhi
Hi,
Kindly go through the below link
Search Results start up « hrmexpress
Search Results organisational structure « hrmexpress
Thanks,
Bhakti Narang
From India, Mumbai
Kindly go through the below link
Search Results start up « hrmexpress
Search Results organisational structure « hrmexpress
Thanks,
Bhakti Narang
From India, Mumbai
Hi,
Kindly go through the below link
Search Results organisational structure « hrmexpress
Thanks, Bhakti Narang
From India, Mumbai
Kindly go through the below link
Search Results organisational structure « hrmexpress
Thanks, Bhakti Narang
From India, Mumbai
Its great to find contributions made by Anirudh. They will help you to frame a strategy. However, if you share the specific challenges within your firm, it would make our suggestions, accurate. We had many discussions by Startup founders, on building employer's brand and managing employee engagement .
Please share a few escalations that you had faced recently. Looking forward to brainstorm and find the best solution
Small firm, Big on attrition
From India, Mumbai
Please share a few escalations that you had faced recently. Looking forward to brainstorm and find the best solution
Small firm, Big on attrition
From India, Mumbai
Anonymous and Kumutha,
The actions any executive, manager, or supervisor should take to achieve the highest performing workforce are very simple: listen to their concerns and respond to them to their satisfaction or better. Employees will have complaints, suggestions, and questions. When management responds to these to their satisfaction or better they will automatically choose to become highly motivated, highly committed, and fully engaged.
Why? Because although we all appear to be different and that is very confusing, underneath the surface at a deeper level there are patterns that make us all the same as concerns managing us.
We all believe in the same good values and that their opposites are bad. Because of this, we all greatly respect actions that reflect the very highest standards and have less respect or even outright disrespect for lower ones.
In addition, we all have the same basic needs and I define these as the needs to be heard, to be respected, and to have competence, autonomy, and relatedness. The level to which management satisfies these needs dictates the employee's level of performance/engagement.
And lastly, 95% of us are conformists/followers, some more and some less, who follow the value standards reflected in what we experience in the workplace as how to treat our work, our customers, each other, and our bosses.
Because of these human conditions, listening to employees and responding to their concerns to their satisfaction or better (at the highest standard) leads everyone to become highly motivated, highly committed, and fully engaged with high morale and innovation literally loving to come to work and at least 300% more productive than if poorly engaged.
Because of these human conditions, the command and control approach which rarely listens to employees, or if listening rarely responds to their satisfaction, treats employees with great disrespect and leads them to treat their work with the same level of disrespect. The same is true for not providing employees with the information they want or issuing employees lots of orders in order to control their performance thus denying them autonomy.
I hope that this is helpful to you. You might want to access my website below for more info and/or help.
Best regards, Ben Simonton
Leadership is a science and so is engagement
From United States, Tampa
The actions any executive, manager, or supervisor should take to achieve the highest performing workforce are very simple: listen to their concerns and respond to them to their satisfaction or better. Employees will have complaints, suggestions, and questions. When management responds to these to their satisfaction or better they will automatically choose to become highly motivated, highly committed, and fully engaged.
Why? Because although we all appear to be different and that is very confusing, underneath the surface at a deeper level there are patterns that make us all the same as concerns managing us.
We all believe in the same good values and that their opposites are bad. Because of this, we all greatly respect actions that reflect the very highest standards and have less respect or even outright disrespect for lower ones.
In addition, we all have the same basic needs and I define these as the needs to be heard, to be respected, and to have competence, autonomy, and relatedness. The level to which management satisfies these needs dictates the employee's level of performance/engagement.
And lastly, 95% of us are conformists/followers, some more and some less, who follow the value standards reflected in what we experience in the workplace as how to treat our work, our customers, each other, and our bosses.
Because of these human conditions, listening to employees and responding to their concerns to their satisfaction or better (at the highest standard) leads everyone to become highly motivated, highly committed, and fully engaged with high morale and innovation literally loving to come to work and at least 300% more productive than if poorly engaged.
Because of these human conditions, the command and control approach which rarely listens to employees, or if listening rarely responds to their satisfaction, treats employees with great disrespect and leads them to treat their work with the same level of disrespect. The same is true for not providing employees with the information they want or issuing employees lots of orders in order to control their performance thus denying them autonomy.
I hope that this is helpful to you. You might want to access my website below for more info and/or help.
Best regards, Ben Simonton
Leadership is a science and so is engagement
From United States, Tampa
Excellent response Ben ! Loved the video you shared . It rightly makes sense to create distrust to build in trust. Would love to hear about few cases on this, if you may share. Thanks in advance for considering the request
From India, Mumbai
From India, Mumbai
(Cite Contribution),
I am not sure what you mean by a few cases, but I will try to answer.
Although I now coach executives and managers to become exceptional managers of people and to create fully engaged workforces, that knowledge came from my own experiences of managing people for 34 years, as few as 22 and as many as 1300. I started out using the traditional command and control approach, for 12 years.
Though I was considered one of the very best managers and was promoted faster than my peers, I was dissatisfied with not being able to significantly raise the performance of my worst and middle performers to match that of my best. I hunted around for better methods and finally had a revelation that caused me to start truly listening to the concerns of my people and responding to them. I had to admit that I had not really listened to them being far too busy figuring out what my next orders would be. I also had to admit that my organization would never be any better than the sum of what they each did each day, So why had I not listened to these Very Important People?
So I started listening and responding to their concerns most of which were quite valid. Their performance started to rise and the more I listened and responded to their complaints, suggestions and questions, the more their performance rose. I did this one-on-one whenever I could and in group meetings with never more that about 40 working level people at a time, but always requiring that the managers and supervisors in the chain between me and them attend and hear what I did and how I did it. Eventually, their performance rose to a level double what I had thought was humanly possible, in other words well above my or anyone else's wildest dreams.
So if you want a case, that is what I did every day as an executive hundreds of times in a year. I rarely gave an order except in an emergency, shared every bit of information they asked for (after all, it is just as much their workplace as it was mine, but I do recall just one case in which I refused to tell why I had done a particular thing), and responded to their complaints and suggestions to their satisfaction or better.
If you have another question, don't hesitate to ask.
Best regards, Ben Simonton
Leadership is a science and so is engagement
From United States, Tampa
I am not sure what you mean by a few cases, but I will try to answer.
Although I now coach executives and managers to become exceptional managers of people and to create fully engaged workforces, that knowledge came from my own experiences of managing people for 34 years, as few as 22 and as many as 1300. I started out using the traditional command and control approach, for 12 years.
Though I was considered one of the very best managers and was promoted faster than my peers, I was dissatisfied with not being able to significantly raise the performance of my worst and middle performers to match that of my best. I hunted around for better methods and finally had a revelation that caused me to start truly listening to the concerns of my people and responding to them. I had to admit that I had not really listened to them being far too busy figuring out what my next orders would be. I also had to admit that my organization would never be any better than the sum of what they each did each day, So why had I not listened to these Very Important People?
So I started listening and responding to their concerns most of which were quite valid. Their performance started to rise and the more I listened and responded to their complaints, suggestions and questions, the more their performance rose. I did this one-on-one whenever I could and in group meetings with never more that about 40 working level people at a time, but always requiring that the managers and supervisors in the chain between me and them attend and hear what I did and how I did it. Eventually, their performance rose to a level double what I had thought was humanly possible, in other words well above my or anyone else's wildest dreams.
So if you want a case, that is what I did every day as an executive hundreds of times in a year. I rarely gave an order except in an emergency, shared every bit of information they asked for (after all, it is just as much their workplace as it was mine, but I do recall just one case in which I refused to tell why I had done a particular thing), and responded to their complaints and suggestions to their satisfaction or better.
If you have another question, don't hesitate to ask.
Best regards, Ben Simonton
Leadership is a science and so is engagement
From United States, Tampa
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Setup HR Department.doc
File splitter setup file.zip
Acc conference setup.jpg