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Inclusion - Operations - Growth
For most companies, the upcoming time will be one of executing and maintaining the way COVID-19 has forced changes upon us.
Organizations with PROactive thinking in terms of their agility before the pandemic will have an easier adjustment to get back on track.
REactive operations may take more time to adjust and find their place in the new work environment.
But here is the clue: you can still get on board with the right approach for both, the work handling and employee engagement.

Here are the three variables for the equation of business operation in organizations in general, but even more important, in the NEW work environment:

1. Inclusion

When we talk about inclusion we have to consider that it is on management’s shoulders to create the optimal environment for employees to find meaning and purpose in their jobs and as well having their strengths and knowledge included to fulfill suitable responsibilities:

      • Inclusion in decision-making processes with an engaging feedback and trust culture.
      • Inclusion in hiring processes to get their approval for hiring a candidate.
      • Inclusion in the change of organizational processes and policies with feedback and support for shifting work environments.
      • Inclusion by encouraging diversity to make room for different thinking and a wider range of knowledge.

2. Operations

Often, organizations are struggling with efforts around the workflow. In the worst cases, it leads to exhaustion and burn-out for individuals participating. So, the question is, how can processes be simplified without losing quality?
Administering paperwork and databases into late night to keep up with the actual task should not be the norm considered for any individual or their job-role.
It is up to the management to optimize process-handling without distraction from the “real” work:

      • Physical space: provide the right office equipment and device positions to avoid unnecessary back and forth and time away from their workstation.
      • Systems: research about CRMs and databases with the most ease of use for your organization.
      • Reporting: remove unnecessary steps in hierarchy levels, structures or conditions for direct reporting to support and accelerate processes.

3. Growth

When organizations strive to grow, the critical look in the mirror becomes inevitable.
Would I apply here as a candidate? What does the organization offer? How are people treated?
Your current employees are your best “hidden” recruiters, as they promote the company when they feel valued, appreciated and love what they do.
If you do it right, lean back and enjoy:

      • The hiring benefit: happy people are your best promotion!
      • The open communication: honest feedback about what you are looking for in people.
      • The replacement hustle cure: save on average $ 4.129 in replacement costs due to retention and sustainable commitment of employees.

Looking at these three variables you may notice that one fuels the other to deliver a balance in organizational operations.
An inclusive company culture with transparent mutual feedback-culture and simplified process-handling is the basis to represent what you have to offer from within the organization right to the outside. It promotes retention and attracts new talent for the right reasons and culture fit.


>> What makes your company attractive and why should people apply for a job? Let me know!


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