So how do you build an em­ployer brand?

The HR Digest - - Leadership Insights -

So, what are the ben­e­fits of hav­ing a solid em­ployer brand? Re­search led by Johns Hop­kins Univer­sity notes that 95% of job can­di­dates be­lieve that cul­ture in an or­ga­ni­za­tion is more crit­i­cal than pay. If you have the right em­ployer brand and so­cial qual­i­ties to back it up, then you’ll be spar­ing time by re­plac­ing fewer in­di­vid­u­als, and hence spend­ing less on re-con­tract­ing and re-pre­par­ing those new in­cre­ments. In par­tic­u­lar, you will have an en­gaged and en­thu­si­as­tic work­force that is will­ing to go the ex­tra mile for the cus­tomer.

Cul­ture is some­thing that goes be­yond peo­ple; it can en­cour­age team spirit among in­di­vid­u­als. If you’re not liv­ing it, in­di­vid­u­als won’t be­come tied up with it. The lead­er­ship team, par­tic­u­larly, must show their qual­i­ties so we treat em­ployee en­gage­ment and cul­ture the same as some other busi­ness KPI.

An or­ga­ni­za­tion’s in­ter­est in pro­fes­sional and per­sonal de­vel­op­ment is an­other key foun­da­tion of a solid em­ployer brand. If the or­ga­ni­za­tions put re­sources into work­ers, the out­come will be in­creased loyalty and com­mit­ment, and this could even help at­tract po­ten­tial can­di­dates. Nowa­days, em­ploy­ees and ap­pli­cants want to know what you can do for them.

How­ever, the great­est chal­lenge is to keep in­di­vid­u­als cul­tur­ally mo­ti­vated. When we at­tract the right in­di­vid­u­als, we do all that we can to en­sure they get the recog­ni­tion, the sur­round­ings and the ca­reer ad­vance­ment they de­serve. It might sound clear, how­ever, re­gard­less of how huge or lit­tle your or­ga­ni­za­tion is, we trust that in­di­vid­u­als need to feel like they are be­ing dealt with like hu­mans, not ro­bots. They have to re­al­ize that their boss cares. That is the mys­tery of mak­ing so­ci­ety work, and build­ing a high per­for­mance work­force.

Now, sim­ply imag­ine you put some KPIS set up and in­stead of mea­sur­ing and im­prov­ing per­for­mance, they lead to the op­po­site, i.e. they be­come a mind­less chase of num­bers, bring­ing re­duced per­for­mance into the or­ga­ni­za­tion.

KPIS (Key Per­for­mance In­di­ca­tors) should be the most im­per­a­tive mea­sure used by or­ga­ni­za­tions, busi­ness units or project groups to keep tabs on their de­vel­op­ment against key ob­jec­tives. A well-de­signed ar­range­ment of KPIS should give the ba­sic tools that give ev­ery­body an un­der­stand­ing of cur­rent lev­els of per­for­mance. Even so, prac­ti­cally speak­ing, these all around planned KPIS can turn vir­u­lent.

The big­gest rea­son why things turn out badly with KPIS is that they once in a while turn from a mea­sure into an ob­jec­tive. For ex­am­ple, a po­lice force in­tro­duced KPIS to mea­sure its per­for­mance. The gov­ern­ment then turned some crime in­sights into tar­gets and mea­sured each po­lice force against these ob­jec­tives. A lot of rig­ging took place to im­prove these num­bers. One po­lice force was ad­vised by their boss to pri­or­i­tize thefts of mul­ti­ple-oc­cu­pancy house­holds be­cause the sys­tem would count each oc­cu­pant as a sep­a­rate solved crime.

KPI should help or­ga­ni­za­tions mea­sure how well they are de­liv­er­ing on their key ob­jec­tives and strate­gic needs. The in­for­ma­tion pro­duced from the KPI should then as­sist with de­ci­sion-mak­ing and lead to ac­tions. This im­plies, the pur­pose for a KPI is to ed­u­cate, or pro­vide ob­jec­tive in­for­ma­tion. It is truly es­sen­tial to un­der­stand that no mea­sure is per­fect or com­plete. KPI fails to pro­vide a com­plete pic­ture on the per­for­mance. It will only fo­cus on the spot­light in­stead of pro­vid­ing in­sights on dif­fer­ent as­pects of per­for­mance.

If an or­ga­ni­za­tion uses this flawed mea­sure as an ob­jec­tive it im­plies that peo­ple can de­liver ex­tra­or­di­nary re­sults on the as­pect the com­pany cares more about, yet over­look the re­main­ing as­pects that are left obliv­i­ous. This is some­what like ad­vis­ing kids to clean their room and after­ward say­ing that you will just check this one cor­ner of the room, and if that is clean then they will get a treat. We, as an adult know what will hap­pen, the one cor­ner will be spot­less, yet every one of the toys will be slided un­der the bed.

If com­pa­nies use KPIS as tar­gets, then we get what we mea­sure, and that’s it. How­ever, if we use KPIS as in­di­ca­tors used and owned by ev­ery­body to rec­og­nize ar­eas of im­prove­ment, then they turn out to be cat­a­lysts em­pow­er­ing fun­da­men­tal im­prove­ment. There is one added com­pli­ca­tion – every in­di­ca­tor must have an ob­jec­tive or clear bench­mark.

Newspapers in English

Newspapers from USA

© PressReader. All rights reserved.