Success factors for human development
Organisations that have the right values will find it easier to persuade people to develop themselves. By Sorayuth Vathanavisuth
Human beings tend to learn new things all the time, as they look forward to advancement. Although staying in one’s comfort zone is understandable, corporate employees and executives are well aware that, sometimes, moving to new and unfamiliar territory can also provide fruitful rewards.
Developing oneself is undeniably an individual responsibility. But it is also the role of the corporation since it is accountable to people and for ensuring competency. If we take a holistic approach, we will see that there are seven critical success factors that must work together for long-lasting and sustainable human development in an organisation.
A climate of true friendship: A friend, in this context, can refer to any employee, including the CEO and board members. True friends are those who care about and are concerned for others. They tend to lead their colleagues in the right direction and encourage continuous learning.
Employees will feel more secure when they know they will always have somebody they can turn to if they face any difficulty. An atmosphere of true friendship can be enhanced by a mentoring programme. People tend to listen to close colleagues who can provide a good influence on their longterm and continuous self-development.
Discipline and moral conduct:
Discipline helps employees to work with others in harmony because they can predict what will happen next, based on the normal practice of a particular department and company. People who are disciplined usually know in their heart what is right or wrong, although it is not always the case.
If corporations stress discipline and moral conduct as part of their culture, employees will seek to develop themselves in order to respond to the expectations of the company.
Aspiring to do good: People have a tendency to do good things for others, unless they are faced with a trade-off that involves their own benefits and survival. But organisations that have the right values as part of their corporate culture can encourage employees to aspire to doing good.
If the corporate culture includes a strong willingness to create new and good things, employees will develop a passion for acquiring new knowledge, developing themselves and trying new ways of working.
HR development at full potential:
One characteristic that separates successful people from the rest is a strong willingness to be the best they can. This means they compete with themselves as they develop to reach their full potential. In one study I carried out, 122 of 200 executives displayed a tendency to change themselves, in response to requirements, more than the 50% of respondents in a larger multi-country online assessment.
But we need to remind ourselves that not everyone may want to change and develop. This means organisations will have to place high expectations on HR development to help the process along.
The aim is to encourage employees to be aware and to develop themselves to be ready for new challenges.
Right principles of thought and belief: New business opportunities are emerging faster in the age of technology and digital disruption, while the Covid pandemic has shown many businesses both challenges and opportunities. New knowledge is also much more easily available in our always-connected world.
In this regard, organisations must send a clear signal to their employees that their existing knowledge and skills are no longer a guarantee of personal or business success. They have to continuously develop themselves in order to stay ahead of the game and support the organisation if they want to stay employed.
Culture of heedfulness: In this uncertain world, nothing is permanent. Some organisations face more dynamic conditions than others. It is the role of the CEO, top executives and board members to be aware of change and to ensure the organisation can adapt at all times.
Organisations that fail to heed what is happening around them are doomed to fail. Eastman Kodak is a classic example: its researchers invented digital photography but the company didn’t see a market for it. Other companies would go on to make millions selling digital cameras to consumers.
If a CEO and his or her top brass always work with awareness, caution and care, employees will behave accordingly. They will find ways to develop themselves to be ready for unexpected situations and business opportunities.
Contemplative and analytical thinking: Human beings are considered reasonable creatures but this does not mean everyone is reasonable. Some of us tend not to think much and just make decisions without thinking too deeply. In the study I mentioned earlier, 155 of 200 executives were likely to be logical, again more than the 50% of respondents in a broader survey. This suggests not everyone is likely to engage in deep thought as a normal practice.
Hence, an organisation must promote contemplative and analytical thinking in order to make their people aware that they are expected to behave and perform with sound logic and rationale at all times. This way, employees will certainly find ways to improve and develop themselves, since analytical thinking will show them that this is the only way to keep pace with a dynamic environment.
These seven attributes are broad guidelines for sustainable human development. Anyone who follows them is considered to be on the right path of self-development in the long run.
‘‘ Organisations must send a clear signal to employees that their existing knowledge and skills are no longer a guarantee of personal or business success.