People always want to be part of workplaces where they know they will be valued, respected, empowered, heard, and rewarded. They do not want to spend valuable time of their life and careers with companies that see employees as mere cogs in the machine. Great workplaces make room for individuals and maintain a collaborative work environment. There is a shared sense of mission and meaning in work. In this age of the internet and access to information, there are multiple sources to figure out these qualities of an organisation. It would be naïve to assume that becoming a people-oriented organisation is a choice. There is a whole new generation of youngsters who are joining workforces based on the quality of how employees are valued and the quality of life they are going to have in the organisations they choose to work for.

Stepping into what is being called ‘The African Century’, existing business owners or business heads of organisations and aspiring entrepreneurs from within and outside Africa intending to start a business or achieve scale in one or more of the many flourishing countries of the region like South Africa, Tanzania, Ivory Coast, Uganda, Ethiopia, Kenya, DRC, Nigeria and others cannot afford to ignore the importance of being people-oriented organisations and the associated organisational values.

This blog highlights and explains ten strategies to become a people-oriented organisation. People-oriented organisations or employee-first organisations are also sustainable organisations.

10 Pro Tips to Become a People-Oriented Organisation

While everybody has a fair idea of what people-oriented organisations are, what matters at the end of the day is whether an organisation has made the necessary efforts to become one. Ten tips to become a people-oriented organisation are highlighted below. These tips could be also considered as a guiding light in formulating HR policies and strategies and an indicative answer to the questions – ‘How to build a people-oriented organisation?’ or ‘How to become a people-oriented organisation?

#1 Introduce Flexible Working Options

Flexible working arrangements like WFH or hybrid modes are becoming increasingly popular. It offers numerous leverages to both employees and employers. It allows employees to strike a balance between their work and personal interests and commitments. For example, WFH enables parents to take care of their newborn babies while still contributing to work. This also reduces the burden on employers and the workload on teams. Flexible working arrangements are less stressful for both employers and employees. Such flexibility can also prove to be more productive because employees can focus better when they have fewer things to manage that do not even contribute to work. Commuting serves as a good example here. In big cities, people spend hours daily just to reach their offices and homes. Even if one gets used to it, the toll on body and mind is always there. 

A big advantage of having flexible working options is that it enables organisations to access a wider pool of candidates. There is a large section of professionals who cannot relocate to other cities because of different reasons. With the availability of remote working, such professionals and employers can join hands. Also, employers need fewer physical resources in terms of office infrastructure saving them on operations costs. 

#2 Train for the Future

Training and development programs and initiatives usually focus on the current or immediate skill and knowledge requirements. Sustainable organisations go beyond that. It not only focuses on the current requirements but also considers the future. Future training and development requirements may include building leadership qualities, providing advanced-level education, and upgrading technical know-how and expertise in relevant fields. These initiatives are not intended to derive direct benefits in the present but also in indirect ways and potentially, in the future.

Many organisations allow their employees to take study leaves to help them complete higher education like a university degree or PhD. Upon completion, these employees are required to come back and join the organisation. When such employees return, their upgraded levels of knowledge and skills enable them to gain authority over their roles and responsibilities. They may also become eligible to take up higher positions in their teams or departments within a short time. It is a good situation for organisations to fill up higher positions internally instead of hiring someone from the outside if the criteria are met. It becomes imperative for organisations to consider how higher education would also help them when employees return.

In addition to granting study leaves, organisations can also consider providing tuition fee support to promising employees. Today, there are a plethora of paid online courses by reputed educational institutions that offer discounted corporate schemes to organisations.

#3 Emphasise on Non-Direct-Non-Financial Benefits

Barring a few, most people do not plan enough for their future until a long time into their lives and careers. When talking about the future, it is not just money but also other factors like health, marriage, family, children’s education, savings, retirement, etc. Employee-first organisations think differently and emphasise the future of their employees. One of the ways to do that is emphasising non-direct-non-financial benefits.

At a young age, hardly anyone cares enough to have a health insurance policy. There are many benefits of starting early on by investing in health insurance. It is easier for younger people to avail health insurance policies at low premiums. It also inculcates a habit of saving and preparing for contingencies in the future. When organisations offer health insurance and make their employees aware of its benefits, employees not only get introduced to such an important element of life management but also start making investments in it.

Having minor sports facilities in office complexes is not something new. The need today is to go beyond these sports facilities or pool tables for temporary benefits. The contemporary prerogative is to positively influence the deeper aspect of the long-term health and wellness of employees. In addition to sports facilities and gyms, organisations can consider offering/encouraging employees to go for yoga or meditation as per their value system. For in-house events, experts and professionals of respective fields could be invited.

Retirement planning is another important aspect. In addition to statutory financial obligations like contributing to PF or pension funds, organisations can help employees by providing expert training on retirement planning. Through such programs, employees could better plan for their future going into retirement and beyond.

#4 Pay Better Than Market

Many organisations would disagree to pay salaries higher than the prevailing market trends especially if there is no shortage of talents. It is true but not for employee-first organisations that see their employees as long-term partners of growth. Non-financial benefits serve a different purpose. Direct financial compensation affects the ability of employees to meet their routine needs and sometimes, desires. To be able to fulfil these on-the-go demands of life offers a psychological win that directly connects to compensation from work.

Paying higher than market rates also helps retain employees to some extent. It makes employees think twice before accepting other offers in hand. However, with non-financial benefits and other factors coming into the equation, this decision-making gets easier. So, from time to time, organisations need to keep coming up with better packages comprising both financial and non-financial elements. If non-financial benefits cannot be offered, the only way left is to compensate with higher salary levels.

Lower salaries are also associated with lower motivation and morale and feelings of being undervalued. By going above market expectations, employee-first organisations can send the message that employees are valued and appreciated. Also, motivated employees help motivate others and contribute towards maintaining a good work culture.

#5 Succession Planning

Succession planning ensures that over time organisations can internally fill up the non-entry level positions. The most important benefit of succession planning is that positions are assumed by existing employees who are already well-acquainted with the organisation and its people, work culture, business, etc. But how does succession planning relate to being a people-oriented organisation? 

Succession planning aligns with the idea of a long-term association of employees with organisations. Instead of having to change multiple jobs for higher pay or career progression, employees get access to the same opportunities while staying in the same organisation. It saves them a lot of time and bothering about their next career moves. Of course, different individuals carry different outlooks on their career journeys. 

Succession planning may also involve providing role-specific training to selected employees. It helps employees upgrade their skills and expertise while staying in one organisation without having to take any separate classes or training from the outside out of their own time and money. After such training, employees assume higher roles in the organisation structure which often comes with higher compensation packages.

With succession planning in place, employees can move up in their careers while staying in the same organisation. This scenario is a better prospect for both employers and employees than employees quitting and changing jobs to gain higher positions. It solidifies the bond between employees and employers. Getting promotions via succession planning contributes to the fulfilment of the self-esteem and self-actualisation needs of individuals. It shows that their efforts and dedication have been rewarded appropriately by their employers.

#6 Open Communications

Having a culture of fair, professional, open, and transparent communication helps foster the bonding among team members and teams across departments. This can happen over formal lines of communication or periodically scheduled meetings for the exchange of ideas and opinions. Such discussions and exchange of ideas lead to learning via sharing and help widen the horizon of one’s knowledge and expertise. 

Communication plays a crucial role in building and sustaining healthy senior-subordinate relationships via people-oriented leadership. Having open channels of communication makes it easier for employees to seek help, freely raise their doubts and concerns, or speak up on any relevant matter. Seniors also get an opportunity to properly mentor their subordinates. This can serve as a revision via reiteration for the seniors. At the end of the day, both seniors and subordinates stand to gain.

Healthy communication helps establish clarity of roles and expectations. Many times, the extent of one’s roles and results goes beyond what is on the paper. New tasks and challenges may emerge. Communication helps cover not just what is on the papers but also the additions and contingencies. These areas can be covered by managers and team leaders in formal meetings helping employees prepare better. Such people-oriented leadership reduces the chances of disputes and misunderstandings. 

Open communication brings more certainty and less stress and anxiety which are essential conditions for new employees or new projects and assignments. It also aids in change management.

Not talking amounts to not sharing. In relationships that are part of one system, people not talking and sharing insights can prove to be an unhealthy practice and does not align with the notion of people-oriented leadership. This can be compared with two linemen not communicating with one another supervising a railway track. Having an open, transparent, and two-way communication culture helps in the early identification and resolution of problems.

#7 Avoid Unnecessary Centralisation

In highly centralised systems, decisions tend to flow from top to down. It limits the scope of innovation and experimentation from positions that are closest to dealing with customers and experiencing market trends. Such stifling of innovation does not align with the idea of people-orientation. 

Centralised structures are smeared with a lack of ownership and accountability. If the decisions are already made and employees are only there to follow those decisions, employees are unlikely to feel any sense of ownership or accountability that goes beyond what the book says. People cannot associate themselves with their work in environments where they are merely following rules. Change management is also easier in decentralised systems.

Local knowledge and expertise are undermined in highly centralised systems. Since the absolute power of decision-making rests at a central location, there is no scope for tail-end improvising. Such improvisations are critical to enhance the effectiveness of operations and improve the experience delivered to stakeholders.

Centralised systems can also be demotivating. It can lead to feelings of discontent among employees that eventually affect their engagement levels. They can also feel that their voices and expertise are not regarded and valued. Slowly, such feelings give way to detachment which is one of the breeding grounds of high employee turnover. 

#8 Zero Tolerance for Discrimination

Workplace discrimination is a reality and it can manifest in many different forms and degrees. It can make even attending offices difficult for people at the receiving end.

The most common form of discrimination is the one that takes place based on protected characteristics. It can include gender bias, racial bias, ageism, and religious and regional discrimination. For example, not including people in informal groups in offices based on their age is a subtle form of characteristic-based discrimination.

Impropriety, inappropriate behaviour, unwelcome advances and seeking such favours towards the opposite gender are also common forms of discrimination found in workplaces. Such incidents bring a bad name and the ripples often go beyond the four walls.

Another form is disability discrimination. One way it takes place is when an organisation fails or omits to make reasonable provisions, policies, and systems for employees with disabilities. Refusing to hire someone with a disability without any valid and acceptable grounds is a blatant expression of disability discrimination.

Unfair treatment of people shakes the very essence of the idea of people-orientation. To deal with this, organisations must have strict zero-tolerance policies and systems for any and all forms of discrimination. While dealing with cases of discrimination, organisations need to be also careful to avoid retaliation discrimination.

#9 Promote Teamwork and Collaboration

People from different backgrounds and expertise coming together as a team help invoke diversified perspectives and ideas. Also, teams are more resourceful in terms of knowledge and expertise than individuals working solo. In the right teams, problems are solved quickly. Such features of teamwork and collaboration help everyone in a team to learn new skills or acquire new knowledge for self-development.

Working in teams, the workload can be divided more effectively reducing stress, burnout, and anxiety. Everyone can focus on their specialities and give quality performance. Teamwork and a collaborative work environment are also conducive for change management.

Collaboration and teamwork fosters mutual trust and understanding among team members. They learn to work interdependently, leaning on each other’s strengths. Good relationship among team members goes beyond work. For example, it becomes easier for a manager to sanction any urgent leave to one employee if another team member agrees to cover the work and the manager knows for sure it can be done by staying within the rulebook.

Working together in teams and groups also requires high levels of communication with each other. A subtle but powerful impact of this is that it significantly improves the communication skills of everyone in a team. The self-confidence in one’s own ability to communicate effectively provides a big boost to that person’s personality.

#10 Fair and Transparent PMS

When employees know and comprehend the parameters for performance evaluation and perceive the PMS process as fair and unbiased, they can engage in their roles and responsibilities in more meaningful ways. There is also a greater sense of responsibility and accountability.

Clear standards of performance and results allow employees to focus on what really matters. It gives them more confidence in their work. They can also share feedback for improvisations with greater conviction.

One of the important objectives of a good PMS is that it seeks to improve performance. This cannot be an annual exercise. A good PMS allows the scope to bring improvements in performance throughout the year. This allows employees to align their efforts instead of waiting for the end of the quarter or year when PMS results are out.

PMS is an area that highlights the quality of fairness and justice maintained by an organisation towards its employees. If people feel that there is bias or lack of consistency in measuring and rewarding performance, it can lead to discontentment. Such discontentment often makes people do only the bare minimum at work. A few dissatisfied employees are enough to knowingly or unknowingly deteriorate the quality of their immediate workspace.

Having a fair, transparent, and consistent PMS is one of the cornerstones of people-oriented organisations.

Recap

Becoming people-oriented is the bedrock of organisational success and without an effective organisation, no enterprise can sustain its outer success for long. While realisation is necessary, implementation is even more important. Ten tips explained in the blog are summarised below.

Flexible working arrangements like WFH or hybrid modes allow employees to strike a balance between their work and personal interests and commitments.

A people-oriented organisation focuses not only on the current requirements but also considers the future like building leadership qualities and providing advanced-level education.

A mature organisation emphasises the current as well as the future well-being of its employees by putting equal emphasis on non-direct-non-financial benefits.

Organisations that see their employees as long-term partners realise that while non-financial benefits serve a different purpose, direct financial compensation affects the ability of employees to meet their routine needs and desires.

Succession planning aligns with the idea of a long-term association of employees by providing opportunities for higher pay or career progression while staying in the same organisation.

Communication helps foster bonding among employees, build and sustain healthy senior-subordinate relationships, establish clarity of roles and expectations, bring more certainty and reduce stress and anxiety, etc. These human aspects are vital to building sustainable organisations with people at the centre stage. 

Excess centralisation and people-orientation do not go hand-in-hand for many reasons. Innovation is stifled in centralised systems. It is difficult to have a sense of ownership and accountability when people are only following the rules or the decisions of seniors.

Workplace discrimination rattles the very essence of being people-oriented. Organisations must have strict zero-tolerance policies and systems to deal with any and all kinds of workplace discrimination.

Teamwork and collaboration help bring divergent perspectives and ideas, divide the workload, foster interdependence, and impart the quality of teamwork. Such a work culture allows individuals to grow on multiple fronts including personality development.

A fair, transparent, and consistent PMS allows employees to engage in their roles and responsibilities in more meaningful ways. They can focus on what really matters. A well-planned PMS provides an opportunity for employees to align their performance.

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