AN IRRESISTIBLE COMPANY CULTIVATES A CULTURE WHERE YOU DON’T HAVE TO MAKE
A SERIES OF SMALL, CONSCIOUS EFFORTS TO ENGAGE YOUR EMPLOYEES – BECAUSE
EVERYTHING YOU DO ALREADY DRAWS THEM INTO YOUR MISSION AND VALUES.
IT ALL STARTS WITH CULTURE
Culture can be defined by the embedded behaviours and systems
that govern what happens when management isn’t around. It’s the
undercurrent that influences not only what decisions are made,
but how your company approaches its mission, operates day-today
and treats its employees. An irresistible company cultivates a
culture where you don’t have to make a series of small, conscious
efforts to engage your employees – because everything you do already
draws them into your mission and values.
Establishing this culture isn’t easy, but it’s worth it. It takes a
fundamental shift in the way your entire organization approaches
everything, starting with the day-to-day functions that impact
your people most directly – their jobs, their managers and their
BRINGING MEANING AND FLEXIBILITY TO WORK
Today’s employees want meaningful work; they’re looking for experiences
that matter. They want to believe in what they do. They
want leaders who inspire confidence, exude a clear vision and encourage
a culture of engagement from the top down. They want an
environment in which they are empowered to approach their jobs
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with flexibility and autonomy, where they have the freedom to assign
the right person to the right job and the ability to put their
own stamp on the outcome.
People want to think and be challenged, but they also want the
freedom to solve those challenges in whatever way they choose. This
is especially true of millennials, where two-thirds want the freedom
to be creative in their jobs. Being given this flexibility to execute your
task in furtherance of a larger objective is essential to finding meaning
in your work. An irresistible company increases engagement
across all levels by allowing this mission-driven autonomy to permeate
throughout the entire organization – not just in the C-suite.
Once people understand your company’s mission, you need
good managers to work with employees to determine how they
can best contribute to that mission. Whether through facilitating
a job transition to a role that better suits, or enabling learning
opportunities that promote higher skill levels, managers need the
flexibility to utilize their people in a way that adds value to the organization
and inspires their best work.
FOSTERING RECOGNITION VS. RATING
Unfortunately, most companies approach employee reviews
through a performance management process that can hurt employee
morale and performance. Today, only 10 per cent of companies
believe their performance management process is an effective use
of anyone’s time, and 35 per cent believe the process actually drives
no value at all, according to Deloitte’s report. The good news is
that many companies are acknowledging the problem and taking
steps: over 50 per cent of companies surveyed as part of the Global
Human Capital Trends 2015 report indicate that they are updating
their performance review process in the coming year.
How do we develop a performance management process that
engages employees and improves performance? By focusing on
coaching and development, rather than evaluation, and providing
a continuous feedback loop to both managers and employees.
Modern performance management processes allow employees to
grow and thrive, rather than feel trapped inside a rigid structure
that ignores their individual needs. After all, people want to be
recognized for their efforts. We’ve seen over and over again that
companies that have a culture of recognition experience a marked
increase in their retention rates compared to those that don’t.
In their quest to create an irresistible employee brand, HR professionals
must rethink their approach to employee engagement.
Developing new tools to make your company irresistible starts
with fundamentally shifting the way you think about your people.
This shift must happen not only in how you manage them or how
you empower them, but also in how you view them – as partners
in your business, not just as employees. n
Josh Bersin founded Bersin in 2001 to provide research and advisory
services focused on corporate learning, and is responsible for Bersin by
Deloitte’s long-term strategy and market eminence.
34 ❚ JULY/AUGUST 2015 ❚ HR PROFESSIONAL