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Today’s hectic work environment demands regular nine to ten hour shifts for most people, translating into more time being spent with colleagues rather than with the family. The work-family dynamics have changed and co-workers tend to get better quality time than those back home. People we work with are not just colleagues; they’re close companions, confidantes, and they present shoulders to cry on. This holds true for both sexes. We’re evolving into building relationships that are work-driven, yet warm and family focussed.
Translating this cordial culture into a healthy working relationship is the future of professional relationships. It is well known that quite often, one stays in an organisation based on how understanding and ‘good’ the boss is. Thus, a solid foundation of trust in employee and management relationships is a must to keep employees happy, which is necessary to reduce attrition – a roadblock to overall company development. One way to keep employees satisfied is through building a foundation on which warm professional relationships stand.
Inter-employee ties depend on boss-subordinate ties to quite an extent. Just short-term feel-good initiatives or incentive programmes foster the same, but only temporarily. To have it etched firmly in the organisational framework, it requires time, tact and effort.
Various efforts have gone into ensuring employee contentment. In the initial phases, where manufacturing industries ruled, setting up a small mess and better human resources was relevant; more recently, setting up a modern cafeteria in the office with bright colours and a television thrown in (which one could discuss with peers) was a stress buster to the employee. Some organisations sent their employees a card on their birthdays along with a cheque or a chocolate box; not a big move for the company but that which definitely made employees feel special. In addition, celebrating various festivals and occasions in the company of colleagues seemed like an excellent bonding idea.
This, however, took a diametrically opposite shift as time and circumstances changed. Today, organisations have employees spread across the country or offshore. Some are not on the company rolls at all and are contractual. Nevertheless, binding them all to reach a common goal is challenging.
It is a common misconception that employees must work in the same office to maintain good relations. With the advent of varied means of communication, geographic locations have become irrelevant. The fact remains that each region has its own sensitivities and challenges, which have to be kept in mind while formulating HR policies so that everyone is aligned to a common corporate goal.
Here company management’s guiding fingers acquire significance. Managers have to understand and practice interpersonal communication since the foundation for all action is the workplace. One can’t emphasise how important it is to integrate all employees without sidelining anyone. If these interactions between various groups remain positive, it is much easier to create the right organisational culture cutting across borders.
If healthy working relationships are not maintained, it will directly contribute to poor performance, disinterest in work and absenteeism, which will affect the organisation in the long term.
Free speech at work can also be healthy. Consider a situation that is causing employee dissatisfaction. One astute employee there can actually assist others to look beyond immediate crises to help overcome temporary discontentment.
To gain competitive advantage, high-quality excellence in service delivery is essential in a modern competition-based economy. Similarly, change in policies should be coupled with finely tuned employee relations to enhance overall goodwill. Such a company witnesses reduced rates of absenteeism and attrition which ultimately leads to more productivity – a key growth determinant.
In an office environ, which is a 24x7 culture these days, work pressures are relentless and can take a toll on the employees resulting in low motivation at work and maybe even health- related issues. It is imperative that people feel positive about their identity, their jobs, their contribution, as well as being a needed part of the organisation.
Corporate networking leads to enhanced group morale, a higher feeling of oneness, greater ownership and controlled competition. Egos are set aside, stress is lowered, and a work atmosphere where the organisation is truly a family of sorts, assists in building a superior workplace.
But there would obviously be times when inter-employee ties, which includes the important employee-management relationship get strained. For instance:
• When employees fail to meet management expectations in terms of standard performance and behaviour due to absenteeism, slow performance and grievances
• A failure on part of the management to meet employee expectations results in employee dissatisfaction
• Factors such as excessive workload, peer pressure, and dirty office politics
It is vital to address the above issues to remove potential growth bottlenecks for both the employee as well as his/her company. Organisations should have an effective grievance redressal system and stress management strategies. A healthy workplace fosters employee health and well-being, which is directly proportionate to enhancing organisational performance and productivity.
For a huge group which comprises mammoth manpower and has stringent formalities, mingling of employees often does not cater to desired satisfaction levels. In such scenarios, ‘employee assistance programmes’ are the rule for the day; things as simple as planning a workshop or creative exercises can ensure that this barrier gets broken.
People who are not used to attending workshops may find it difficult to voice their opinions in an open but unfamiliar group. If such exercises are being organised, the size of each group should be kept small to facilitate an easy exchange of views.
During group exercises, care should be taken to see that it has a healthy mix of employees from different departments. By encouraging people to interact with other departments, they can learn to look at things from different perspectives. This exercise will increase interaction between employees within different departments in an organisation and it will also make everyone feel confident, relaxed and involved. Such an atmosphere is conducive to enhanced cooperation and hence increased productivity.
Consider the following: People have come together on a common platform to reach individual goals. The company’s objectives have to be met for them to attain their own aims. A balanced synchronisation between the two is an essential growth pre-requisite. Amidst this backdrop, healthy employee-employee ties and employee-management relations create an environment which only fosters a consistent accomplishment of targets. This ensures that the company runs like a well-oiled machine which smoothens its path of growth.
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