1. Browne & MohanBoard & CEO Advisors, Management consultantsLovable workplace: key insights Amrita Rao, Human Resource Group** all pictures shown above are proprietary of brand owners.
2. IntroductionWhat does it take for employees to come back to workOpen door policies are much appreciated by thehappily on a Monday morning? What elements of a employees and they appreciate receiving equal andworkplace make an employee to willingly contribute more open information. In an organisational setup,to her job? These are questions that have always intriguedemployees prefer comprehendible communicationorganisation theorists and management scholars for years. where they also can give out suggestions and opinions.The recipe is something that all CEOs and entrepreneursdream of getting their hands on. Despite several years of Process refers to the general practices carried out inresearch (both autobiographical and multi-organisationalthe organisations. Such practices make a lot ofsurveys), the angelic proportions is a druid game; especially difference in the impression which the employees asfor the small and medium enterprises which face the well as the society have on the organisation. Timelychallenge of attracting brighter resources, higher attritionappraisals and an environment which supportsand engaging the employees in meaningful work.professional growth of the employees tops the list inthe survey which closely is followed by factors likechallenging work content, clear objectives, assigningTowards filling this gap, Browne & Mohan consultantsuniform work load, training sessions, awards given to.undertook a study of organisations that we termed asthe employees, performance driven organisation and aLovable places to work. So what constitutes a loveableself-organisation which encourages the employees inplace? Any workplace that characterizes satisfied employees,taking initiatives. One of the lovable employerswherein employees look beyond the clocks to embellish their commented- Many employee friendly practices atjob content and experience, wherein employees look forwardworkplace help them maintain a work-life balance.to improving and innovating their work and organisationalprocess and finally organisations that have been growingFirst and foremost factor is ideal team size to ensurefinancially stronger and gaining market share is a lovableuniform work load. Other important factors like well-workplace.defined processes and updated tools to reduceduplication of efforts, excellent facility andTo manage the human resource in an organisation, it management to ensure employee safety etc.becomes important to know what is it that keeps them happyReviews and feedbacks on work constantly help thein the organisation, what are the aspects which they love inemployee improve. Various events that are organizedtheir company and those which they dont. by the cultural committee are run by the employees,Results hence we get to develop organizing and administrativeskills. These help the employees grow on both personalThree facets emerge to define a Loveable workplace. Those and professional front was the response of anare Communication, Process, Job Design and Infrastructure.employee when asked about the various practicesfollowed by his organisation for employee growth.Communication in organisations can be at various levels.Loveable organisations ensure their employees are constantlyContinuous feedback on outputdelivered,updated on all the work related information. Employees seek understandingtrainingneeds and periodicgood communication rapport between peers/ performance appraisal systems are some of the bestsubordinates/managers and also seek timely feedback which practices that have to be inculcated in organisations.helps them improve their performance.
3. Job design had a major impact on how employees perceived News sharing sessions can be held where employeestheir organization. In better performing organizations, inform the others in the group on the latest news.employees were divided between doers, improvisers and Individuals with common interest may come as a groupinnovators. Doers mostly followed the directions set, and have group discussions on various topics. Thiscompleted the task with highest adherence to process andhelps in bringing together the employees and alsohence preferred objective feedback on their performance.keeps everyone informed about the happenings in theImprovisers were those who had gained experience on a organisation.project or process and were capable of improvising the same.Innovators were employees who could design newer processTo best manage the processes in the company,and products or suggest incremental innovation. Jobs with organisations may try out the recommendations belowchallenging work content, clear objectives, assigning uniform Give continuous/ spontaneous feedback on outputwork load across peers, and continuous training sessionsdelivered. It gives a clear idea to the employees onwere key to loveable employers. Activities designed tohow to carry forward the work and also on criticalstretch the administrative and managerial talent in anareas which they have to stress upon to give outinformal set up also contributed to loveable workplace.optimal performance.Events where the employees themselves manage the activity Employers must make an effort to understandhelp the employees grow on both personal and professionaltraining needs for the employees. By providingfront. The key as one of the employee said in making us dotraining to the employees it increases the efficiencysomething appear challenging and different in a week drawsof the employee and also give the employee aout the monotony of the work.feeling of professional growthEmployees these days seek more than monetary incentives. Periodic performance appraisals for all levels in theSome of it may be recognition, status etc. whereas some organisations are necessary. It helps the individualother factors may be the facilities obtainable in their find their growth potential.organisations. Gym facilities, sport/game rooms, library are Timely and appropriate actions to be taken onthe some of the facilities the individual seeks apart from theissues and definite weaknesses identifiedmonetary incentives they are provided with. They see theirconsistently and systematically at organisationalworkplace an as extension of their personality as it is the levelplace where they spend most time of the day. Good Identifying Doers, Improvers and Innovators in theinfrastructure in the organisation with ample facilities like organization helps in assigning appropriate roles to.these ensures general well-being, employee health and alsoeducation in many ways.Infrastructure too has a major role in creating a loveableHow can you create a lovable place to work? workplace. Some of the infrastructural parameters arelisted below Installing various intra-organisational online messengerswhere employees can keep in touch with their co-workers Good infrastructure is a subjective term. Whatand managers. may seem like a good infrastructure to one Multiple channels and opportunities must be used in organisation may not be the same for another. Inorder to provide constant information to the employeesgeneral, organisations must be designed in a wayand also interact with them regarding various which supports organisation culture and workissues/opinions.practices. It has to be designed in a way which Firms where the employees do not have 1:1 computerhelps employees in a distraction free work.facility, may initiate floor meetings where individuals can Facilities like library, gym, sports room, and musicdiscuss their daily/weekly plans of action or the progressroom are some of the attributes which may beof their on-going project etc. After successful completioninstalled in workplaces which employs knowledgeof a project, lunch or dinner party may be held toworkers (which involves analyzing, creating,celebrate etc.deciding etc.). These recreational activities not onlydivert employees from their routine but lessen theamount of work related stress an employeeundergoes.
4. Personalising the workspace will bring in a feelingBrowne & Mohan insight are general in nature and does not represent of belongingness in the employees & also gives any specific individuals or entities. While all efforts are made to ensurethe information and status of entities in the insights is accurate, there them the feeling of being in their second home.can be no guarantee for freshness of information. Browne & Mohan Companies are trying to reach success by givinginsights are for information and knowledge update purpose only. thoughtful consideration on their organisational Information contained in the report has been obtained from sourcesdeemed reliable and no representation is made as to the accuracy workings be it communication, the processes, thereof. Neither Browne & Mohan nor its affiliates, officers, directors, infrastructure or the organisational culture on theemployees, owners, representatives nor any of its data or contentproviders shall be liable for any errors or for any actions taken in whole. This not only helps in improving theirreliance thereon. overall productivity and stability in the market but also helps in acquiring and retaining one of the most important assets, its manpower. Browne & Mohan, 2011. All rights reservedFor those who seek the easier way- Simple! Create a placewhere YOU would love to work!BibliographyAdler, R.B. & Elmhorst, J. M. (2008).Communicating atWork: Principles and Practices for Businesses and theProfessions,(9th ed.). Boston: McGraw Hill.Edwards, M. R. (2010). An Integrative Review of EmployerBranding and OB Theory, The Journal of Personnel Review,39, 1, 5-23.,Kahan, S & George, B (2010) Getting things right: Howleaders transform organisations from the inside out.California, Jossey-BassPeters, T.J & Waterman R.H (2004) In search of excellence.Harper Business EssentialsLievens, F. & Highhouse, S. (2003). The Relation ofInstrumental and Symbolic Attributes to a CompanysAttractiveness as an Employer, Personnel Psychology, 56,1, 75-102.Lewis, P., Thornhill, A. & Saunders, M. (2003). EmployeeRelations: Understanding the Employment Relationship,Harlow, Middlesex: Financial Times Prentice HallPeters, T.J & Waterman R.H (2004) In search of excellence.Harper Business EssentialsWright, P. M.; Gardner, Timothy M. ; Moynihan, L. M. ; andAllen, M R. , "The Relationship Between HR Practices andFirm Performance: Examining Causal Order" (2004). CAHRSWorking Paper Series. Paper 13.http://digitalcommons.ilr.cornell.edu/cahrswp/13