Being able to adapt to new scenarios is vital for the survival of companies and, in this, beyond offering a good product or service, or having a true leader, employees play a crucial role. Not surprisingly, among the main concerns of business leaders are those related to people management.
From InnoQuotient we compile, in this article, seven concerns of managers and heads of Human Resources departments of companies related to employees and that can be solved by implementing a good culture of innovation:
Engagement goes far beyond "warming the chairs". It includes an emotional bond, so it incorporates the fundamental aspects for innovation: curiosity, imagination, creativity and experimentation. All of them with a high percentage of emotionality.
Another of the concerns of employers with respect to their employees is motivation, understood as the positive attitude towards professional challenges. Motivation is the "motive for action", which requires us to be aware of why we do what we do, as well as the impact it has on 360º+1, that "one" being each employee. In this respect, the main role of leaders is not to demotivate.
Absenteeism is often the consequence of the absence of the two previous points. Without commitment and motivation, it is easy to fall into the trap of not only not doing one's job, but also not showing up at all.
Within turnover, the one that most concerns the managers of a company is the unwanted turnover, that is, the turnover of people identified by their hard skills (those of a technical nature) and soft skills (called soft skills, which are those that have to do with the personal traits of each person) and, therefore, determine their future projection in the organization. The main reasons for turnover are usually in the soft part, since hard skills can be acquired or outsourced, but "stupidity is incurable".
When we talk about quality, we are referring not only to the ability to generate a superior amount of output with a given amount of input (e.g., the number of accounting entries per hour), but also to the ability to learn.
Leaders in any organization are concerned about the perceived quality of their products or services. But quality is not only the consequence of a certain standard (ISO), but of people's attitude. Therefore, continuous improvement is an activity of people with the first two points (commitment and motivation) absolutely active and who do not pose a problem in the next two (absenteeism and turnover).
We refer to excellence in all areas: operational, relational, products and services, processes and experiences. Manuals and procedures help, but excellence is achieved with excited people. Excellence cannot be achieved without emotions.
To these seven, we can add the concern for the future, a constant in the minds of managers of organizations. What will the future of a company or institution that takes into account the above seven concerns be like?
A culture of innovation focused on the people who make it up is the best way to foster employee commitment and motivation, combat absenteeism and turnover and, as a result, improve productivity, quality and excellence. And the first step for all this is to measure the innovation culture of your organization through a diagnostic tool, such as InnoQuotient, which allows you the necessary transformation to create a strong innovation culture.