Enable Employees to Unleash Their Power
A successful Human Resources Strategy involves efficient talent acquisition, accurate performance measurement, and fair employee compensation. In every step of the employee lifecycle in a company, there is potential that lies unexploited. Managers can unlock it by EN-abling the employees. It ensures the elimination of disgruntled idle workers. In addition, it helps in reaching the full threshold of the employees. It has proven to result in a powerful transformation within both small and large enterprises. Companies are made up of employees, and it is through exploiting their latent talent that corporations have become successful.
One of the primary responsibility areas of Sales an Marketing leaders is the acquisition and retention of their team. They would do well by following the process involved in EN-abling the employees. Broadly speaking, there are seven ways to EN-able employees. They are EN-ergize, EN-gage, EN-courage, EN-tice, EN-trust, EN-tertain, and EN-d.
Workers should have an understanding of how they fit into the goals of the organization. That motivates them to do even more than what is necessary. The only way to achieve this is by EN-ergizing them. This is effectively done by having an open dialogue with them about the company’s goals. Consistent and continuous communication between the management and employees has a powerful effect than building defenses between hierarchies. Managers must make it a point to give them constant reminders of the results of their daily efforts. This can also ensure that they stay away from empty tasks.
It is a proven fact that the more satisfied the employees are in their jobs, the more inspired they are. Job-satisfaction is attained through EN-gaging workers through leadership skills by providing them meaningful feedback, relevant reviews, and quality coaching. Suggestions thus obtained can inspire employees to take action on them to improve and develop their personality thereby enhancing job satisfaction. According to Jack Welch, former CE of GE, this is the critical insight to driving phenomenal performance. Excited and animated conversations grow out of such performance that let staff share innovative ideas and bring forth camaraderie.
Sales and marketing executives tend to be more entrepreneurial in nature and disposition than the rest of the team. It is also in their nature to want to own the changes that are happening within the organization. EN-courage them to participate in the process, to share innovative ideas and ask for feedback. Inviting them to make a difference in the company goes a long way in motivating them to take action. And when things work out appreciate their great work. That would empower them to not only deliver continuous improvement but also to drive innovation throughout the organization.
Move away from “just-in-time” recruiting to “talent-funnel” recruiting. “Just-in-time” recruiting is hiring that happens once the company advertises the job position whereas “talent-funnel” recruiting is being proactive and already having a talent pool from which the company can hire top employees. The way to achieve this is by headhunting A-class Sales and Marketing Professionals in the industry and from within the company and EN-ticing them to join the talent funnel list. As time goes by and as the company recruits more and more high-potential employees from within the talent funnel the productivity and performance level is bound to go up.
It’s a process of respect. EN-trusting employees in Sales and Marketing in the democratization of decision-making to get their unique perspective can empower the teams and internalize the process. Taking such personal responsibility would also entail rewarding and recognize as well as penalizing their results equitably and appropriately. To minimize the penalties and for efficient execution of their decision actions, it is important to put a system in place that would permit real-time collaboration and communication during the implementation stage. It keeps employees aware of their pitfalls promptly and to steer clear of it.
Gary Hamel at a speech at WorkHuman articulated it better than anybody about the importance of approaching work with the same lens as we approach our lives. Our lives are full of necessary-to-do mundane tasks, but we also look forward to climbing mountains, crossing oceans or pursuing our hobbies. We set aside a certain time for our me-times. Work has to be similarly EN-tertaining. Sales and Marketing leaders must recognize the hidden interests of sales and marketing executives and allocate tasks to them they enjoy. Classic academic studies have repeatedly advocated that organizations should allow fun at work.
When employees quit the company it is a prudent idea to EN-d it on a good note. Conducting exit interviews in a strategic manner can ensure the smooth exit of the employees, especially those involved in the Sales and Marketing processes as they can turn out to be the advocates of the company for better or worse. Some companies conduct exit interviews when employees tender their resignations, on the last of their employment and six months after leaving the company. The feedback thus obtained can be used to implement changes to reduce turnover and keep workers satisfied.
The implication is rather clear. The onus is on Sales Managers, Marketing Directors, and Business Development Executives to harness the power of Sales and Marketing professionals for the progress of the companies and for pressing on towards the organizational goals and objectives. EN-abling employees would also ensure that there is a shared vision among the employees and the management. The purpose of any one of the ENs mentioned above should be to motivate employees to go that extra mile and be involved in the organizational process for enhanced productivity. The result would ideally leave corporations with increased profits and revenue.