[Guest article]
The current post-health crisis period has made managerial responsibility even more complex. Despite this, employees' quest for meaning and professional development must continue to be combined with the organisation's operational needs for efficiency.
At the heart of the social dimension of ‘CSR’ or ‘ESG’, employees must be able to position themselves and find their place within the framework of their organisation's project. Professional skills are necessary, but not sufficient to motivate. The fruit juice dispenser or a Chief Happiness Officer are fine initiatives for improving QWL (Quality of Life at Work). However, commitment results both from the fulfilment of knowing why we go to work every day and from the recognition of who we are, both in terms of our personality and our contribution to the common project.
It's essential to bring out the best in everyone!
Each of us has an innate talent which, when activated, nurtures us and contributes to the organisation's objectives. The pleasure of doing reinforces and complements know-how. If an employee takes pleasure in accomplishing a task, their motivation and commitment will be strengthened. And when an employee becomes aware of this and the organisation succeeds in mobilising them at their most appropriate level, their performance and that of the team as a whole is multiplied.
The trend towards ‘reskilling’, which consists of giving priority to internal talent before embarking on external recruitment, is a good illustration of this: it uses existing skills within the organisation (above all non-technical skills).
Intrinsic talent only reveals its value if it is mobilised at the right time, in the right place and to achieve the right objective.
An example? When launching a project, the company needs creative, innovative, dreaming talents. These are the Explorers, the Confronters and the Creatives. Later, when it comes to industrialising an idea and planning, organising and developing processes, it will need to call on Designers, Transmitters and Finishers. To what extent does your organisation draw on this wealth? It's not just another personality profile model, but an approach based on the pleasure of doing things and innate talents.
Get to know yourself better to increase your effectiveness and harness your energy
A tailored approach will give you concrete, measurable results:
• 30%: increase in employee commitment as measured by the Great Place To Work® ratio
• 75%: reduction in recruitment errors
• 30%: time saved on project progress, as estimated by a customer
A social system is above all a living system
The approach is based on the awareness that a project, a team or an organisation is a living system. With a unique purpose, it functions according to the interactions between the individuals and entities that make it up. And it is essential to take an interest in the people who make it up in order to understand its dynamics and improve it. Such a systems approach makes perfect sense in the business world.
Here is a direct testimony to the effectiveness of an integrated approach to profiles:
‘As part of a roll-out within an executive committee, the integrated approach enabled each member to understand their own functioning and to find out why they liked certain areas while others were unpleasant. Everyone recognised themselves in their profiles!
By understanding each person's natural aptitudes, I realised that it was in their best interests to focus on what they liked and, conversely, to work with them to put in place a strategy and processes to deal with what was difficult for them.'
‘It's not finance, strategy or technology, but teamwork that remains the ultimate competitive advantage, because it's so powerful and so rare.’ - Patrick Lencioni
Put this complementarity to work, building on the inherent talents of your employees for greater commitment and effectiveness.