TAKING CARE OF EMPLOYEES

The workforce has evolved and to a certain extent, drastically changed to how it is now. The constantly changing work environment comes with adjustment both from organizations and employees… which requires resilience to adapt to these changes. A person needs to be equipped with these adaptive skills, together with competencies that the work environment demands. Therefore, a good resource may also come from the organization itself! How do we say then, that organizations are doing their end of the bargain? To a certain extent, the question always holds, … “What makes a nurturing employer?”

A quick and obvious response is always about, “we pay them well.” However, taking care of employee needs beyond their employee package has been proven to define an organization as “nurturing”. For example, a leading banking group looks at engaging their employees as a responsibility, not just a “dream to be fulfilled.”One of its thrusts is to “humanize” the workforce by engaging their employees, especially working mothers. Aside from excellent facilities and offerings like flexible work arrangements, it offers, for example, its women employees a diverse source of health and wellness programs. More importantly, they have a 12-month maternity benefit, child-care center, lactation, and breastfeeding rooms with flexible work arrangements and childcare allowance! These efforts are backed up by numbers, through how it has improved its retention rate, from 52% in 2009 to 81% in 2016! Its focus on employee engagement has markedly made them an employer of choice in the banking industry. 

This is just a concrete example of how an organization’s efforts in doing little things that go a long way. Of course, we could say that it is such a large organization and it can afford to provide those benefits and privileges. If we come to look at the core of what it is providing, there is a value that can be adapted, regardless of the kind of organization that we belong to. Its focus on the people as human beings, with needs that go beyond the prospect of productivity, e.i. deadlines to meet, presentations to prepare, production to complete, etc. In other words, the recognition of the “humanness” in the roles that people play, is a good important point to give focus on. So, how do we translate this concept into different kinds of organizations? I have had the privilege of learning from my clients from diverse kinds of the workforce. These provided me with opportunities to look at organizations as a whole, as some, or not most of them, have shared their woes, gratitude, or rather ambivalent feelings towards their own organization. I, as an employee, have my share of these stories as well. What is our “barometer” for an organization that “cares?”

The Right Kind of Culture = Nurture

“People don’t leave jobs, they leave toxic work cultures”

Dr. Armina Aitsi-Selmi, an Executive Coach specializing in transformational leadership across cultures, has clearly said it through this statement. 

An organizational culture refers to a system of shared meaning held by members that distinguish the organization from other organizations (Robbins and Judge, 2011). The definition clearly states that organizations hold a different culture from each other. Therefore, there are cultures that are “for you” or “not for you.” If the organizational culture is something that does not match your values, it becomes a “toxic” culture. No amount of best benefits could make you stay. For a while, yes it may, but it eventually catches up on you, until it impedes your performance and so on. 

There is no perfect culture for everybody. Different as they can be, ALL KINDS OF CULTURE CAN NURTURE. For example, a culture that gives value to affirmation includes an “affirmative atmosphere” as part of its practice. I have personally taken part in a working environment such as this. It was a practice that was just “built” into the culture. Concretely, it involved having a “Jar of Positivity” in workstations. In these jars, people can randomly drop notes of appreciation for other employees, whether work-related or not. It gave a venue for gestures of gratitude that do not need to be done through grandiose recognition. Therefore, the efforts did not entail a cost but allowed an atmosphere to acknowledge through simple gestures. 

A study supports the importance of gratitude in organizations. Although it did not blatantly prove that it is a magic bullet that solves all problems, it did show that among other factors, a culture of gratitude – one where employees are encouraged to take time to both feel it and express it – may help in the bottom line. It does not only mean it increases employee productivity and well-being but can also increase honesty. 

Another important indicator of a nurturant employer is how “person-centered” its treatment of its leaders. It does not have to require them to have a meal together every day to do that (although this can be a good practice if the work environment allows you to). The simple gestures that are shared by leaders as part of their “to do” list. For example, checking on everyone before starting a task each day can be an effort that can go a long way. This is also a way of getting on board with how the employees are doing, and knowing when to offer help. Constantly keeping them in the loop, through team huddles or communication is also a good practice of looking after your employees. This way, they are made aware of important messages, sharing an open atmosphere. It also provides them an opportunity to provide feedback or share ideas on how to improve the company. 

All these being said, points to a significant indicator of a “nurturant” employer: Workplace relationships as important factors to consider. Whether we like it or not, most of our time is spent at the workplace. It is inevitable to form relationships since it is but human nature to do so. Megan Biro, in https://talentculture.com/want-great-corporate-culture-focus-on-nurturing-relationships/, has suggested ways to nurture connected working relationships. Among tips that were not yet mentioned above, here are some factors to check if your organization does indeed nurture relationships:

1. Provides opportunities for “getting out of the office” like off-site activities. The recognition that stepping out of “campus” can help in team cohesion and develop trust towards each other.
2. Uses technology to help build a work culture. In this Digital World, the use of technology in communicating and recognizing team members.
3. Invites feedback and actually makes use of it. Evaluation and feedback are part of the workplaceprocess. It is equally important to use this information, especially feedback and evaluation of employees, to actually create programs, review policies, or re-evaluate processes to show them that their inputs are given value. This also shows a great deal of respect towards the feedback process, and in turn, to employees themselves.

This list may appear “ideal” and too good to be true. But if you look at them closely, they simply refer to practices or habits that comprise the people who belong to the organization. In other words, we can transform our organization, into a nurturing one… we just have to actively do our part 

Ms. Joanne Trina Moreno-Javier RPSy is currently an instructor at the University of Asia and The Pacific and Miriam College.

Note: This article was previously released in The Corporate Magazine’s printed Issue no. 17.