Teach Middle East Magazine Apr - Jun 2020 Issue 3 Volume 7 - Page 17

Sharing Good Practice The Striver This employee is low-maintenance and easily malleable by nature. He/she can be motivated by merely removing minor irritants in the workplace and is eager to excel beyond the ‘call of duty’ once the ‘engagement hindrance’ has been removed. There are no unreasonable needs/expectations from his/her side with respect to the workplace environment. He/she is the ‘good soldier’ who can be relied upon to perform assigned tasks without hesitation once trust and confidence in his/her abilities are demonstrated and communicated. He/she can also become a wonderful ambassador for the organisational brand and an effective asset in recruitment drives. Such employees should be generously facilitated in terms of enabling them to perform their roles in a hassle-free and comfortable work environment with no/minimal hand-holding. Emphasis should rather be more on fair and visible recognition on the desired achievement of goals/objectives. The Driver This employee is high-maintenance and demanding by nature, with the strictest psychological contract. He/ she responds favourably to only significant positive changes in the workplace to trigger motivation for ‘engagement’ and, generally, is not willing to compromise on a principled approach to work. These can include: 5 5 Observing honest leadership with luminous foresight and astute decisiveness in safeguarding the interests of the organisation with integrity in a timely manner 5 5 Assimilation within a welcoming and coalescing culture imbued with an invigorating work environment 5 5 Provided unambiguous empowerment to excel in his/her assigned role 5 5 Having a credible and meaningful ‘voice’ in the improvement initiatives undertaken by the organisation, e.g., refinement of functional processes, increased transparency and fairness in accountability and recognition 5 5 Systematic and seamless organisational compliance with applicable mandates, statutes, laws and regulations Every possible effort should be made to accommodate such employees since they are generally sincere in the desire to see ‘true’ value in their employers before embarking upon the ‘engagement’ journey. The Transformer This employee is like a Chameleon and highly adaptive in nature. He/she gives the appearance of an ‘engaged’ employee without being a ‘true’ convert as a calculated move to be a ‘management pleaser’ for as long as it is in ‘fashion’. Such employees are always looking for ways to increase their career ‘shelf-lives’ and intently watch for signs of leadership preferences to take appropriate measures in order to project a positive image of themselves as a ‘true’ believer and an ardent follower. They like to establish strong professional networks within the organisation and have a ‘close ear’ to the corporate grapevine. They simulate loyalty to the current leadership; however, conveniently switch sides if another faction gains more traction in terms of holding the future reins of the organisation. Prudent leaders should be wary of their ‘hidden’ intentions and marginalise them upon detection from the ‘genuinely’ engaged employees since the penchant to negatively influence their peers can significantly dilute relevant talent management initiatives. The Player This employee is an agitator and Machiavellian in nature. He/she tries to wilfully sabotage any positive workplace engagement initiatives through passive resistance, although, feigning ‘engagement’ on the outside. Such employees have a dim view of corporate leadership and normally carry personal grudges due to a perception of having been ‘wronged’ by them in the past. A trigger in the respective context could be observing the spectacle of ‘restrained success’ and ‘rampant failure’ of prior initiatives spearheaded by earlier/current leaders. They are unwilling to entertain the thought that leaders are capable of learning from past mistakes. Consequently, they often justify their nefarious designs in the context of ‘saving the organisation’ from another fancy leadership experiment. These voices of discontent and mischief muddy the organisational landscape with malicious intrigue and sow the seeds of incredulity that quashes the best of intentions on the part of the top management to foster robust engagement among their workforce. Such team members should be neutralised upon detection with appropriate disciplinary actions that reflect the serious implications of their actions. Employee engagement is not a ‘responsibility’; it is a ‘calling. It should not be turned into a job specification. Let it evolve, grow and prosper through appropriate triggers, e.g., shared values, accommodative workplaces, empowerment initiatives, cohesive bonds between supervisors and team members, the culture of learning through mistakes, timely and visible recognition of those intrinsically-motivated ‘frequently- invisible’, ‘passionately diligent’, and ‘magnanimously selfless’ heroes/ heroines, invigorating employee experience as an integral part of ‘total rewards’ package, etc. There is no greater debt on an organisation’s conscience than underutilised talent and any lapse in fully benefiting from sustainable employee engagement could mean the difference between staying relevant and competitive in the Digital Age or being banished to the corporate wilderness to wither away unceremoniously. The choice is yours. Murad Salman Mirza is an innovative thinker and an astute practitioner in areas within and associated with the fields of Organizational Development, Talent Management and Business Transformation. His LinkedIn profile can be viewed at: https://www.linkedin.com/in/muradsalmanmirza/ Class Time Term 3 Apr - Jun 2020 17