As we learned this week, it is no longer enough for a business to be
considered “successful” based on profits, alone. Incorporating
considerations and measurements of benefits related to people and
environmental standards are also a critical part in validating
eminence. Implementing strategies that focus on benefitting the
company by making it a more attractive place to work make it easier to
hire and retain talented employees, leading to increased profits and
further expansion of benefits and so on, (SOOMO Learning, 2020). One
practice company’s face today that falls short of being considerate to
employees and community standards is organizations creating
workplace cultures that can be deemed stressful, competitive, or
alienating by employees.
According to this week’s reading, there can be multiple factors that
could potentially contribute to the company implementing this
practice, whether it be unknowingly or purposeful. Specifically, when
a company exemplifies this type of atmosphere, leadership is failing
to recognize the 4/6 principles that measure success: value,
innovation, maximizing human potential, and trust. In maintaining an
environment that is all about focusing on the numbers perspective(s)
of the business, an organization can lose key components that
contribute to achieving maximized success, which is what is
happening in this scenario. Another reason for this feeling of stress,
competition, and alienation could be related to a boring, unenergetic,
dismal workplace culture. If this organization has never had to the
opportunity to experience anything other than gray walls, tight office
spaces, and a “no communication is good communication” approach;
they could be missing out on extreme contingencies in developing
innovation, contributing to changing markets, and building beneficial
relationships.
If this condition were to remain unaltered and dismissed without
discussion, increased dissatisfaction among employees and
customers is likely to occur. Losing customers and employees can
lead to a lack of loyalty and commitment to the company or brand, as
well as increased turnover rates and decreased retention and
performance scores. With the fall in concurring factors, profits are
potentially going to diminish, waste will accumulate, expanding
markets will leave the company behind, and any positive rapport, or
reputation, will go out the window, (2020).
In counter-acting the experience of dissatisfied employees and a
strict, finance-focused culture with a reported “stressful and
competitive” atmosphere, it is critical that leadership looks beyond
the numbers and puts effort into the people and community they
serve. By incorporating empathetic responsiveness, valued judgment,
and clarification; employees can benefit by feeling valued and
important within their organization, (Soomo Learning, 2020). The
sense of belonging and importance will lead to lower turnover rates,
recruitment of more talented employees, increased
employee/consumer loyalty, advanced innovation, and ownership, as
well as better and more frequent communications with
corresponding positive relationships among peers, colleagues, and
the community. When an employee feels like a company invests in
them and is interested in helping them reach their full, or desired,
potential/goals; they are likely to, in return, give back to the company
which can benefit the community, also. b For example, offering a more
people-friendly practice gives the local, and surrounding areas, a
chance to create new markets and open new networks, as well as,
providing a reputation of respect, empathy, and care for others that
can translate throughout the community creating a more friendly and
culturally aware society that is open to change, growth, and
development, (2020).
References
Soomo Learning. (2020). People, planet, and profit.
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