Imagine driving 55 miles-per-hour along a two-lane highway with cars traveling in opposite directions at the same speed. If all drivers stay on the suggested path(s) everyone is relatively safe. However, if one vehicle crosses the bright yellow dividing line in the middle of the highway it could have severe life impacting consequences for others that are near the point of impact.
The human relations climate in the workplace is a similar situation to the two-lane highway analogy. In normal day-to-day operation, employees communicate formally and informally on a continuous basis throughout the day. The metaphorical bright yellow dividing line is the organizations policies and national/state laws. Although employees have received, reviewed and signed off on all relevant policies, laws, etc., the potential for a collision among internal/external customers exists.
When employees quit, they seldom quit because of the job. Often employees tend to quit because of the people.
Conversations range from personal issues to politics and everything in-between, but when an individual feels the lines are crossed, the results create challenges to normal operations in ways that may include:
1) Management redistributes resources away from day-to-day activities.
2) Potentially creating division among co-workers.
3) Presenteeism/Absenteeism.
Disruption from the Status Quo: A good rule of thumb is to address people’s issues sooner rather than later. When people do not feel heard it negatively impacts the human relations climate ay work. Whenever disruptions occur the situation inevitably begins to divide the employees into separate camps, and the overall team must find ways to continue to produce the work that is required.
It is reasonable to assume that within all organization employees have differences in opinions and that is perfectly ok. Problems begin to surface when employees act out because of those differences in opinions.
The business argument for establishing rules of behavior: Happy employees equal a happy organization. In general, organizations employ individuals to perform tasks and in turn those people are financially compensated for the work that they do. It is in the organization’s best interest to ensure that the working environment is healthy and encourages employees to perform at their highest levels. Organizations must consider their bottom line.
Where does the rubber meet the road? Employee engagement is the answer. A Gallup research pole revealed, “…Low engagement teams typically endure turnover rates that are 18% to 43% higher than engaged teams.” Engaged employees tend to be more productive and effective. Additionally, engaged employees are less likely to depart the organization.
Engagement at all levels of employment from the Director down to the front-line employee is critical and should not be ignored. Everyone has a role to play when it comes to the organization performing at peak levels that maximizes team output.
If you are looking for interesting employee engagement opportunities, please do not hesitate to contact us @ Elitemauiteambuildingllc@gmail.com. We look forward to partnering with your organization.
Your insight to what works is outstanding. Lessons learned from the trenches will be beneficial to all in the workplace. Thanks.