A high-performance business environment dealing with frequent changes can sustain only with a high-performing workforce. An engaged and purpose-driven workforce is the fountainhead of innovation, productivity and bottom line performance. In today’s volatile and unpredictable business environment, we need to equip employees with the ability to cope with this new speed of change. For that, companies must come out of their corporate comfort zone and ensure roles are redesigned for a purpose-driven workforce.
Evaluating engagement: While it’s good to reward ‘engaged employees’, it’s more meaningful to assess the quantum of ‘disengaged employees’. In times to come, the ‘engagement practice’ of an organisation will play a central role towards its development.
Building a purpose-driven workforce: Does the employee have a purpose in life that forms the genesis of his engagement with his role in the organisation? How important is that purpose for him? Is he living for that purpose? Does that purpose drive his engagement with the role he plays? Responses to these determine if an employee’s personal aspirations and that of the organisation’s are aligned. The good news is that conversations are shifting from “what is the next step in my career?” to “do I find a larger meaning in what I do at work?” and “how can I be a part of a larger, greater story that creates value?”
In fact, high-performing companies generally cite that achieving individual goals that are tied to organisational goals are a great success mechanism in the ‘disengaged’ to ‘engaged’ journey.
Lastly, purpose-driven employees consistently demonstrate three general behaviours that enhance organisational performance—advocacy (employees speak highly of their organisation), ascription (employees have a deep sense of belonging to the organisation) and assiduousness (employees exert extra time, effort and initiative to contribute to the success of the organisation).
The author is chief people officer, DHFL, the housing finance company