Building organizational character in employees

What feeling do people get when they think about your company? Does your brand and culture exude a strong character, built on the individual character of employees dedicated to bettering the world around them?

There are several ways to see the impact on a business and society when individuals in organizations recognize how to build good character in themselves and others.

 Identification

If you want your company to be recognized as a great place to work, your employees have to think it’s a great place to work. Obvious, right? While there are plenty of ways to help your employees become more engaged in their work, one of the most important is to have a clearly communicated vision and mission that’s founded on principles of strong individual character.

 Trust

Part of a strong character is the willingness to be vulnerable. As a leader or manager in a company, it’s in your hands to show your team that you trust them to make right decisions. Character can’t grow until it’s met with the opportunity to make a choice.

By trusting your team to make choices in line with the company’s upstanding character, you help them to develop trust in the partnership and consideration of how their decisions are affecting others.

 Loyalty

The way that we understand loyalty to a company is different today than it was 50 years ago. Instead of loyalty being expressed by decades of service to a single organization, loyalty is now measured through teams, co-workers, projects and causes. In short, loyalty has nothing to do with length of employment, but everything to do with the commitment and energy your team members put into reaching your organization’s initiatives.

Loyalty is also expressed on an individual level through honesty, respect, and consideration.

Morale and Satisfaction

 

Research shows that where there is low morale, unethical behavior increases. In an environment where your employees are surrounded by those they trust, have respect for, and are loyal to, good character becomes an intrinsic part of the organizational culture. This is the goal. High morale, employee satisfaction, and a culture that reinforces the values of having good character.

 Opportunities

When people are given the chance to prove their trustworthiness at the bottom of the career ladder, and granted promotions based on good character, then everyone benefits when they enter leadership positions. Character is a key indicator of how someone will lead, and for a business to thrive, it has to have leaders who people are willing to follow. A leader with a track record of integrity is critical to growing a company that benefits society in a multitude of ways.

References

Brubaker, K., 2020. The Impact Of Building Strong Character In Your Company. [online] BizLibrary. Available at: <https://www.bizlibrary.com/blog/organizational-culture/building-strong-character-in-your-company/> [Accessed 30 May 2020].

 

 

 

 Design Principles of a Competency Framework

A competency framework defines the knowledge, skills, and attributes needed for people within an organization. Each individual role will have its own set of competencies needed to perform the job effectively. To develop this framework, you need to have an in-depth understanding of the roles within your business. To do this, you can take a few different approaches:

 

1.      Use a pre-set list of common, standard competencies, and then customize it to the specific needs of your organization.

2.      Use outside consultants to develop the framework for you.

3.      Create a general organizational framework, and use it as the basis for other frameworks as needed.

Developing a competency framework can take considerable effort. To make sure the framework is actually used as needed, it's important to make it relevant to the people who'll be using it – and so they can take ownership of it.

The following three principles are critical when designing a competency framework:

1.      Involve the people doing the work – These frameworks should not be developed solely by HR people, who don't always know what each job actually involves. Nor should they be left to managers, who don't always understand exactly what each member of their staff does every day. To understand a role fully, you have to go to the source – the person doing the job – as well as getting a variety of other inputs into what makes someone successful in that job.

2.      Communicate – People tend to get nervous about performance issues. Let them know why you're developing the framework, how it will be created, and how you'll use it. The more you communicate in advance, the easier your implementation will be.

3.      Use relevant competencies – Ensure that the competencies you include apply to all roles covered by the framework. If you include irrelevant competencies, people will probably have a hard time relating to the framework in general. For example, if you created a framework to cover the whole organization, then financial management would not be included unless every worker had to demonstrate that skill. However, a framework covering management roles would almost certainly involve the financial management competency.

References

Mindtools.com. 2020. Developing A Competency Framework: Linking Company Objectives And Personal Performance. [online] Available at: <https://www.mindtools.com/pages/article/newISS_91.htm> [Accessed 30 May 2020].

 

 

 

 

 

 

 

 

 

What is comprised in a training program ?

Training and development process is an organizational activity aimed at improving the performance of the individuals and groups of employees in the organizational settings. It is an organized activity for increasing the knowledge and skills of the employees. It involves systematic procedures for transferring technical and management skills to the employees. Training process is an important activity both for the organization as well as for the employees. Skills acquired by the employees through training are assets for the organization. The enhancement of the skills also provides the employees job security as well as opportunities for career advancement.

Like any other management functions, training also needs proper planning in order to get maximum efficiency and effectiveness from training and development process. In fact proper planning is a precursor for effective training. For proper implementation of training and development process, both long term and short term training are to be planned. Planning of training is to include operational level planning. The training is to be planned keeping in view the capabilities of the participants. It is to be correctly conceptualized and is to be well organized. The planning of a training session includes identification of objectives and selection of appropriate contents, materials, training strategies and evaluation techniques. The planning of a training session must include information of prior knowledge of trainees, format of training, focus on behavioral aspects, contents of training, instructional procedures, and training aids etc. Learning curve is an important factor to be considered while planning for training. It is a well known fact that learning does not take place at constant rate. A number of factors such as the difficulty of task, and the ability of an individual to learn influence the learning process. A learning curve has three stages. Stage I is rapid initial learning stage, stage II is the tapering of the learning stage while the stage III is the fluctuating learning stage.

A typical learning curve

A properly designed and planned training process can create the potential for a virtuous learning circle which is shown in Figure.

 Virtuous learning circle

 

References

Ispatguru.com. 2020. Training And Development Process – Ispatguru. [online] Available at: <https://www.ispatguru.com/training-and-development-process-2/#:~:text=Training%20and%20development%20process%20is,employees%20in%20the%20organizational%20settings.&text=Through%20'training'%20employees%20are%20taught,and%20management%20skills%20are%20enhanced.> [Accessed 30 May 2020].