TM - August 2007 - (Page 14) [viewpoint] by Scott Cawood I I Connecting People to Your Business n today’s dynamic and global economy, companies cannot compete in the same old ways — they need to find innovative ways to leverage opportunity by connecting their people to their business as never before. Opportunities to connect your people to something important can happen in many ways. Connection can be through the product or service you provide, the workplace experience you offer, the perceived good you do in the world or the social responsibility your company demonstrates in the community. There are endless ways to connect people to your business and keep them connected to your cusHave you identified these people? Are they your top talent? Do you let them know they’re your top talent? These people are the key to profitability — keeping them connected is absolutely essential to your organization’s ability to outpace your competitors. Along with your top talent, you also might have some individuals who do not want to give more to your organization than is absolutely necessary and only want to come in and do their jobs. They’re in every organization and can be a costly investment of resources. disconnected from the company. Because of one interaction (or perhaps several), they might think they are not important to the company and that what they do doesn’t matter. Perhaps they feel they simply don’t fit in. Throughout the employee life cycle, many activities can cement connections to the organization — from welcoming employees when they onboard and helping them understand the direction of the company, to celebrating and showing appreciation, to providing community service opportunities, to knowing who they are so that they connect with what the organization really is. Connecting people to the organization is an ongoing process. Each step speaks to the six business relationships every organization must nurture to function at its maximum capacity. The three primary relationships are organization, supervisor and colleagues, and the three secondary relationships are job, career and customers. Leaders need to tune in to the health of the relationship between each person and the organization. If any of these relationships is unhealthy, the organization will suffer through lost revenue and waning performance. If your organization succeeds in connecting employees in these six areas, they will live the connection, doing whatever it takes to move the business forward, and they will continue to stay connected through the ongoing delivery of their contributions and deepening of critical workplace relationships. When this happens, profits follow. Scott Cawood is a business strategist who helps leaders build great organizations where people want to work. He can be reached at editor@TalentMgt.com. How many employees of this type are acceptable in an organization? That depends on how many are working for the competition. If your competitors There are endless ways to have about 10 connect people to your business percent of their and keep them connected to workforce just showing up, and your customers, as well as your you have 5 perprofits. When true connection cent, that is a happens, it’s a win for everyone. great advantage for you. But if they have only 5 percent, and you have 15 percent, tomers, as well as your profits. When true connection happens, you have a significant disadvantage. it’s a win for everyone. One way to engage these employees Employees generally come in three is to work diligently to connect types: the dedicated go-getters who them to your organization. You also contribute no matter what, the not- might consider putting them into a so-dedicated “no-getters” who do new environment — a new job or the minimum work necessary to different department. get by and those in between (they Regrettably, we sometimes find could be strong contributors, if that a separation is long overdue only they received attention and for employees who have already understood the importance of their quit mentally and emotionally yet work). Their fates hinge on how remain on the job. This sounds you choose to engage them and harsh, but the reality is that if indiconnect them to the business. viduals can’t contribute, no one How many of your employees wins. Help them help the organizacome in each day willing to tear tion, or help them find a place down walls for your organization? where they can do their best work. They’re the ones who make things happen, have unwavering com- There are great people inside your mitment and never give less than company right now who, through no fault of their own, are totally 100 percent. 14 August 2007 talent management magazine www.TalentMgt.com http://www.TalentMgt.com
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