In our last
session, we learnt that Per Capita GDP reflects the economic status of a
country and to improve it, the country must have skilled workforce so that it
can produce cost effective quality products and provide services also on par
with the international standards. Almost
all sectors in the country face now two problems: how to stop quality people
leaving the job and retain them and, next, to plan to train the existing
workforce to achieve quality in their work.
To put the
entire matter in a nutshell: The
workforce must be actively engaged.
Engaging the workforce means that the worker must like the work he is
doing and he likes it because the job brings out his best. This gives him a
full-fledged satisfaction, so to say. In other words, the worker is satisfied
with his work which also, by implication, indicates that he likes, at least
accepts the working conditions and his fellow-workers.
Let us see how
this desirable condition can be achieved.
1. Since the worker is on the job, at the work,
his experience of work does matter. If
not all, at least there must be some workers who will be more sensitive to the
work and they can visualize some improvement in the work as a whole; the
instrument can be updated or fine=tuned; the working condition can be so
improved that it increases productivity and so on. And he must be given chances
to speak out his experience at and with work.
This opportunity to speak out appeals to the worker at a deeper level of
recognition beside the formal recognition in the form of salary. In other words, he is made to feel that the
management is open to new ideas that may emerge from not necessarily from the
people at the top, but also from the people at the lower rung of the ladder. The Management may integrate some program or
scheme periodically that invites the participation of the workforce in
discussing and deciding the policies of the company. This will prove a huge incentive for the
worker to continue to be with the organisation.
2. Appreciation works like a magic, inspiring
confidence in the worker in his ability as well as in the relationship with the
employer. The Management can devise
schemes which periodically recognize the meritorious contribution by the worker
and honours him with rewards. Rewards can be financial or even just
certificates in a meeting.
But the most
crucial factor in this reward scheme is, real merits must be taken into
account. There must be transparency in assessing the contribution by the
workers. This fair deal with the workers seals positively the relationship with
the employer. Apart from the fact that their contribution is recognized, they
feel enthused that their recognition is not an expression of favouritism.
initiatives can be evolved every now and then so that boredom does not result
from mere repetition.
recognizing the merit of a worker, it is also possible that the worker’s faults
also can come to light. If they are
small mistakes, they must be tolerated and not blown out of proportions to
victimize the worker. In fact,
reasonable tolerance of the small mistakes which can be looked upon as the
learning experiences is also a form of appreciation of the worker’s hard work.
There are some
more to say about it and we will take it up in our next session.