One of the widely recognised elements of good governance today is placing the citizen at the centre of services and policies. This means that their needs, experiences, and perspectives are prioritized in the design of services and the formulation of policies, making governance responsive, transparent, and effective.
All this may sound like a cliché, but in today’s dynamic environment of constant change, it is crucial for leaders to respond to the needs of the people they manage. The constantly changing environment creates a complex working environment, shaped by technologies and demographics that are transforming the labour market.
The days of the traditional, uniform view of employees/workers are long gone, and a universal approach to work organization is no longer applicable. The modern workforce is made up of individuals with their own needs and expectations. For the majority the work-life balance and pursuing a specific goal are priorities and yield the best results in a hybrid environment.
To be able to successfully adapt, employers must strike a balance between the needs of their organization and the rights and well-being of their employees. Modern employers are those who use technology for automation, data for decision-making, and human relationships to build loyalty.
The dominant imperative for employers is to apply flexibility, which in today’s reality is not limited to remote working, but rather a comprehensive, targeted, and technology-enabled strategy focused on where, when, and how work is done to maximize employee well-being and achieve business goals.
So how can this be achieved?
By using targeted hybrid models – in other words, moving from a regulated presence in the office x number of days to a flexible organization set up with the participation of the employees, with time devoted to team building and collaboration.
By personalising the work organization – personalised schedules are drawn up with staggered hours and split shifts according to individual needs so that professional and personal life can be seamlessly combined.
By harnessing technology for the benefit of people, using modern methods and data to measure performance through results, and linking work tasks to the organization’s goals.
By placing an emphasis on digital competence so that employees feel comfortable with emerging digital devices.
All these methods support employee engagement, and when employees are loyal, they invest their time, energy, and passion in their work and contribute to long-term stability (in the public sector) and growth (in the private sector). The more loyal employees are, the more stable the organization, the lower the turnover costs, the stronger the relationships with citizens/customers, and the better the performance. The opposite is – the opposite.
Some of the most common reasons for declining employee loyalty are intense internal competition and/or skills shortages; problematic corporate culture and/or attitude towards the staff; non-competitive pay and benefits; lack of career development; lack of work-life balance; or poor management practices. Not all of these are within the employer’s control, but there is a lot that can be done.
First and foremost, it would be wise to trust occupational psychology, which focuses on:
- Shared values and personal commitment to the mission and values of the organization. That is why it is important to hire people who demonstrate these values from the outset.
- Meaningful work that engages employees on a personal level – something that matters to them, makes them feel they are making an impact, and is consistent with their values. When people perceive their work as meaningful, they associate it with their internal motivation, which strengthens their commitment to the organization’s cause.
- Autonomy means trusting people without subjecting them to micromanagement or excessive bureaucracy. Autonomy gives employees more freedom and choice, but at the same time accountability and control in their work, which unlocks stronger commitment, innovation, and satisfaction.
- Recognition, in other words, employees should feel valued, which can be achieved in various ways – flexible working hours, professional development, personal relationships. If we expect loyalty and commitment from our employees, we must show them the same in return.
- Prioritizing well-being, specifically the physical, mental, and emotional health of employees and an environment in which they thrive. This is clearly an ethical imperative, but there is also business logic behind it. When people feel good, they can focus on their work, and when they feel that their employer cares about them and not just about results, their loyalty is strengthened.
- Career development that gives employees something to strive for. It is crucial to have transparent criteria for achieving this. What skills they need to develop, what experience they need, how their readiness for a position is assessed.
- Respecting preferences, or what employees actually want to do at work. Providing opportunities that reflect people’s preferences triggers their intrinsic motivation because they see the benefits also for themselves. This makes them dedicated, productive, and innovative.