The best organization to work for is one that encourages an owner-business-person, rather than a manager-employee, mentality. In this organization, people operate as if they own their business and are treated accordingly in terms of job expectations and rewards.
A key attribute of the best organization is full accessibility and full inclusion. The condition is one where any employee can access the organizational information that is needed to perform a great job (marketing data, knowledge research, product and services development, among other). It also means that any person can call or visit anyone to get necessary information or share knowledge and advice. The idea is to have intranets, extranets and expert systems open and available to the working teams. In this kind of environment, all minds are included through a variety of organizational forums (core team, operational teams, project teams, customer cluster teams) in relation to strategy and execution.
On the other hand, the focus of a competitive organization is always on growing value by monitoring an entire set of processes. A system thinking and mentality rules in this type of working environment. The best organization banishes the routine segmentation of functions and tasks (doing this task and then throwing it over the wall for someone else to pick up). People are responsible for accomplishing a complete unit of work, and are empowered for deploying a process from A to Z, whether is customer – care process or a market or product development venture.
The mission for people working within this type of context is not to do the same set of tasks in a robotlike fashion, but to figure out how to do a whole unit of work in a way that create a long-term value to the company. If someone wants to be a full player his/her work should have a real impact in sustaining and expanding the business.
The best organization to work for is one that advances a view of education, training and development as crucial, perpetual investments, rather than costs. Truly professionals need to understand how the company works, how the market, customer niches and the economy work. The smarter the people, the more agile and creative the company. The strategy is one of constantly nourishing and expanding the assets of the organization.
Finally, performance accountability, career assessment and compensation is based on value-added factors. The key questions are: How are you helping to grow the business? Did you learn something of value that you can implement for the company? Measure it, prove it. The new human resources mentality is activated on this challenge. They are held to higher standards and because of that they are paid differently.
Copyright 2004 QBS, Inc.