Have you started your business from a dream to see it loudly crushed by the reality of a nightmare?
Nightmares as we try to sleep appear to manifest out of nowhere but more often than not, they are not caused by that second scoop of ice cream. These night terrors come representing parts of your day, week, or even your deepest subconscious. But they hardly magically appear before our eyes. So is the notion with employees that can quickly cause your business to spoil.
You may think of it as one employee among a group of elite employees, but there is something to be said about one bad apple spoiling the bunch.
How often have you gone into a place of business, like a dentist office, or restaurant that you love to find an employee with an attitude problem? You know, the ones that refuse to honor your request or who prefers to do it “there way” instead of “your way”.
Such behavior from an employee causes me to never frequent that business again. And I am not the only person who feels this way.
With that said I wonder on a monthly basis how often a company loses customers. Or perhaps it is just me, maybe some people just sum it up as them having a bad day, and they frequent the business again. But there are far too many people who will never report what they dislike about an organization, they will just tell a family member or friend. One minute that business is booming and just like that, dust is collecting on the surfaces of their organization as people have simply found another organization that will better meet their needs.
What do you think can be done to avoid such organizational destruction?
We have reposted this upon our Google plus page recently, however the article “Don’t Fall into the Capability Trap: Does your organization work harder or smarter?” makes one think about the current state of their organization.
As one comment states: “I have been in multiple organizations that have worked harder, instead of working smarter and adjusting or even creating ways to shrink performance gaps within the organization. The organizations I have been a part of would rather layoff first, and then divide (if possible) those tasks left by departing individuals to anyone that is left, in a supervisory role. Most of the time, the supervisors are ill-equipped or ill trained to complete these tasks and then the tasks are given to an outside third party. Once that fails the organization tries to hire additional staff to bring those tasks back to individuals from outside the organization who although are well trained are now being paid less than those who were previously laid off. The refusal of these organizations to work smarter and in turn, do the exact opposite of the five principles listed in the article, is evident and not lost on employees, even to those who do not have a background in Organization Development. This lack of investment creates its a cycle of high employee turnover among the new staff because these new well-trained individuals realize that there are better opportunities elsewhere.”
When developing employees an organization must be careful to not “burnout” or overuse the highly productive employees while trying to balance organizational expectations for a team or department. As the article states the organization must invest in downtimes in all their employees so that employees are not forced to “work harder but smarter”, if this happens you have a probability of a high turnover rate occurring. Of course, no one wants that, but organizations are more likely or prone to implement this type action or process than the strategies listed in this article.
Of course, no one wants that, but organizations are more likely or prone to implement this type action or process than the strategies listed in this article. Although understanding how organizations realistically approach such issues we can use the strategies in the article, to circumvent and come up with effective solutions to these type of problems.