Over the weekend, I was discussing with my friends how critical it is to define goals in the organization. The discussion became more meaningful as in few organizations where my friends are working , mid- year goal defining exercise has started. And every time goal setting and performance activity come up, this entire exercise seems to be meaningless and wastage of efforts.
A lot has been written and spoken about employee engagement. Everyone knows how important is this for innovation ,success and growth but not many people are clear, what is takes to create a culture of performance.
Employee Engagement is as complex as a human brain — It has Psychology, Anthropology, Sociology and Social Psychology
Engagement first starts at an individual level, what is that I am too looking for and what is that I am doing, then it moves to a relative state — what others are doing and what do they get… and so on
Behavior’s, attitudes and perception are as volatile as the stock market and at one instance I believe you and at another I do not .
When people in your company aren’t clear on the big picture & plan, it is impossible to execute well and fast. Moreover, the inability to successfully execute your plans not only cost money but also makes your company vulnerable against your competition.
Aligning team(s) around ambitious initiatives, objectives & projects to achieve a great outcome is always a challenge for any company; it’s even much harder in large, complex enterprises.
In the last few years, a categorical shift is visible in Asia’s winning companies to be more future centred.
This trend will only accelerate, driven partially by changes in the geopolitical and economic landscape but most of all, by shifts in demography and by larger issues around global and national purpose.