Well-being at work, a performance ally
15 January 2010
Read by 2229 persons
Stress, overload, moral harassment... these are all factors that can disrupt an employee's performance and push them towards burnout or even a change of employer if working conditions become unbearable and there is no way to change them.
In some cases, to cite only the case of Renault internationally, cases of suicide have been reported. This means that the well-being of employees should not be taken lightly. To rectify the situation, this group has initiated personalized coaching sessions and has implemented effective internal communication and the involvement of local managers capable of detecting the slightest discomfort before it escalates.
Absenteeism, repeated lateness, decreased performance... these are all warning signs. Of course, the Renault case (suicide) is rare here, but it is an example to consider to avoid losing a good employee who, for lack of good management, is knocked out. And it is no coincidence that Generation Y or the "zapping generation" is currently looking for a package in addition to salary; these young executives aspire to psychological well-being to carry out their mission under good conditions. Gone are the days when employees feared their employer and complied with their whims without complaint. Now the situation has changed, and many managers have attended coaching sessions to better manage their teams, motivate them and retain them (in the case of specialized and rare profiles).
So how can we ensure psychological well-being at work and ensure a good balance for these new executives who are looking to secure a good, advantageous position and also enjoy a certain quality of life? To avoid falling into this trap, managers must ensure the creation of a good working atmosphere. They must fully invest in this approach. Currently, many decision-makers underestimate this request.
The war for talent, which is now at its peak, will prove them wrong when a specialized profile leaves the company and goes to a competitor who has met their aspirations. We must help the employee to flourish within the company, both professionally and personally, "while maintaining their motivation," as our consultant Khadija Boughaba so aptly put it. We must keep the flame burning to guarantee the loyalty of a high-potential employee.
Expert Opinion • Khadija Boughaba
During your surveys, is the search for psychological well-being a requirement of the new generation only, or is it a wish expressed by other executives as well?
Obviously; well-being at work is becoming a claim for all generations. What emerges from our previous surveys is that working conditions and atmosphere play a decisive role in the choice of a new job for candidates and constitute a major expectation for employees vis-à-vis their employers. Naturally, depending on the generation, the criteria for well-being at work will be somewhat nuanced.
Are our managers aware of the importance of well-being at work?
It is worth recalling that several international studies have shown that company performance is directly linked to the well-being of its employees. This is quite logical, as most working people spend their waking hours at work.
Well-being at work is a combination of several factors that lead to a good or bad quality of work life. Whether physical or mental, the damage that can be caused at the individual level by a lack of well-being at work can lead to extreme cases, even suicide. Awareness of this aspect by our managers in the functioning of their company is gaining ground. This awareness varies greatly depending on the sector of activity, the size of the company or the state of mind of the managers. Progress has also been made at the regulatory level to ensure a threshold of working conditions in terms of hygiene and safety.
Beyond physical conditions, there are many sources affecting mental health at work that are difficult to quantify, such as stress or moral harassment. This aspect unfortunately receives very little, if any, attention in the concerns of management in our companies. It is time to seriously consider these aspects, as the stakes are high both individually and for the company (lack of productivity).
How to ensure the maintenance of a good climate and a good working atmosphere?
It is difficult to answer this question categorically. A good working climate and atmosphere is the result of long-term work; it is also a continuous effort as they are fragile and vulnerable: job content, organization, working relationships, technical and physical environment of workstations, etc.
A company where it is good to live is not the result of chance, it is the will of management that ensures the implementation of a system guaranteeing the existence of favorable conditions for its employees to perform their duties, to flourish professionally and personally while maintaining their motivation. For the company, this effort is quickly rewarded by an improvement in its performance and the loyalty of its human resources.
How to improve a company's attractiveness during this period of crisis?
A company's attractiveness depends on the image it projects and the match between the values it displays and those experienced by its employees. It goes without saying that companies that consider their employees as partners, while establishing a relationship of trust and recognition, are those that best resist the vagaries of the crisis. Indeed, it is a matter of building lasting relationships to cope with difficult situations. A company's attractiveness lies in its ability to create a climate of authenticity.
Published on December 13, 2009
Posted online on December 14, 2009
lematin.ma
In some cases, to cite only the case of Renault internationally, cases of suicide have been reported. This means that the well-being of employees should not be taken lightly. To rectify the situation, this group has initiated personalized coaching sessions and has implemented effective internal communication and the involvement of local managers capable of detecting the slightest discomfort before it escalates.
Absenteeism, repeated lateness, decreased performance... these are all warning signs. Of course, the Renault case (suicide) is rare here, but it is an example to consider to avoid losing a good employee who, for lack of good management, is knocked out. And it is no coincidence that Generation Y or the "zapping generation" is currently looking for a package in addition to salary; these young executives aspire to psychological well-being to carry out their mission under good conditions. Gone are the days when employees feared their employer and complied with their whims without complaint. Now the situation has changed, and many managers have attended coaching sessions to better manage their teams, motivate them and retain them (in the case of specialized and rare profiles).
So how can we ensure psychological well-being at work and ensure a good balance for these new executives who are looking to secure a good, advantageous position and also enjoy a certain quality of life? To avoid falling into this trap, managers must ensure the creation of a good working atmosphere. They must fully invest in this approach. Currently, many decision-makers underestimate this request.
The war for talent, which is now at its peak, will prove them wrong when a specialized profile leaves the company and goes to a competitor who has met their aspirations. We must help the employee to flourish within the company, both professionally and personally, "while maintaining their motivation," as our consultant Khadija Boughaba so aptly put it. We must keep the flame burning to guarantee the loyalty of a high-potential employee.
Expert Opinion • Khadija Boughaba
During your surveys, is the search for psychological well-being a requirement of the new generation only, or is it a wish expressed by other executives as well?
Obviously; well-being at work is becoming a claim for all generations. What emerges from our previous surveys is that working conditions and atmosphere play a decisive role in the choice of a new job for candidates and constitute a major expectation for employees vis-à-vis their employers. Naturally, depending on the generation, the criteria for well-being at work will be somewhat nuanced.
Are our managers aware of the importance of well-being at work?
It is worth recalling that several international studies have shown that company performance is directly linked to the well-being of its employees. This is quite logical, as most working people spend their waking hours at work.
Well-being at work is a combination of several factors that lead to a good or bad quality of work life. Whether physical or mental, the damage that can be caused at the individual level by a lack of well-being at work can lead to extreme cases, even suicide. Awareness of this aspect by our managers in the functioning of their company is gaining ground. This awareness varies greatly depending on the sector of activity, the size of the company or the state of mind of the managers. Progress has also been made at the regulatory level to ensure a threshold of working conditions in terms of hygiene and safety.
Beyond physical conditions, there are many sources affecting mental health at work that are difficult to quantify, such as stress or moral harassment. This aspect unfortunately receives very little, if any, attention in the concerns of management in our companies. It is time to seriously consider these aspects, as the stakes are high both individually and for the company (lack of productivity).
How to ensure the maintenance of a good climate and a good working atmosphere?
It is difficult to answer this question categorically. A good working climate and atmosphere is the result of long-term work; it is also a continuous effort as they are fragile and vulnerable: job content, organization, working relationships, technical and physical environment of workstations, etc.
A company where it is good to live is not the result of chance, it is the will of management that ensures the implementation of a system guaranteeing the existence of favorable conditions for its employees to perform their duties, to flourish professionally and personally while maintaining their motivation. For the company, this effort is quickly rewarded by an improvement in its performance and the loyalty of its human resources.
How to improve a company's attractiveness during this period of crisis?
A company's attractiveness depends on the image it projects and the match between the values it displays and those experienced by its employees. It goes without saying that companies that consider their employees as partners, while establishing a relationship of trust and recognition, are those that best resist the vagaries of the crisis. Indeed, it is a matter of building lasting relationships to cope with difficult situations. A company's attractiveness lies in its ability to create a climate of authenticity.
Published on December 13, 2009
Posted online on December 14, 2009
lematin.ma
