These little tips to improve the work atmosphere.
11 January 2012
Read by 1517 persons
Work environment and conditions, sharing a common culture, recognition, sense of equity…, so many factors that improve the climate in the company.
Sometimes, many people find it hard to get out of bed to go to work because they are almost sure to find a harmful atmosphere in the company. A boss who never stops complaining, uncooperative colleagues, always very high objectives…, the causes of disinvestment are numerous. And yet, working in a company where relationships are peaceful has become a growing concern for employees who are no longer content with just having a job.
However, it is not enough for employees to be able to surf Facebook at the office and have a few team-building days for a company to be considered the most welcoming in the area. When we talk about a good atmosphere in a company, we refer to good working conditions, welcoming premises, but also the sharing of a common culture, respectful and helpful colleagues, equity on the part of superiors in the treatment of employees… We have retained a few that constitute a minimum.
Communication
At the heart of good operation is an important point: that of communication. For some managers, therapy is a matter of prevention. The priority of priorities is to keep employees informed of the company's daily life and ongoing projects, as much as possible. In short, communication and dialogue must be the pillars of this prevention strategy. We must add to this monitoring tools. In this regard, social climate surveys are one of the best ways to gauge the morale of employees. Mohamed Najat, CEO of a communication agency, specifies: “In terms of motivation, managers see double. They must look at their own level of motivation and that of their employees. The two aspects are closely linked. A demotivated manager is often a demotivating manager. However, a motivated manager is not systematically motivating for his employees. For my part, I mainly focus on the profile of each person, knowing what motivates or demotivates them… Most often, it is during periodic evaluations that I gauge the morale of employees.”
Proximity
Many surveys on the motivation of executives show that employees leave their jobs because of the behavior of their hierarchical superiors rather than for material reasons. Aggressiveness, communication deficit, lack of respect or recognition are among the main criticisms made of bosses. In short, employees need proximity.
“I expect a minimum of listening from a boss. I have the impression that I am being imposed any task. In return, I am not entitled to any answer when I raise the question of working conditions. Sometimes, I want to throw in the towel,” laments an executive assistant.
This is why good bosses have understood, for their image and that of the company, that it is necessary to be open to modern management. They have grasped the interest of giving their employees more freedom to express their expectations, their concerns… Often, team-building seminars break down barriers in the relationships between management and employees.
For the anecdote, a coach often likes to recall the story of a boss of a large company who, during a team-building evening, insisted on bringing one of his employees, known for his imitator talents, on stage. This employee ended up imitating his boss in a humorous way. “Derision was a good way to free speech and give feedback on what is not working in the company. The manager liked it,” explains an HR consultant.
Workspace
One of the main grounds for personal conflicts is the open space that many companies have adopted to rationalize investments and facilitate communication. In such an environment, all kinds of noise are permanent. For example, the mobile phone can be a source of disruption. If it is intended to remain on all day, certain precautions should be taken to avoid disturbing one's surroundings. In a meeting, for example, it is common to see many heads bowed over their mobile phones. In the absence of awareness on the part of each individual, it is preferable to clearly define common rules of life. This is how, to restore calm, some companies actually put up posters in the places dedicated to this effect to remind people of the prohibition of shouting, ban conference calls in the open space or encourage employees to put their mobile phones on vibrate. Others recommend not extending discussions beyond a certain time, otherwise they are invited to continue the discussion in an “isolation booth”, meaning a mini meeting or relaxation room.
These places are essential to avoid conflicts. Unfortunately, not all companies have understood that the ergonomics of the workstation, or, by extension, of the space, is an essential condition for promoting efficiency and productivity. This sometimes results in makeshift arrangements that generate the opposite of what is sought.
Equity
Because often the company is a breeding ground for favoritism, what could be more motivating than having a fair boss? He knows how to make the necessary decisions and values the differences among his employees. These are qualities that make the best managers and that make their teams want to support him in all circumstances.
Equity also involves setting up simple, clear and understandable procedures for everyone. Bonuses and salary increases must be awarded according to criteria and within deadlines set in advance. The same applies to small HR actions such as flexibility in terms of absenteeism, granting certain holiday dates, access to holiday centers, credits and allocations of equipment/office supplies…
Integration
The problem of integration and support is particularly acute in SMEs because they do not know how to properly manage interns and new recruits. Often, the lack of time and availability of managers or the lack of mentors or supervisors means that the integration period is very difficult. The consequences can be disastrous, especially since recruitment is generally done informally.
Therefore, do not hesitate to meet frequently with a newcomer, especially if he is at the beginning of his working life, to help him overcome the difficulties encountered, correct his imperfections and give him feedback on the evolution of his work.
You also need to know how to mobilize him. It is no use welcoming a new recruit well if you have not planned the first tasks that fall to him. Of course, it is necessary to give him time to acclimatize, to learn about the various sources of information and procedures, but a substantial task allows him to be actively integrated into the company.
The list of good practices is far from exhaustive. Others are mentioned by the HR managers and consultants we interviewed. But it is useful to remember that in any group, there are common rules to remember otherwise cohabitation will be difficult, or even impossible. This is why some companies are setting up codes of ethics to limit misunderstandings.
Brahim Habriche.
Lavieeco.com
Published January 11, 2012.
Posted online January 11, 2012.
Sometimes, many people find it hard to get out of bed to go to work because they are almost sure to find a harmful atmosphere in the company. A boss who never stops complaining, uncooperative colleagues, always very high objectives…, the causes of disinvestment are numerous. And yet, working in a company where relationships are peaceful has become a growing concern for employees who are no longer content with just having a job.
However, it is not enough for employees to be able to surf Facebook at the office and have a few team-building days for a company to be considered the most welcoming in the area. When we talk about a good atmosphere in a company, we refer to good working conditions, welcoming premises, but also the sharing of a common culture, respectful and helpful colleagues, equity on the part of superiors in the treatment of employees… We have retained a few that constitute a minimum.
Communication
At the heart of good operation is an important point: that of communication. For some managers, therapy is a matter of prevention. The priority of priorities is to keep employees informed of the company's daily life and ongoing projects, as much as possible. In short, communication and dialogue must be the pillars of this prevention strategy. We must add to this monitoring tools. In this regard, social climate surveys are one of the best ways to gauge the morale of employees. Mohamed Najat, CEO of a communication agency, specifies: “In terms of motivation, managers see double. They must look at their own level of motivation and that of their employees. The two aspects are closely linked. A demotivated manager is often a demotivating manager. However, a motivated manager is not systematically motivating for his employees. For my part, I mainly focus on the profile of each person, knowing what motivates or demotivates them… Most often, it is during periodic evaluations that I gauge the morale of employees.”
Proximity
Many surveys on the motivation of executives show that employees leave their jobs because of the behavior of their hierarchical superiors rather than for material reasons. Aggressiveness, communication deficit, lack of respect or recognition are among the main criticisms made of bosses. In short, employees need proximity.
“I expect a minimum of listening from a boss. I have the impression that I am being imposed any task. In return, I am not entitled to any answer when I raise the question of working conditions. Sometimes, I want to throw in the towel,” laments an executive assistant.
This is why good bosses have understood, for their image and that of the company, that it is necessary to be open to modern management. They have grasped the interest of giving their employees more freedom to express their expectations, their concerns… Often, team-building seminars break down barriers in the relationships between management and employees.
For the anecdote, a coach often likes to recall the story of a boss of a large company who, during a team-building evening, insisted on bringing one of his employees, known for his imitator talents, on stage. This employee ended up imitating his boss in a humorous way. “Derision was a good way to free speech and give feedback on what is not working in the company. The manager liked it,” explains an HR consultant.
Workspace
One of the main grounds for personal conflicts is the open space that many companies have adopted to rationalize investments and facilitate communication. In such an environment, all kinds of noise are permanent. For example, the mobile phone can be a source of disruption. If it is intended to remain on all day, certain precautions should be taken to avoid disturbing one's surroundings. In a meeting, for example, it is common to see many heads bowed over their mobile phones. In the absence of awareness on the part of each individual, it is preferable to clearly define common rules of life. This is how, to restore calm, some companies actually put up posters in the places dedicated to this effect to remind people of the prohibition of shouting, ban conference calls in the open space or encourage employees to put their mobile phones on vibrate. Others recommend not extending discussions beyond a certain time, otherwise they are invited to continue the discussion in an “isolation booth”, meaning a mini meeting or relaxation room.
These places are essential to avoid conflicts. Unfortunately, not all companies have understood that the ergonomics of the workstation, or, by extension, of the space, is an essential condition for promoting efficiency and productivity. This sometimes results in makeshift arrangements that generate the opposite of what is sought.
Equity
Because often the company is a breeding ground for favoritism, what could be more motivating than having a fair boss? He knows how to make the necessary decisions and values the differences among his employees. These are qualities that make the best managers and that make their teams want to support him in all circumstances.
Equity also involves setting up simple, clear and understandable procedures for everyone. Bonuses and salary increases must be awarded according to criteria and within deadlines set in advance. The same applies to small HR actions such as flexibility in terms of absenteeism, granting certain holiday dates, access to holiday centers, credits and allocations of equipment/office supplies…
Integration
The problem of integration and support is particularly acute in SMEs because they do not know how to properly manage interns and new recruits. Often, the lack of time and availability of managers or the lack of mentors or supervisors means that the integration period is very difficult. The consequences can be disastrous, especially since recruitment is generally done informally.
Therefore, do not hesitate to meet frequently with a newcomer, especially if he is at the beginning of his working life, to help him overcome the difficulties encountered, correct his imperfections and give him feedback on the evolution of his work.
You also need to know how to mobilize him. It is no use welcoming a new recruit well if you have not planned the first tasks that fall to him. Of course, it is necessary to give him time to acclimatize, to learn about the various sources of information and procedures, but a substantial task allows him to be actively integrated into the company.
The list of good practices is far from exhaustive. Others are mentioned by the HR managers and consultants we interviewed. But it is useful to remember that in any group, there are common rules to remember otherwise cohabitation will be difficult, or even impossible. This is why some companies are setting up codes of ethics to limit misunderstandings.
Brahim Habriche.
Lavieeco.com
Published January 11, 2012.
Posted online January 11, 2012.
