Human Resources Issues for Senior Management
Issue link: https://digital.hrreporter.com/i/605961
CANADIAN HR STRATEGY/25 organizations, that cost is not suf cient to deter what would nor- mally be considered unacceptable leadership behaviours or un- acceptable cultural experiences for employees. If (productivity) is the only criteria for a successful business then, sure, the an- swer would be drive people harder. But if your criteria is simply who makes the most money, your answer is going to be different than if the criteria is for an engaged, productive workforce." Employers will nd more success in creating workplaces that foster collaboration and healthy competition, says Shedletsky. Rather than competing with each other to avoid being seen as expendable employees, workers should be empowered to com- pete against their own expectations and against the expecta- tions set by the organization. Williamson agrees healthy competition can lead to the same levels of progress and productivity seen at Amazon, and this more nuanced approach is better suited to long-term success. Rather than aggressively cutting employees and fostering a cul- ture of mistrust and unhealthy competition, employers should learn to segment the employee population in order to coach workers on an individual basis, he says. Employees should be given feedback and goals that are tai- lored to where they are on the expectation curve. "The Amazon thing is pushing the needle in the wrong di- rection. I understand why, but it's dealing with the symptoms, not the root cause," he said. "What Amazon has done is just kind of a blunt instrument approach, and I just don't think blunt instruments work in a more sophisticated world." There are no right or wrong answers, says O'Grady, but employers that either don't understand or misrepresent their needs will continue to suffer from high rates of turnover and struggle with issues of continuity and growth. For an organization like Amazon, the cost of employee turn- over — both literally and in terms of continuity, growth and brand — may not be an issue. "If you think about it in terms of individual leader style, there's always been the knowledge that the most horri c lead- ers could run very successful enterprises because things like fear and absolute control work," says Ralph Shedletsky, chief custom of cer for LHH Knightsbridge, a talent development rm based in Toronto. "The question becomes, at what cost? Obviously, for some Join the Strategic Capability Network —Exclusivity Without The Price Tag The Strategic Capability Network is a high-level forum for HR and organizational leaders. Our members enjoy provocative monthly programs with inuential thought leaders, CEOs, academics and authors around our core themes of Organizational Effectiveness, Leadership in Action and Strategic Capability. Our low annual membership fee of $225 provides access to all programs, which can be enjoyed live at the National Club, or viewed in our video library shortly after the event. Membership also includes social media development sessions, vibrant social events, and a host of free professional resources via our afliation with HRPS. As a non-prot association driven by senior volunteers, we offer exclusivity without the price tag. www.scnetwork.ca FEATURE/Workplace culture