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Investing in Employees

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11 views

Investing in Employees

Uploaded by

mistihassna
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Investing in Employees: A Catalyst for

Sustainable Growth
Every company needs to emphasize financial growth and employee experience. As
we know companies that treat their human resources as their top priority usually
prosper when we know that money is scarce. The company’s return on investment
(ROI) increases if it provides attractive incentives to staff in recognition of their
dedication thereby leading to the business's success. However, there have been
instances where companies experiencing severe economic hardship increased their
spending on staff and subsequently achieved remarkable turnarounds, recording
double-digit growth the following year.

One genuine case of such happened during a momentous jointure. The company
failed to meet the financial targets it had set despite being successful, leading to
employees’ non-receiving of their yearly achievement incentives. Thus, employee
motivation nosedived, and management admitted the gravity of the situation.
The newly hired CEO has made it a duty to advocate for an awesome incentive
program in the year following the merger will see employees being paid based on
their performance. The goal is simple: to boost employee morale and appreciate
human resources as arguably the biggest asset man has ever had.
The management thought that this dissent of their shareholders and board of
directors was negligible. They had labeled it as human capital investment and not
new generation cost. The company had been rewarding employees; it was an
investment with returns, but could not justify the expenditure to the stakeholders.
Business challenges were too many; however, the group succeeded in overcoming
the odds by undertaking employee experience reinvention and work culture that
was active. This enabled us to go through the merger in a very smooth fashion and
see some significant growth in our customer acquisition and financial performance
a year later.

This giant leap of management, along with the proper integration of two companies
after the merger, made employee engagement scores increase tremendously. Both
the general attrition of employees and that of talents improved in sharp manners.
The final achievement of the 'Best People Management' award by their
organizational body said a lot about the determination of employees and
management. Their fluid faith in investing in people paid real dividends of success;
this helped this company to discern itself as a beacon of real leadership and
organization par excellence.
Engagement of the top management with its workforce, especially in periods of
crisis, is critical for ensuring that they remain motivated and efficient and thus
have a direct correlation with bottom-line results. Organizations that engaged
management to invest in developing the skills and welfare of the employees even
during hard times/micro-level crises due to their belief in people-centric policies
managed to transform their performances completely 180-degree turnarounds.
Thus, the perception of bonuses and other incentives as investments rather than
expenditures is, indeed, a prerequisite for the sustainable and progressive
development of a company. The investments of time in developing the employees
and making them strong pave the way for a much more satisfied and dedicated
workforce that can impart the power to innovation, productivity, and financial
prosperity.
From the employee's point of view, such two-way recognition with management is
also important. It is more important to recognize the worth of how much the
company has emphasized the development and growth of the people along with
their well-being. The employees should be thankful first for the way management
invests in their progress and even tries to create a conducive work environment,
especially in times of distress.
It is quite essential during difficult times to remain motivated and involved.
Employees' dedication and hard work give fuel for the voyage the company has
embarked on. The need to embrace new challenges and growth opportunities
substantiates an employee's self-esteem in the company since he or she knows
deliveries are respected and duly recognized.
But that should not be financial compensation for dedication and toil; rather, it has
to be something tangible. Most significantly, it has to be understood that
investment by the management does not get satiated by short-term benefits but
looks forward to creating a long-lasting future for the company and every
individual in its employment.
This can be done if management and employees could together work in an
environment that considers mutual respect, cooperation, and continuous
improvement as its basis while moving toward the long-term success and progress
of the company.
In conclusion, organizations need to squeeze more out of what they already
possess. This would be realized by making better use of the structures and
resources currently available, more commonly known as "HR asset sweating."
Similarly, having the capability to appreciate the inestimable facilitate of
contribution or human resources, this time with the companies' strategies of
optimizing their potential, endurance, and prosperity of company growth and
development would be realized. This is reportedly the very foundation of lasting
success and differential competitive advantage in modern commerce through active
management involvement and employees' recognition of their mutual dependence.
Those businesses that invest in human capital through incentives offered to
employees will survive with less financial stress and find themselves well-built
afterward with a highly motivated and greatly committed workforce that provides
the power for continuous innovation and productivity. Such a strategy, other than
providing profitability success, will yield an adaptive corporate culture that thrives
in the face of difficulty. Investing in people is not a survival strategy but rather a
long-term growth and success blueprint.

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