When employees are not behind their company
Lack of identification with the employer and consequences for companies and employees
It is a statement that company owners and their executives make too often: "Our employees do not identify with our company." This fact should not be taken lightly. "Lack of identification means that the company management still has a construction site," says Robert Wennerfrom the consulting firm Schirm & Collegen Entrepreneur-Kontorfrom Berlin. Through their strength of analysis the middle sized professionals show the current state and draw attention to deficits. In addition, they also accompany their customers in the necessary steps.
According to the experience of Schirm & colleagues, what usually represents a real problem, are not clearly formulated goals. "When we ask about the company goals, we usually hear a wish as an answer," explains Wenner. "A real goal involves more than one wish, because it has to be linked to a measurable variable such as a specific time." So it does not work, for example, to name an increase in sales. A goal becomes effective only when the wishofincrease in sales is given in a percentage size, indicating the time until when it should be reached.
In addition to the formulation of goals, there is also the problem of a vague formulation of the vision that an entrepreneur must have defined in the same way. "If you ask employees about the company's vision, it usually becomes clear that they do not know it at all," Wenner continues, adding: "If the employees are not sure about both, then they have nothing to look for and identifying with it is almost impossible."
Schirm & Collegen recommend developing and formulating a vision from the employee base. In order to get there, entrepreneurs have to think about the goals they have with their company and formulate them in a clear way. When formulating the vision, a rough description is sufficient - but that must be formulated too. In the next step, both must be coordinated with one another by deducing sub-goals and departmental goals and bringing them into a coherent corporate concept.
"It is clear to us that such a formulation and definition cannot be made in the busy day to day life. With our support as a neutral third party, it can be anenormous relief for the business owner to have a direct positive impact on their numbers;the employees thus receive guardrails to which they can orient themselves. "
As a further important step, the medium-sized professionals call the regular controls: Are we still on track? Or do you need plan revisions or other decisions and measures?