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Valuing people - Lesson 1: your reflections

Welcome to the online community learning space for the lesson: Getting started with valuing people. Use this forum to discuss the community reflective activity in the lesson. Read the contributions of others, ‘liking’ those you find helpful and add your unique reflections to the conversation by replying to this post. Click here to return to the lesson page at any time.

Community reflective activity:
How much do you feel that organisations value the people that work for them? Would you say that this situation has improved or got worse? What pressures are organisations facing which might make it difficult for them to make the progress they would like? 

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  • Organisations are nothing without good people. It makes total sense to value your people in every aspect of this lesson.
  • The ways in which we value people in this module are:
    1. Provide purpose
    2. Listen/ involve in decisions
    3. Enable development
    4. Support flexibility and well-being
    I whole-heartedly agree. I also wonder what else we would add to this list?
  • In reply to Michelle:

    considering the multi-generations of employees in organisations and workplaces now, the lesson is timely in directing managers to model behaviours that demonstrate valuing their staff regardless of skills, experience and knowledge for employees' growth and development.
  • How much do you feel that organisations value the people that work for them?

    Of Course, Organizations do value the people for their work. Giving opportunities and promoting deserved employees can be observed in the organizations. But, at the same time there is much scope of improvement.

    Would you say that this situation has improved or got worse? 

    The situation of valuing people is in declining trend among employee in our sector (Power generation in Middle east). This is my observation in my organization as well as in our group level. (Our group has 28 entities all over Middle east)

    What pressures are organisations facing which might make it difficult for them to make the progress they would like? 

    Changing business priorities at management/board level, pressure on cutting costs influenced by changing energy scenarios may be root cause of pressures. But, effective communication about the changes is lacking because of proper leadership skills. 

  • Organisations need to value their workforce - I feel that people's awareness and expectance of this has increased and put more pressure on organisations.
  • I think size of the organisation has a big impact on this....the bigger the organisation, the more difficult it is to recognise the value that individuals add.
  • I think it really depends on the type of organisation, in terms of their vision, values and purpose, which need to be role-modelled by leadership. The better the organisation are at connecting people with their values via their leadership, this will enable employees to feel more engaged and therefore, valued, along with related positive outcomes. The challenges may involve aligning the culture in the organisation with it's purpose and values if there is a mismatch, e.g. questioning why long-standing bullying behaviour still exists in some parts of the organisation, which conflicts with values of respect and inclusion, etc. It could be in an organisation, there is no bullying allegations in some areas whereas, in other areas the situation continues to exist/has become worse. From my own experience, I have often found that where there have been bullying allegations, the challenges have involved poor leadership and communication. Fortunately there are lots of opportunities for organisations to improve when it comes to valuing employees more and in turn, reaping the rewards from this.

  • In reply to Michelle:

    What I have taken away that whilst I have always valued people it needs to be communicated to people
  • People are the heart of the organisation so valuing people is key to every organisations success. I have seen a massive shift in the last 10 or so years on how organisations are putting staff first there wellbeing and development.
  • Organizations will say that they value their people as they know it is the right thing to say. Often under pressure to fulfil business goals basic steps to make employees feel valued are often overlooked. Those organizations that get it right attract and retain the top talent whilst maintaining high engagement levels. I believe the situation is getting better thanks to negative media coverage of organizations that have gotten it wrong. As a people professional valuing people should at the heart of any of my people strategy.
  • In reply to Murali:

    I wholeheartedly agree, we must consider the pressures and priorities at senior management level in order for the business to be successful, but equally this must be communicated with staff, with empathy, knowing change does bring with it uncertainty.
  • I think that organisations are valuing people that work for them more now than before, and I hope this is as a result of increased publicity and focus. For some industries, this has for generations been a low priority, and a fear over bottom-line cost may prevent them from progressing with these initiatives, so it's important for the people profession to highlight the business and moral case for an organisation culture which values its people.