a human resource newsletter
issue no 55 | february 2013
continued from previous page | PEOPLE ENGAGEMENT: EMOTIONAL OR PROFESSIONAL? : Rushikesh Rajendra
The counterintuitive result of this struggle is the imminent possibility of work intensication for the already engaged employees, which would result in more transactionally engaged relationships. So in an eort to increase emotional connect, they in fact reinforce disconnect.
When it actually exists, engagement impedes attrition and minimizes deviant behaviour seen in relatively new employees. These employees rarely experience ‘burn-out’ and in turn end up striking appropriate work-life balance. Thus, any initiative to increase emotional connect, has to have a tacit balance between emotions and professionalism. Any tilt in this balance is sure to generate a new set of challenges. NEEDFOREMOTIONALENGAGEMENT ATTHEWORKPLACE THE OD FOLLOWER’S ORATE Kapil Bagadia
Kapil Bagadia is the Associate Director, Finance at Ernst and Young and has been contributing to the finance strategy of the organization for more than 10 years. He is a commerce graduate from Delhi University and a Chartered Accountant by profession. He is responsible for the overall financial controllership of the organization and takes care of the processes and risk management for the company. He also handles various other functions
Emotional engagement is the most essential pillar of an organization’s potential to succeed. Employees become a part of an organization when their goals are in congruence with the organization’s goals and they strive to achieve both. A goal justies its true meaning only when there is an emotional commitment attached to it and becomes a task otherwise. For example, to meet the deadline, a boss keeps following up rigorously with the team. A disengaged team conveniently takes it for granted and eagerly waits for 6 pm while an emotionally engaged team works towards the goal without being conscious of time or any other constraints. We all crave care and that’s what we all look for in our workplace too. We are always willing to go an extra mile for our loved ones despite not being paid for it. There is no reason for the same to not be true for an employer-employee relationship. Emotions at the workplace infuse a passion for work, leading to“best managerial skills”which are imperative for the success of an organization. In a situation of crisis, you might come across hundreds of excuses by the team for not stretching itself. But if the team is emotionally engaged and feels cared for, it would oer to stretch without being asked. An energetic “good-morning”along with a smile to a team-member forces him to think of himself as an integral part of the organization and fosters a sense of accountability in him. We spend most of our time at work which makes it important for it to feel like home. The moment we introduce warmth at the workplace, it increases the level of comfort employees feel resulting in an outstanding performance from them. This could mean a much lower attrition rate, higher energy, a sense of responsibility and accountability and certainly a healthier organization.
like treasury, receivables, tax matters and accounts finalization. In his leisure time, he loves travelling or playing cricket. He is also an avid reader with special interest in spiritual books.
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