Trust – Building block of Organization


Trust in any organization has a very pivotal role.Integrity, commitment, personal development, competency, performance and productivity are all dependent on how much trust people have in their organization and vice versa.
Building trust is not an easy task it takes a culture which is totally based on values, honesty and commitment.

Here are some factors which can help to build trust in long term:

Communication
Management needs to believe that employees should be well informed about the present operations and future direction of their organization. In most instances, information should be available to all employees, rather than on a ‘need to know’ basis.
Organizing regular Town Hall meetings to inform employees about current results, upcoming events and to share success stories also benefits the flow of communication.
Clear communication of Vision, Mission, and performance standard is also very vital for the best results. In many organization I have sent that you talk to people and they don’t even know about the Mission Statement of the Organization, in that case how will they team their individual goals with organizational goals, and the result would be either non performance or performance for achieving ones personal goals only. How will company benefit in that case? Hence it becomes very crucial for the Organization to remove the gaps in communication and trust their employees.

Empowering employees
To achieve employee participation, many organizations improved their decision making process by replacing the traditional hierarchy with team structures.
Surround yourself with people of integrity, and get out of their way. In my adult years as a manager, Bob Galvin, the former CEO of Motorola, was my most influential leader. He told me, ‘A good leader knows he is doing a good job when he knows with certainty that he can say yes to anything his staff asks and feel totally confident that they will do the right thing.’ If you surround yourself with the right people who have integrity, and they all understand well the goals and objectives of the organization, then the best thing to do as a leader is to get out of their way. I use this advice quite a bit at work. The right people will feel far more pressure to perform well when they are trusted.” Says Hector Ruiz,
CEO of AMD

By allowing employees to think for themselves, many of these organizations witnessed dramatic improvements in the quality of work produced.

Culture of learning

Many organization recognized that competence is a condition of trust and critical to the goal of being the best within their respective industry. Improving competency requires a culture of continuous learning where people have the viability of asking questions and looking for answers from their leaders.

The leaders have to play a crucial role here, as these are the people who can nurture the team members with a learning culture.

Walking the talk, honest replies to queries, open communication, opportunities for personal development are some of the basic elements of improving the competencies in employees.

Performance Measurement and Recognition
Employees value the organization when he/she knows that their performance is measured accurately. For this an organization needs quantifiable goals and should measure the performance of both management and employees to some degree.
Evaluation of a managers’ performance in three key areas: people management and leadership; continuous improvement and; profitability gives better result.
Some organizations also rely on Positive reinforcement to maximize performance hence giving fewer chances of failures or non performance as gaps are shown at various intervals so that they can be overcome in a timely manner instead of condemning employees at the end of the year.
Getting a pat on the back is the recognition that most employees look for in companies, incentives, bonus are add ons for sure, but there is nothing like a feeling of getting recognition in front of all peers.

Feedback
Within all the participating organizations, regular feedback was given to employees and managers with an emphasis on positive reinforcement. Although feedback was received formally in an annual evaluation, managers are required to provide informal feedback on a daily basis, to ensure that the formal evaluation held no surprises for any employee. Where available, employee surveys confirmed that approach.
A few organizations used employee surveys as a feedback mechanism to:
>> Measure morale and job satisfaction
>> Identify problem areas within the organization
>> Evaluate the performance of management

Hence, Building and maintaining trust within organizations is not a simple or rapid process. It requires a commitment to creating and sustaining a culture that is customer focused, quality driven and respectful of employees.
Unlike organizations that only talk about vision and values, many organizations make them real, building trust in the process. This exercise confirmed that trust is an important element of success for the participating organizations.


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