Viewing training as an investment seems to be the exception rather than the rule. Given this and the fact that UK businesses alone are estimated to spend over £50 billion a year on training, it is no wonder that management is so ready to ditch it. It could not be otherwise. That is why the time has come to measure and increase the ROT.
Ultimately change requires vision, and vision is the initial prerogative of few. It is the visionary who conjures a different future. Yet,without entrenched power, they must win “popular opinion” to realise it, because the majority only accept the need for change when the status quo becomes unbearable.
Just imagine how you could transform your results if you could:-
Inspire you people towards a common goal;
Enable them to stretch themselves to fulfil their own potential in the process; and
Collaborate effectively to achieve that common purpose.
My model of employee ownership provides the framework to create this.
So beware prejudice governing you and your actions. Even more importantly, ensure prejudice is not stifling your organisation. Make sure all your people have a clear vision of what you are trying to achieve and that they listen and help one another “to be the best they can be.” After all, isn’t that what personal fulfilment really is? And that is the best guarantee of organisational success.
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Ownership will help your people personalise success and fulfilment within the context or their work lives and thus more likely to optimise their contribution to the organisation. While it might not make them great, it will help them feel part of something worthwhile. You simply need to remember that, “The more fulfilled people you have the more successful they will feel. And the more successful people your organisation has, the more successful your organisation will be.” Perhaps even great!
Employee engagement provides a convenient heading for describing what you need, and some solutions for what can help. But unless you provide a framework that addresses both employees’ immediate and future needs your efforts will be doomed, and you will experience the same lack of strategic success that Harvard and Fortune describe.
By offering employee ownership without equity the Zealise model provides a solution to all these limitations. It also offers an integrated participatory management approach that will ensure ownership in more than name and create the empowerment so essential to its ultimate success.
The 3 P’s – Product, Process and People – are defined as the key elements of any organisation. Yet service is an integral part of product – and even THE product in a service organisation – while process also necessitates some human intervention somewhere along the line. This means that people are actually key to all three elements. Surely, this has to make people your most important asset.
In which case it seems imperative that you should account for, manage and treat them as such.