Page 21 - Plesner CSR UK 2018

Employee satisfaction
Development, satisfaction and collaboration - three aspects of the same issue
OUR EMPLOYEES’ DEVELOPMENT, SATISFACTION AND ABILITY TO WORK ACROSS THE OR- GANISATION ARE INSEPARABLY LINKED – AND BENEFIT EACH INDIVIDUAL EMPLOYEE AND THE RESULTS WE ACHIEVE FOR OUR CLIENTS.
Effective collaboration is basically about getting to know yourself and your collea- gues better. That is why we have for the past three years been working with JTI –
a typology tool for developing managers, employees and teams. JTI highlights the differences and the dynamics that are at play when we solve problems, make decisi- ons, form relationships and give and receive feedback.
During the past year, our focus has been on incorporating the ideas behind the JTI tool into the annual performance review.
“The performance review is about setting development and career milestones, while
JTI is focused on identifying each individual’s strong points and preferred way of learning and cooperating. Hence, the two tools
are interconnected. Knowing each other’s preferred response patterns helps strengthen the dialogue between manager and employee and makes it easier for the manager to support his or her employees through change and development”, says Mette Lock Carlsson, Head of Human Resources.
New and different dialogue
Experiencing progress in their personal
and professional development is crucial to the job satisfaction of knowledge emplo- yees. We develop when we are allowed to try new things and to test our capabilities. Hence, combining the performance review with JTI can open the door to a new and different dialogue about how we work and plan for success. This could involve daring to seek new challenges, being able to work in a sustained and focused manner, being willing to take a risk or to proactively seek guidance and feedback.
“It begins with ourselves and with realising how we act and which new roads we can take to become even more successful at what we are already doing. Encouraging employees to proceed with what is already working while also setting the bar for their further develop- ment at the right height is one of the manag- er’s key tasks”, says Mette Lock Carlsson.