Ritualizar la vida: Re existencia poetizada

It is not so long time ago, when companies went through the consequences of economic crisis. Companies introduced various economy measures and cancelled employees’ benefits. At the same time these measures requested the highest tax in the form of layoffs to maintain a balance between desired and actual needs. Also some companies abused situation for various reasons. In Slovakia, the unemployment rate was rising sharply and in the labour office found themselves also well qualified people, in which the company previously put resources for their training and education.

Currently, when expectations of economic situation are very uncertain and forecasts suggest more far-reaching consequences, that the situation, from couple years, will be repeated. Companies, to protect their valuable resources such as experts, knowledge, experience, staff-turnover, should start to take care of their employees and create them pleasant working conditions. Therefore it is necessary to realize as soon as possible, that proper management of human resources affects not only their financial management but also financial incomes, by improving the work and labour productivity also affects the amount of costs. The question is what tools and methods can be used to exploit the potential of employees, reduce turnover and improve the efficiency of operations and processes in the company. In our companies are still relatively new and not established tools such as coaching, mentoring and 360-degree feedback. Also it is necessary to improve motivation and management.

1. EMPLOYEES IMPORTANCE

During the crisis, when the unemployment rate is high, employers are not afraid of leaving their employees. They think that when unemployment is high, their staffs do not find another job. However, they are very wrong and do not realize the consequences of their actions. Even though unemployment is high, highly qualified and skilful employees can find another job during the crisis. If they cannot find a new job during the crisis, at the first occasion, as circumstances change in the labour market, they will find it and even average employees will leave if they are not satisfied in the company.

Employers do not realize what costs they incur because of staff turnover. Fluctuation generates the following costs:  costs of hiring a new employee- include the costs of publication the advertisements, interviews, assessment

canters, recruitment agencies and head hunters,

 costs to integrate the new employee- are cost of the adaptation process as training costs and courses, part of employee’s salary who is training new employee and cannot carry out work properly, the cost of repairing defects caused by new ones.

 additional costs- costs to cover vacant job or decreased productivity, losses due to reduced new employee’s productivity, loss of know-how, loss of customers.

When the company calculates it all, the additional cost can be 50-75% of annual salary, and some studies suggest up to 200 % of annual salary. Most managers think that the main reason of increased fluctuation is money but the reasons are:

 annoying, arrogant manager with who is difficult to cooperate,  hostile work environment and team,

 employee is unable to fulfil their potential and abilities,

 there is no possibility of career development or the employee is not informed about this possibility,  employee’s performance and rewards are not adequate and fair,

 employee is not adequately valued and motivated

Hidden costs also occur when an employee is dissatisfied in their company. Discontent employee may cause losses in the form of reduced performance, deterioration in work atmosphere and motivation, the outflow of clients and the reduction of incomes, increased absences. At the same time company is losing new ideas, improvements, innovations, opportunities, etc.

To reduce the fluctuation costs and increase performance of existing staff it is necessary:

 efficient exploitation of human potential- hence all knowledge, skills, qualifications, behaviour patterns, values and motivations that are found in the company,

 stabilization of employees- the key factors are identification with company, credibility of managers, respect and trust in employees [1]

Enterprises can expect from investments in their employees not only reduced fluctuations, stabilization of staff but also increased productivity, performance, flexibility, involvement and innovations. Even though companies spend a lot of money to various motivational and educational programs, studies show that these resources are not spent effectively:

 only 20 % of employees has a tendency to work more than is required,

 66 % of employees contribute to the business targets less than 33 % of their potential,

 employees’ involvement to work in the first year is decreasing and falls sharply with increased number of years in the company,

 more than 30 % of employees do not care if company is doing well and prospering, providing that they receive pay checks on time,

 up to 65 % of employees is actively looking for a new job, it can be assumed that it is mainly those employees who want to work and in the labour market is interest of them,

 most of the employee would be able to perform its current daily output for the 3/4 of their working time. [2] To streamline business, companies could start using not too expensive tools such as coaching, mentoring and 360 degree feedback. Of course there should be a focus on motivation, change in approach of managers and leaders too.

2. COACHING

Coaching is relatively new and is mainly used in the larger and international companies. However, we often encounter the erroneous understanding, interpretation and application of it. Coaching can be defined as:

"A process, that enables learning and development to occur and thus performance to improve. To be a successful a coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place"[3]

"Coaching involves dialogue between a coach and a client with the aim of helping the client obtain a fulfilling life. This is achieved by helping the client establish what is important to them and by clarifying their values. With the client’s input the coach co-creates value based goals and a plan to achieve them. Through collaboration, the coach supports the client to achieve these goals." [4]

A coach is someone who accompanies on the road to find an expert inside ourselves. Coaching may be informal, but must be planned. In order to be effective coaching, as far as possible, should be done as part of the future development of which will benefit not only employee but also the company itself.

The targets of coaching are:

 help employees to realize how they perform they work, where is improvement necessary and what they have to learn,

 initiate managed delegation to the practice can delegate new tasks or expanded work area, to provide the necessary guidance on how tasks should be carried out and track performance in carrying out the work,  enable managers and workers to exploit any situation arising as opportunities for learning and education,  enable an opportunity to provide leadership in how to perform specific tasks, but always in such a way that

employees find it by themselves. [5]

Coaching will help to increase employee motivation, performance, feedback, effective management of organizational processes, work environment and organizational culture. When managers become coaches by themselves, it will help to

improve motivation and increase efficiency, they can operationally detect the needs of subordinates and can direct them to be able to improved performance.

3. MENTORING

Frequently there is confusion between the terms of coaching and mentoring because they use similar techniques and approaches, but the main difference is that the mentor is learning and the coach is helping to learn. Mentoring can be defined as „Mentoring is a developmental partnership through which one person shares knowledge, skills, information and perspective to foster the personal and professional growth of someone else. We all have a need for insight that is outside of our normal life and educational experience. The power of mentoring is that it creates a one-of-a-kind opportunity for collaboration, goal achievement and problem-solving.” [6]

Mentoring is an intense relationship that involves listening without judging, design alternatives, offering solutions and feedback and appropriate teaching techniques and tools. The mentor’s role is to assist the employee to achieve improvement. Mentor does not preach at, but try to listen and ask questions that stimulate deep thinking. Mentoring is based on trust in mentor and the willingness to educate. The main objective of mentoring is to develop employee’s career by transmitting mentor’s knowledge and experience what contributes to the transfer of know-how. It also involves enhancing personal effectiveness, employee performance and adaptation to corporate culture and colleagues.

The main benefits of mentoring are:  increases motivation,  increases employees loyalty,  develops and maintain a talent,  contributes to networking,  accelerates adaptation,

 shortens the time to solve complex tasks,  support the achievement of career goals,  preserves and shares know-how,

 staff development and thereby increased performance and productivity.