By Ron Thomas
As we close the doors of 2019, the prognosticators have all given their respective thoughts on what is coming into focus for the year.
These are all great readings, but if you have lived long enough, you know that no one knows.
All organizations have put together their various strategies for either getting back into the game, moving to the next level, or something similar. Some of those strategies will be called into focus as the year progresses. It is like the brand statement for one of the US Telecom [Verizon] and their slogan — “Can you hear me now?”
In my recent readings, I came across an old article from Samuel Palmisano that spoke to IBM Strategy as he was departing as their CEO
In the article, Palmisano mentioned that he focused on four key questions to drive strategy and growth when he took the helm of IBM.
4 questions for business excellence
He says his guiding framework boils down to four questions:
- “Why would someone spend their money with you — what is unique about you?”
- “Why would somebody work for you?”
- “Why would society allow you to operate in their defined geography — their country?”
- “Why would somebody invest their money with you?”
4 Questions for HR and Senior Executives.
As I continue to read over these questions and marvel as to how these four powerful questions would frame a conversation about any organization. To me, the most powerful question in the group is the simplest — “just why would somebody work for you?” I would love to pose that question to any senior-level executive as they embark on their 2020 Employee Strategy.
Just imagine during the interview process if his question was posed to the interviewer, whether that is the recruiter, hiring manager or senior executive.
“My question is why should I come to work for your company, what makes your organization so unique from a people prospective?”
And your answers are…?
In some companies, it would result in a deer-in-the-headlights look from the other side of the table, and probably, that powerful question would not derive a credible answer. But every person that you sit across the table from (yes, including all the employees in your organization) are asking that question in some way, shape, or form.
A low level of engagement in your organization is an incubator for these types of questions. The clarity of specific words may not be formed in this way, but they are hovering around in the employee mindset.
Can you sell your Employee Value Proposition?
This brings me to the most important message that an organization must live, eat breathe and sleep: the Employee Value Proposition. This is the key link to your employer branding. Every organization should not only think through this powerful question but also need to develop a mission statement that specifically focuses on why an employee would want to work with you.
So, what is unique about you and your organization?
- What are the major people’s policies?
- What processes and programs demonstrate the organization’s commitment to employees?
- How does your organization create and sustain employee growth?
- How are you developing your managers and employees?
- Are your employee rewards in balance with an employee’s performance level?
- Is your corporate social responsibility policy telling a compelling story?
People plans need to relate to business strategy
The essence of the Employee Value Proposition should be the central reason that people choose to commit themselves to your organization.
The branding message should be shouted from the mountaintop and used in all recruitment efforts as well as any other opportunity available to tell about your organization’s people strategy.
High performing organizations know that their business strategy is viewed through the prism of their people strategy. Going forward into this New Year, there is simply no other way to get to your prescribed destination.
So, if you can’t answer the question as to why somebody should work for you, you may want to go back to the drawing board.
Believe me, everyone will be listening to your response.
About the Author:
Ron Thomas is the Managing Director of Strategy Focused Group an international consulting firm based in Dubai. He is a visiting executive faculty member at the Global Human Resources Leadership Institute at Howard University School of Business in Washington, DC. He is also a senior faculty member of the Human Capital Institute, covering the MENA/Asia Pacific & Africa Region.