How Can Management Inspire Junior Staff to Align with Our Vision and Mission?

I am preparing material on how the approach of management should be to develop our junior-level staff employees to change their outlook in line with the vision and mission of management.

SANTOSH

First, the management has to outline its mission, values, and vision. The top management must show that their actions are in line with the vision, mission, and values. The selection of employees would be done in a manner that they will get molded as per the company's vision, standards, etc. Frequent interactions with employees and reiteration of what the company stands for will help employees align their activities in line with what the company wants.

How do junior-level staff employees view the management approach?

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In organizations, understanding how junior-level staff employees perceive the management approach is crucial for fostering a positive work environment and enhancing overall productivity. Junior staff members are often the frontline workers who directly interact with customers, handle daily operations, and execute tasks as per the management's directives. Given their pivotal role, it is essential to gauge their perspectives on how management approaches various aspects of leadership, decision-making, communication, and support. By gaining insights into their viewpoints, organizations can tailor their management strategies to better engage and motivate junior-level staff, leading to increased job satisfaction and performance levels.

Please provide your thoughts on the same.

I am preparing materials to organize training on the same, which will be able to help junior-level staff develop themselves.

As mentioned by our learned professional, Mr. Nathrao, most of the factors are linked to an organization's vision, mission, values, etc. Recently, another trainer and I conducted a training cum assessment program where a few of the most important factors were distinctly lacking, such as proper communication, open dialogue, and clarity regarding roles and responsibilities (between seniors and subordinates). Mentoring, guiding, and coaching by seniors were also areas of concern. Where distance needed to be maintained, it was absent, and where proximity was required, there was a gap, and so on. These could be general factors prevalent in all organizations. Even diagonal communication (i.e., between two verticals) was lacking, according to feedback provided by participants.

Best wishes

Can you please elaborate on these points before expecting actionable and valid suggestions from this forum (disregarding the remarks and suggestions of Nathrao and Sundaram)?

Vision and Mission of Management

Without discussing 'what this means,' please confirm the basis and who provided the inputs for this. Was it just the management? If yes, it indicates a 'take-it-or-leave-it' attitude by the management and is a certain way to ensure or encourage non-compliance by the employees, regardless of the duration or level of training you conduct.

Industry Sector

You have not mentioned which sector your company is in. There are many aspects and factors that are industry-dependent and have an impact on the formulation, adaptation, and compliance of company vision/mission statements.

Objective of Current Effort

Since you mentioned that the objective of the current effort is "preparing material to develop our junior-level staff employees," I assume there already exists some sort of vision/mission statements/document. Could you share it here? This would enable the members to provide more focused suggestions. Based on your one-line post, all one can offer are very generic suggestions that may or may not be actionable in your case.

Regards, TS

It was a bit long to reply, since I was not able to come to this forum. Sincere apology.

Our purpose is to develop every individual who is in the learning stage of the career, which helps them to cultivate a disciplined working attitude and ultimately achieve a successful career. Ours is a beverages industry.

My points are very clear about preparing a slideshow to help them understand the behavioral changes they should adopt during the initial stages of their career.

Senior members have already given you their views on Vision, Mission, and Values, and hopefully, you are working on that as per your company's needs. You have not answered some of the questions that have been raised. Please respond to facilitate meaningful two-way communication.

Goals, KRAs, and KPIs

Having considered Vision, Mission, and Values, which are all part of the management initiatives, you need to consider the relevant parameters for which employees are responsible. I am referring to Goals, KRAs, and KPIs. Authors like Stephen Covey have extensively discussed an individual's Vision, Mission, Goals, and the integration with one's life. You also have many posts highlighting how to create Goals, KRAs, etc. Both the above are available in the Cite HR archives. Please search and select what is suitable for you.

Regards, V. Raghunathan