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Labor Commitment

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The commitment is, to some extent, a personal decision (of each employee).

It goes beyond fulfilling the labor obligation, so you can be a good employee without being very committed.

The commitment is born from the interior and provides an extra that leads to excellence, because it involves putting into play all capabilities and doing more than expected.

A committed employee projects his energies to achieve his purpose, that which has meaning for him or her. Engaged people are generous, help others and contribute to creating a positive work environment . They promote the commitment of others.

Wouldn't you like all the workers in your company to be like that?

Engagement Levels

Some studies indicate that commitment is cyclical behavior.

It is a curve that varies at certain moments in working life. Sometimes it depends on the trajectory of each person in the company. At the beginning the levels of commitment tend to be higher and decline over time.

That is why it's essential for the company to remain vigilant, measure all the time and act before it's too late.

A scale could be established that goes from the maximum commitment, the one that all companies want for their employees, to intermediate or low levels, where productivity begins to decrease, affects the relationship with other employees and with customers until finally the Worker leaves the company.

It is in the intermediate levels where a large mass is located that is easy to move. Many employees have never considered whether they are motivated or involved.

That is why it's not necessary for the company to move them towards a step of greater commitment.

The essence of commitment

You can't force your employees to feel committed or remain in your company against their will, but you can provide the appropriate environment for the commitment to occur and create a long-term feeling. We are different and we look for different challenges in life.

However, according to the latest studies, the essence of the commitment is found in three internal pillars common to all people. The first, the purpose, implies that employees understand and share the objectives of the company, what is the meaning of their role in the company and the importance of their role in it.

Second is the degree of autonomy that each employee has to fulfill that purpose.

It has to do with flexibility in establishing schedules, reconciling work and family life and making decisions and taking responsibilities.

Finally there is the possibility of achieving mastery in the tasks we perform and what resources the company facilitates to achieve it.

A final factor that influences decisively is the role of the immediate boss and how the environment creates for the employee so that the three pillars are solid.

Common sense indicates that if you treat someone well you have a better chance of creating a positive impact and that person wants to stay with you.

Excessively authoritarian bosses do not delegate, so they have dissatisfied and immature teams because they do not have sufficient autonomy.

These bosses have no confidence in their people. At the opposite extreme are the bosses who do not set the guidelines for action and allow excessive freedom without having provided a purpose. These leaders generate lost employees, aimlessly, who are not clear about what they should do or for what.

The importance of the communication Everything starts and ends with good communication. If you want to know what motivates your people, you should talk to them.

Simply by asking the question, the springs begin to move, and you begin to create the stimuli, the feeling that the company cares about its employees.

In addition, there is an immediate effect when employees receive the question “how was your day?”. They begin to reflect on their situation and have the habit of providing feedback aimed at how to improve their own situation.

We can all do small things in our area of control that will cause an improvement both in ourselves and in the people around us.

Thus, employees learn to proactively recognize what motivates them and which causes them dissatisfaction.

By observing their own reactions, they learn to change their behaviors and attitudes and to find solutions aimed at creating a better workplace for everyone.

For your part, if you listen and put into practice what you have learned, you will have a good recipe to retain talent.

You will only need to measure with quantitative indicators to assess and detect if your employees are moving in the direction you need.

A system in which you get a daily result related to employee satisfaction does not replace communication, but complements it by providing that value that demonstrates that the actions you have taken have caused the impact you expected.

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