Relationship management and employee result

What Is Employee Relationship Management? |

relationship management and employee result

The employees relationship management has emerged as one of the employee centered values, the aforesaid technologies can result in. Employee relationship management is a process that companies use to effectively as well as carefully monitoring the results of more formal assessments. Employee Relationship Management and its Effect on Employees .. result on employee productivity and overall corporate culture (

ERM is viewed as an advantageous approach since it offers mutual values both for the employees and the management. It provides the employees the greatest possible satisfaction of their individual needs, while the increased attraction, retention, motivation and performance of employees are values which become available to the management.

Employee relation refers to the total relationship between the management and the employees in regard to the establishment of conditions of employment. Although the two areas are similar, industrial relations usually refers to the resolution of conflict between the management and employees, while employee relations is an approach which incorporates all the issues in the management—employee relationship in the workplace which also includes recruitment, equal opportunity, training and development, and organizational structure.

It involves maintaining a work environment which satisfies the needs of individual employees and management, improving employee morale, and building organizational culture.

From the employee relations perspective, an employee is an asset rather than a cost, and open communication and goal orientation are encouraged. It is accepted that legitimate differences exist in workplaces, but the aim is to reduce conflict through effective procedures and relationships.

An effective employee relation involves creating and cultivating a motivated and productive workforce.

  • Determining Employee Needs
  • Identifying Objectives
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Employees are motivated from within, since the management help to nurture the type of environment where employees thrive, enabling the organization to outperform the competition. Organization with effective ERM is continually examining ways to improve competitiveness and profitability.

Central to these objectives is the effectiveness and efficiency of its employees. The organization seeking to improve performance uses its employee relations processes to i encourage an effective team of employees as a way of adding value to all areas of its organizational performance, and ii focus on using specific strategies to retain, reward and motivate effective and skilled employees.

Employee Relationship Management

There are four critical components for achieving effective ERM in the organization. These are i the employee relations strategy, ii management capability, iii the employee voice, and iv internal communication. Through this strategy, it is vital that the management defines the employee relations climate it wishes to create and maintain in the organization.

Management capability also has to be a priority which ensures that employees are motivated on a day-to-day basis by their immediate line manager.

To support this, having an effective and credible way of listening to employees and acting on what they say is another vital component towards creating a healthy employee relationship climate. Maintaining a two-way dialogue is equally important, and creating the right type and range of employee voice is as relevant.

Also, meaningful internal communication is a key to bringing the employee relations strategy to life. It is quite often that the management either over communicates, or fails to communicate enough.

Also, channels of communication are often outdated and the right language for the audience is rarely used. The core issues which need to be looked into by the management for ERM Fig 1 are as follows.

Communication — Open communication between the employees as well as between the management and the employees is very vital. Transparency in communication is also very important for a healthy employee relationship management. When employees feel that they are not being heard, they become frustrated which lead to their lower morale.

Conflict management — When any problem arises, it is necessary for the management to go into the root of the problem. Finding the basic reasons of the problem and removing them, is important for the handling of the problem. Removal of the conflicts between employees and the management is a fundamental aspect of the ERM.

Group activities — Group activities at the workplace are to be encouraged. Individual employees are to be motivated to work together probably in a group so that the comfort level increases.

The more the employees interact, the more they get to know each other and more they come closer to each other. They develop behaviour where level of cooperation and trust is high.

What Is Employee Relationship Management?

It helps in meeting of the targets and the deadlines. If employees of the organization have the feeling that they are a valuable asset for the organization based on their work, as well as their abilities provide the organization important ideas and offer input for the improvements in the organizational performance, and they have enough opportunities for their growth within the organization then a positive work environment gets created within the organization.

Management is to support this aspect of the ERM so that the organization performs well in the competitive environment.

relationship management and employee result

Conducting employee surveys is a useful tool towards reaching a beneficial level of ERM since they provide an opportunity for candid feedback and analysis which is not achievable in typical feed-back communication. Improved quality and productivity linked to motivation can be achieved through training, job rotation, job satisfaction, participative management, performance appraisal, and career planning and development. Appropriate policies on these issues improve satisfaction of the employees in the organization hence improve the ERM status in the organization.

Trust — Trust is a critical variable influencing the performance, effectiveness, and efficiency in the organization. It is considered one of the most influential variables on organizational performance.

Trust can grow, decline, or even re-emerge over the course of a relationship. As the length of a relationship increases, employees have more opportunities to observe and learn about each other. Trust normally consists of two elements namely i integrity, and ii reliability.

In ERM trust has a major role to play since it determines the level of reliance one can place upon his colleague and confidence in the relationship with him.

relationship management and employee result

In fact, trust is a key relationship element. Communication — Communication is very important for the organization since it has a big influence on the ERM. It serves as the coordination link between the employees and the organizational functions.

Ongoing, frequent two way communication is one of the most important components of a comprehensive ERM strategy. Interactive communication, both giving a message and actively listening to what is being said in response builds trust between employees or between employees and the management.

Employee relationship management - Wikipedia

Communication in the organization refers to the extent to which the organization informs employees about important issues in the organization. Such important issues include organizational policies, values, mission, strategies, competitive performance, events, cost data, and changes which affect the organization and the employees. Organizational communication can be done either formally through formal structures or informally by means of unstructured procedures.

However, informal communication is more credible than the formal one as it allows team flexibility, open discussion, better flow of ideas and greater efficiency and productivity. Communication with employees strengthens their identification with the organization and creates organizational solidarity due to trust among employees or between different departments.

Leadership style of the management — Leadership style of the management is considered a factor which has a major influence on the ERM and hence on the performance of the organization. There are many styles of leadership. Shared goals and values — Shared values is defined as the extent to which management and the employees have beliefs in common about what behaviours, goals, and policies are important or unimportant, appropriate or inappropriate, and right or wrong.

The essence of a shared goal is that it is a reflection of connection among employees and management towards an important undertaking. It is a good idea to find out directly from employees what their needs are. You can do this in one-on-one conversations that take place informally throughout the year, during formal employee evaluation meetings and through surveys and polls that can provide a quantitative indication of employee needs. Balancing Work and Life Needs There is a widespread recognition in the 21st century that effective employee relationship management requires consideration of the whole employee.

That means taking steps to ensure that the employee's work-life needs are well balanced.

relationship management and employee result

This can occur through creative staffing that might involve part-time, flextime or even off-site work assignments. Open, Honest Communication Communication is critical to establishing strong employee relationships.

Managers must be committed to communicating regularly and honestly with employees about the issues that impact their work. The more open organizations can be, the more likely they are to establish strong relationships that lead to increased loyalty and productivity among employees and decreased turnover and dissatisfaction. Measuring and Monitoring Results Effective employee relationship management requires ongoing attention.

That means that managers and their HR departments should be alert at all times for signs of discontent, which can be subjective, as well as carefully monitoring the results of more formal assessments. These results should also be shared with employees.