How to fix revenge quitting and other issues

Creating a healthy and productive work atmosphere falls upon the manager and peer relationships, writes Bhima Rao

Interaction is of utmost importance in an organisation. It occurs in various ways and differs from organisation to organisation. Organisations formulate policies and devise processes and structures to engage with employees. It is typically communicated through vision and mission statements, defined goals, circulars or guidelines, meetings, conferences, or workshops, at both the top management and departmental levels. The purpose is to maintain constant communication with employees.

Both concepts of employee engagement and employee empowerment aim to develop a conducive work culture, build trust and respect for every individual, provide employees with closure, and foster a sense of bonding between employees and the organisation. How are these concepts executed, sustained for a longer duration, and, most importantly, how do such initiatives touch the hearts of employees?

Recently, a nonstop debate has been ongoing about working 70 to 90 hours per week. The response we hear is more NOs than YESs. Several studies have depicted that it can create mental health issues and lead to a hostile work culture. Creating a healthy and productive work atmosphere falls upon the manager and peer relationships. Interpersonal relationships among team members will pave the way to achieving higher goals and staying longer in the organisation.  Likewise, employees should work with a purpose, have passion and pride in their work.  

The new trend these days is 'revenge quitting'. Employees are leaving their jobs due to frustration, a lack of recognition, low pay, poor work-life balance, and a sense of being an orphan in a larger organisation. Revenge quitting shows their anger due to non-recognition, unrealistic work demands, and total failure of the relationship. There is a saying that“ Most employees leave their Manager but not the organisation.” Youngsters are bold enough to express their reasons for stepping out and are not hesitant to share them on social media. They are not only quitting but also giving a warning to others. 

A "personal touch" in an organisation means creating a more human and personalised one-to-one bond with employees. Go beyond organisational rules and procedures and show genuine care and understanding. It may be through small gestures, attentive listening, and remembering individual details. A personal touch means taking genuine actions to create a bond or provide elaborate support that makes employees feel individually valued, ultimately building stronger relationships and fostering loyalty.  

In the past, a few things were working out well. Employees were loyal to and aligned with organisations, trusted, and felt a strong sense of belonging. A culture of caring and relatedness was also felt to be high.

In most companies, employees worked for a lifetime and had a good feeling about their organisation. In Japanese organisations, the Supervisor is the sole representative of management and has a deep connection with employees, extending support both in work and personal life. He was the first person to understand the employees' feelings, problems and vulnerability. Based on understanding, the supervisor extends constant support to employees.

With all the new technology and faster communication modes, it is imperative to redefine or reset the relationship between the organisation and people. Front-line managers need to adopt a collaborative approach and work together with employees. Be with them at times of joy and during troubles or critical situations, both at work and beyond. Employees expect a conducive work culture, security and mental health. Managers should be observant, sensitive to employees' needs, empathetic, appreciative, and engage in face-to-face interactions to foster emotional bonding. This is particularly important in the case of new employees, and providing them with handholding for an initial period of two years is crucial.

Here are some tips for developing a personal connect:

Individualised attention: Recognising and addressing each person's unique needs and preferences. Understand their strengths and weaknesses. 

Meaningful communication: Going beyond transaction interactions to actively listen, provide feedback and express appreciation. 

Understand them as a whole: Understand their personal milestones, interests, difficulties, and challenges faced, and always show genuine care. 

Open communication channels: Creating an environment where employees feel comfortable approaching Line Managers with their concerns or ideas. Remove fears and demonstrate a democratic leadership style.

Invite family members to the workplace: Provide an opportunity for them to visit and explain the goals, company policies, and practices.

However, be cautious and avoid forced or superficial gestures; genuine care and effort are essential. Be mindful of personal space and privacy while initiating a connection. Consistency in action is crucial and ensures that everyone in the organisation is actively contributing to a personalised experience.

When employees feel valued, understood and provided a path to higher morale and productivity, it fosters a sense of community and belonging within teams. Employees feel more comfortable sharing ideas and taking risks. Overall, the personal touch will stand as a strong reinforcement to bring positivity in organisational life. Lastly, Managers should demonstrate that they are living by the values they preach.

(The author is a human resource adviser and trainer)