Often ‘core values' and ‘vision statement' does not mean anything to the employees personally. A training program should be aimed at enabling people identify themselves with these. Instead of being merely printed in diaries and on posters these should become an integral part of employees' thinking process.

 

Fulfilling employees' deepest desires by connecting them to the needs of the organization while fulfilling organizational goals should form an integral part of the core values and vision statement of your organization.

 

An employee's deepest desires stem from a unique blend of one or more of the following:

 

What he is good at

When people are assigned the work they are adept at doing, there is no need to motivate them. Being good at one's work is a prerequisite for liking it. For if you don't like your job how can you be good at it?

 

What he loves to do

Connecting the employee's interests to the needs of the organization results in increased output, besides offering a healthy diversion. For example, a finance person having interest in technical matters can assist in preparing feasibility reports of a modernization project.

 

What he feels strongly for

A person with a mission to bring justice to employees or to improve the efficiency of the organization can make tremendous difference if allowed to work in the Employee Grievance Cell or the Suggestion Cell.

 

What he is equipped to do

Organizations decide on suitable slots for employees depending on the assets they are equipped with. For this, organizations must ensure that the purpose they exist for is in harmony with the Big Plan and all their people too are in slots where they can offer their best.