Why do companies shy away from humanized management and the strengthening of purpose beyond business? Because they don’t put people at the center, based on bonds of respect, care and appreciation.
A survey by USP on the Humanized Companies in Brazil project, carried out just over two years ago and which heard thousands of companies, employees and consumers, attests that this management model recognizes more the wishes of workers and encourages them to be passionate about what they do and by the companies.
The survey confirms that humanized management brings competitive advantages such as greater attraction and retention of talent, improvement in the climate and levels of productivity, closer relationships with partners and greater end-customer satisfaction, in addition to profitability that can be double that of conventional.
In times of pandemic, examples of humanized management reveal inspiring organizational cultures and selected and/or developed leaders to convey confidence in the level of responsibility, maturity, protagonism and performance of employees.
In humanized management, leaders seek to be influential in achieving greater balance between personal life and career. When engaged in social responsibility, they awaken everyone around them to world-changing agendas.
These leaderships instigate equality: treating everyone the same. As well as equity: looking at differences taking into account what each person needs to generate opportunities.
Leaders with more humble attitudes, close to employees, open to dialogue, active listening, learning, non-violent communication, constructive criticism (including against protocols and rules), sharing experiences and even decision-making gain credibility for professional capacity and good character. They accept moves to change the way they do it, as long as it’s for the better! That’s what matters before any hierarchy or vanity.
This context calls into question management based on command and control, as well as employees who submit to acceptance, without discernment, common sense, autonomy, organization and the ability to propose solutions.
The professionals most in demand today have more access to information and must be able to adapt, resilience, flexibility, support diversity and greater exposure to risks. That’s where innovation comes from, inclusion grows and people engaged in the company’s purpose.
As much as the demands are complex, unpredictable and require agility, with actions and reactions almost always in real time, the genuine concern for the other, cooperation and the sum of expertise must be disseminated.
When everything is faster, due to technology, and the hybrid work model (part in the offices and part at home) is made official, empathy, efficient communication, team integration and physical, mental and social support are essential .
Humanized management depends more on sensitivity initiatives than on budget. Research what employees expect from the company, promote roundtable discussions about the impacts of the pandemic, adopt more communication and endomarketing campaigns, expand guidelines and well-being practices, form support groups for women’s empowerment and diversity, review the benefits. Do what you can for a legacy beyond institutional boundaries.
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