Tuesday, April 24, 2018

Study Reveals Employee Support, Empowerment is Good Business Strategy

By on December 15, 2017

SAN JUAN– Employees who feel supported and empowered to present ideas about innovation in their companies result in businesses that can better adapt to market changes, as was revealed in the study “Differentiating your business through excellence that leads to success.”

The study was part of publications presented this week at the Annual Convention of the Society for Human Resource Management Puerto Rico Chapter (SHRM).

Eddaliz Berríos of Aon; Heriberto Ginés, director of Human Resources for Toyota; and Jennifer Zapata, president of SHRM-P.R. (Courtesy)

Beyond the work environment, it is also important for employers to keep employees motivated with monetary benefits. This includes being able to offer competitive salaries, explained Heriberto Ginés, director of Human Resources at Toyota Puerto Rico, which was one of the companies in the study’s survey.

“At the end of the day, what we want to share are success stories,” said Eddaliz Berríos, a spokesperson for Aon, who works for the company that was in charge of the study. She explained that the study, published in HR Trends, seeks to help human resources workers visualize the transition from theory to practice.

Berríos argued that the strategies presented in the study apply to all types of companies regardless of the number of employees or company income level. That is why the study sample includes emerging companies such as Mr. Paleta and larger companies such as Toyota Puerto Rico.

To strengthen the analysis, Aon researchers compiled studies from which they collected data from both Latin America and North America.

Regarding empowerment, the study indicates that creating work environments in which employees feel their ideas are considered and influence decision-making are vital.

Under the theme of empowerment, the study indicated that eight of 10 employees in companies that are classified as “best employers in Puerto Rico can choose the best way to do their job.” However, it also explains that companies must communicate “clearly the values and standards of conduct that drive its results.”

Likewise, how employees perceive the allocation of their company’s resources affects their feelings toward their workplace. Berríos explained that although HR is among a company’s three largest expenses, eight of 10 employees are pleased when they perceive the company quickly allocates resources for new ideas.

Employees’ feelings about their company are not only dictated by their treatment and the resources they receive. According to the study, the best employers in Puerto Rico have a workforce in which nine of 10 employees “perceive their company as socially and environmentally responsible.” A similar proportion of workers are maintained in companies in which employees “feel that leaders in their company transmit enthusiasm about the future.”

In addition to the study, Ginés explained Toyota’s postulates when implementing strategies in the area of human resources. As he said, “all successful companies are clear about the importance of people,” so they look for internal planning to be one that can maximize the potential of their work team.

The human resources strategy has to start with the methods that allow to recruit the right people for the positions, and after hired to keep them challenged. But in addition to the internal environment in the company, Ginés stressed that it is also important to address the financial aspects in the right way.

“I have to ensure that their basic needs are covered. I have to ensure that [the employee] has a good salary, competitive, good benefits. That they have the peace of mind that I have that basic need covered,” he said.

Finally, Ginés argued that company leaders have to be people who can solve problems and create the right environment because they can “create or change the work culture of the company.”

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