Secondly, he said, organisations that have committed employees are dedicated to high individual and organisational performance.
“They create standards of behaviour and performance and hold people accountable for them,” Beer wrote.
“They recruit, select, evaluate, promote and terminate people based on their alignment with company purpose and values.
“Though they value bright and competent people and try to hire the best in a given field, their recruitment and selection process starts with an assessment of the individual’s character, and their alignment with company purpose and values.
“Managers are trained, developed and evaluated to lead people in accordance with the human values top management espouses.”
Thirdly, wrote Beer, companies driven by values of commitment, teamwork, caring and fairness prevent organisational hierarchy from undermining performance.
“Employees are given a voice through a number of means—employee surveys, open employee forums and open door policies,” he said.
“And when circumstances demand layoffs and cost cutting, senior management takes a significant cut in pay.”
His final suggestion was that high commitment companies work hard to maintain that culture.
“They realize that protecting it is as much of a challenge as building it in the first place,” Beer said.
“Several types of practices help to keep a company and its many leaders on the journey.
“Employee engagement surveys can help assess alignment of leaders’ multiple business or geographic units with company purpose and values.”
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