Recursos Humanos o Relaciones Humanas

En este artículo, The Intangible Things Employees Want from EmployersAnne Bahr Thompson (“Brand anthropologist & cultural observer”), presenta resultados y análisis de su investigación sobre cómo las diferencias culturales afectan las relaciones de las personas con las marcas y ha demostrado que fomentar las relaciones fieles de los empleados hoy no es diferente de cultivar clientes leales. Presenta el modelo ” me-to-we continuum ” 


Si bien indica que pocas empresas se destacan en los cinco puntos del modelo, las mejores compañías se mueven a lo largo del amplio espectro del mismo.

“Ya no es suficiente simplemente satisfacer las necesidades y deseos individuales de los empleados – las empresas también deben actuar de manera más amplia, abogando y trabajando en los problemas del mundo que preocupan a los empleados”

A continuación detalla qué pueden hacer las empresas y como tomar acción a lo largo de dicho espectro ( orientando las acciones hacia lo que las diferentes generaciones -Baby Boomers, Gen Xers y Millennials- están buscando de su empleador)

Si bien en el link pueden ver el articulo completo, copio textual dichas recomendaciones, en caso el mismo sea removido


1. Trust—Don’t let me down. Baby Boomers, Gen Xers and Millennials first and foremost want to work for a company they trust, one that lives up to its promises and delivers value to them individually (the “me” proposition). For participants in CultureQ research, fair salary and benefits are the basis of trust in the workplace, and the starting point for any company looking to create a better employer-employee relationship. Policies that ensure people get regular acknowledgement and praise for a job well done are also critical to promoting a more trusting, positive, healthy, relaxed and less-stressed work environment—for all generations.

2. Enrichment—Enhance daily life. Work-life balance (increasingly recognized as simply “life balance” in our 24/7 technology driven environment) rated high across all employee groups, but different cohorts want different things (the “mine” proposition on the continuum above). Baby Boomers look for recognition of their individual strengths and skills, and accountability that fosters pride in a job well done. Gen Xers seek friendly employers that help them to achieve their goals by simplifying their personal chores and making routine tasks easier to accomplish. Millennials yearn for employers that focus on their personal development and well-being: supportive managers, not faceless bosses; rewards for good ideas; egalitarian organizational structures; fully funded professional and personal development programs; and project assignments that vary their work experience.

3. Responsibility—Behave fairly. All people expect their employers to treat others fairly, behave ethically and be proactive in their business practices—toward their employees, suppliers, business partners and other stakeholders (the “our” proposition). This doesn’t mean you have to have a perfect brand reputation. Indeed, Baby Boomers, Gen Xers and Millennials all respect and become fans of businesses that exhibit human traits and are honest about their shortcomings, providing you have not been duplicitous and are making a concerted effort to improve.

4. Community—Connect me. The company we work for is a badge of sorts, signifying who we are and what we’re about to our family, friends and people we meet in general. A sense of “belonging” and working in a culture that mirrors our values has always strengthened employee engagement (the “us” proposition). While Baby Boomers seek to work alongside teammates and Gen Xers look to form friendships with coworkers, Millennials aspire to spend time—physically and virtually—in a cohesive, supportive and enriching environment. They endeavor to connect with friends who share their values and interests, not just career stages, job functions or organizational departments.

5. Contribution—Make me bigger than I am. People want to work for companies that contribute to the communities they care about and help to fix society’s worries, provided that they do not do so with overtly political intentions. They yearn for their employers to advocate on their behalf and focus on the issues that matter most to them. In the absence of trusting government to solve their personal problems and society’s challenges, Baby Boomers, Gen Xers and Millennials all look to the companies they work for in same way they look to the brands they buy—to help them achieve their ideals.

Instead of developing one-off social responsibility initiatives or even cause marketing campaigns for employees, consider how you can support a sense of shared responsibility (the “we” proposition) across the business and thereby engage employees in more meaning.

Treating employees as customers is not a new idea. However, the difference between human resources and human relationships is significant. Supporting employees across the me-to-we continuum encourages more holistic relationships between employees and employers. It enables employees to achieve their full potential based on mutual understanding, mutual respect, mutual reliance and mutual benefit thereby cultivating more loyal connections.



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