Most managers want to empower their workers, but reality can get in the way
Que: What do you think about the Google model of HRM, with its flexible work schedules and employee empowerment? (Armando Castilla, Monterrey, Mexico)
Ans: The first answer to your question is easy: We think Google’s flexible work schedule policy, which freely permits employees to work offsite and encourages them to use one day a week to explore any kind of “what-if” project that interests them, is fine and probably harmless, if not completely predictable. After all, Google is not the first young, fast-growing, highly profitable company to tell its employees that work shouldn’t feel “corporate”. It’s practically a Silicon Valley tradition. Likewise, it’s practically a tradition for such policies to ebb somewhat when, and if, growth and profits slow. The second part of your question – about empowerment – strikes us as more complicated. We support empowerment; everyone knows that managers should give their people the freedom to make decisions and take risks. But in our experience, empowerment is one of those organisational concepts, like “creative destruction” and “collaborative work teams” that in time, as books get written and consultants move in, starts getting surrounded by more hype than honesty.
As an antidote, we offer three hard facts about empowerment, none should lessen its worth, only clarify its reality: In “normal” companies, empowerment isn’t granted to everyone equally, it’s earned by performance
Obviously we’re not talking here about Google, with its abnormal (although very admirable) success, and the big fat margin of error that success provides. We’re talking about regular companies with average growth & profitability, where with few exceptions, managers give people the leeway to experiment with big new projects only after they have demonstrated that they can knock the smaller ones out of the park.
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Source : IIPM Editorial, 2008
Que: What do you think about the Google model of HRM, with its flexible work schedules and employee empowerment? (Armando Castilla, Monterrey, Mexico)
Ans: The first answer to your question is easy: We think Google’s flexible work schedule policy, which freely permits employees to work offsite and encourages them to use one day a week to explore any kind of “what-if” project that interests them, is fine and probably harmless, if not completely predictable. After all, Google is not the first young, fast-growing, highly profitable company to tell its employees that work shouldn’t feel “corporate”. It’s practically a Silicon Valley tradition. Likewise, it’s practically a tradition for such policies to ebb somewhat when, and if, growth and profits slow. The second part of your question – about empowerment – strikes us as more complicated. We support empowerment; everyone knows that managers should give their people the freedom to make decisions and take risks. But in our experience, empowerment is one of those organisational concepts, like “creative destruction” and “collaborative work teams” that in time, as books get written and consultants move in, starts getting surrounded by more hype than honesty.
As an antidote, we offer three hard facts about empowerment, none should lessen its worth, only clarify its reality: In “normal” companies, empowerment isn’t granted to everyone equally, it’s earned by performance
Obviously we’re not talking here about Google, with its abnormal (although very admirable) success, and the big fat margin of error that success provides. We’re talking about regular companies with average growth & profitability, where with few exceptions, managers give people the leeway to experiment with big new projects only after they have demonstrated that they can knock the smaller ones out of the park.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
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