Should organizations recognize and support their employees ?

Recognition for organizational loyalty is a normal expectation of all employees. Some are explicit and demanding about such recognitions and some others silently wait and watch for such good times.  In modern times, recognitions are even sold and purchased for a cost or for other considerations.

On occasions, when they find their due merit or loyalty is not recognized, the employees move out of the organization with a sense of frustration. Or they turn towards aggressive modes of demand through groupism, unions and other such engagements. While a management may have its own perceptions about such recognitions, they should never hesitate to prove beyond doubt that they have an intent, a method and a way to let people look forward. However, some employees with an excellent track record of performance suffer silently due to some inferiority complex, personal or social. The management, has to identify, motivate and encourage such employees so that the organizational health is taken care of.

This incident dates back to late seventies.

The Interview was scheduled at eleven in the morning. The candidates had already arrived. I called the other members of the Board – my second in command and the Office Manager. We discussed about the modalities of the interview and the nature of the candidate we needed for the post of cashier in the office. The incumbent was expected to deal with the cash receipts, deposits in the bank and reconciliation of the bank accounts. The committee felt that a person who had some basic knowledge of banking procedures would be good enough for the job. There were eleven candidates and one among them had a post-graduation in commerce, nine of them were graduates in different subjects and one other candidate was qualified with Pre- University certificate.

“Well, the Post-graduate in commerce may not stick with us for a long time. Certainly. he would look for a banking job or somewhere in corporates. Hence we might be compelled to see for another candidate soon.” Observed the Office Manager.

“That is right. But he also has some fundamentals about Banking. We may not be required to spend much time in training him” observed my deputy.

I was patiently listening to their arguments and the counters.

I summoned the peon who was outside the room to let the candidates in. First was indeed a post graduate.

“Welcome, gentleman. Will appreciate if you can give a brief account of yourself.”

He started in the ceremonial manner and detailed what he had already planned in his mind.

“Well, you appear to be fresh from the college and hence may be aware of the current trends. Can you tell me why certain holidays are declared under Negotiable Instrument Act?”

He pleaded his ignorance. “Are you aware what is a Negotiable instrument?” He maintained his silence.

My manager had certain objections to these questions and he whispered into my years. “Can’t expect everyone to know all these things. They may not be a part of their syllabus. May be, you could ask simpler questions.” I smiled.

I started asking about some common business trends and then a few questions on economy. Well, I found he wasn’t able to answer ninety percent of the questions. “Sir, he need not know all these things for doing the job of the cashier” Commented my deputy. “But don’t you think this young man needs to know something about what is happening in his immediate economic environment.” I responded.

After bidding him farewell, the rest of the ten were called in and the committee was not satisfied with any of them.

“Well, what do you people think?”

The Manager observed “Well, I think if the performance is all the same for everybody, then we can as well recruit the PUC candidate, because he will certainly stay with us and we can train him” My deputy also appeared convinced.

“Who is your choice?” asked my Manager.

I paused for a second and called the peon standing outside and requested him to bring some coffee for us.

As he served the coffee, I asked him “K…… How long have you been working in this organization?”

“Fourteen years sir.”

“What kind of daily work you do?”

“You know it sir. I collect the money from the Office and go to banks deposit them and also do reconciliation. I also assist the Manager in maintain the files and a few other sundry works. “

“How long have you been doing it?”

“Now for last ten years Sir.”

“If offer you the post of the cashier, would you accept?”

My friends on the board raised their eyebrows.

K. smiled and said “Thank you sir. But NO…” he said firmly.

“Why?” I continued.

“I don’t know much of English…sir. It will be difficult to manage.”

“I will give you six months’ time to learn. Why don’t you try?”

He was hesitant,” I will think and tell you tomorrow Sir.”

As he left, my deputy and manager questioned me “Sir. what are you talking? He is a peon and how can he do it?”

“I said he has done his senior school certificate and has been working with you for so many years dealing with lakhs of rupees. Have you ever mistrusted him? Has there been any loss or theft at any point of time? Have you found him misbehaving any time? Don’t you think it is fair to reward, appreciate and encourage a fellow who has been loyal to you for fourteen years?”

“But sir, he is only an SSC?”

“What if? What difference does it make between SSC and one more year in college? 

His fourteen years of experience with the work will be more rewarding than the one year of study. Why don’t we think a little out of the box?” I argued.

They were silent. The case when referred to the management was questioned. I did advocate strongly that it is important to encourage those who are loyal to the organization and would be willing to serve and improve.

K. was appointed temporarily for the post. Though I left the organization in the next two years, I learnt he started learning on the job, finished his graduation and then the post-graduation and after nearly twenty years of service retired as the Manager of the organization.

A good leadership should be willing to identify the talents, possibilities, loyalties and the willingness to grow on the part of the employees and allow them a chance to prove themselves.  Unfortunately, in many organizations, once some people are designated to certain posts, they are wedded to them for their entire career and lose any opportunity for vertical mobility in the profession. Growth opportunities are denied to them because of the stigma associated with their previous designations however talented they are.  Organizations built with trust have long term effective results as against people who are employed for short term gains.

“In the objective standards of Leadership, those who aim to raise their own status simply so that they can enjoy the perks themselves without fulfilling their responsibilities as leaders are, plain and simple weak leaders” says Simon Sinek. He adds further “What makes a good leader is that they eschew the spotlight in favour of spending time and energy to do what they need to do in favour to support and protect their people.”