BRIDGING THE MISMATCH BETWEEN THE PERSONAL AND PROFESSIONAL PROFILES IN AN ORGANIZATION.

 Philips was still on his desk in the office though it was almost four hours since the scheduled time for office was over. He was busy preparing guidelines for the workers in the organization on the theme “Work- Life Balance”. It was to be circulated to all the staff in the organization to improve the overall mental and physical health of the people working in the organization. As a member of the HR team, he had to put in his thoughts and suggestions. Such late sitting was almost usual for him. His friends did remind him that he was just married a couple of months before and hence he should get back home to spend time with his life partner. “What to do Shirish, there is so much of work on table. And already my manager tells me that my turn out is low.”

One could easily find the mismatch between the type of work one does and his or her own life practices. Such mismatches do exist in several departments of every organization – between precepts and practices. Though he is in HR department, the organization has not taught him the lesson that “late sitting” is neither an indicator of efficiency nor effectiveness. The members of the department should develop such practices that speak for themselves the values they stand for and propagate. Role modeling in organizations is very important to prepare credible and valid work styles in organizations

“The lady at the reception is not there for quite some time” remarked a visitor who was waiting at the reception lounge. “That’s nothing new. I come to this office often and I find most times she is not there for long time.” The impression about the reception officer of the company was indeed a giving a wrong signal. Her own boss was aware of it and used to remark “That is her nature. She can’t sit in a place for quite a time.” He smiled. But that was not really an answer to a problem that exists at the counter. The mismatch between the personal work profile of the person and the job profile was creating a discontent among the clients.

It is important that every organization should have a listed set of practices for each seat, each department and the organization. It is certainly impossible to follow all best practices by every member of the organization, given the nature of the job, its scope, its priorities and its operational intricacies. But every job does offer an opportunity to demonstrate a few competencies, skills, practices, procedures, values and messages which could indeed be a role model for others to emulate.  While one department can focus on precision, accuracy and consistency as a value, another department can focus on empathy, honesty and team building, while a third can focus on effective communication, brand building and transparency. Given the opportunities for diffusion of the functional domains of these sections of work, the value penetration among the departments and the peers would certainly develop mutually supportive growth practices in an organization. “Learning to lead and Leading together” could be both a competitive and collaborative exercise of the organization. The Role modeling of each department would help contributing to consolidate the experiences and expertise to develop a shared vision for the organization.

“Is your job done?” The client asked the sales executive. He smiled peevishly. “You have closed the deal I suppose. What for are you waiting?” The client was annoyed with the over-enthusiastic sales executive who though spending more time with a client would mean his greater proximity with him. He lacked professional approach to his work. While it is important for a sales executive to explore all possible avenues to make a “break-through” in a competitive environment, a few annoying styles of approach may do more damage to the possibilities. Role modeling exercises must be an annual feature of all organs of the organization to make them a second habit.

The security officer scanning the cabin baggage in an airport was continuously gossiping with his colleagues as many items lay on the machine waiting to be cleared and there was a long queue of passengers waiting to get cleared to board the aircraft. The comment of a passenger in the line “how much gossip this fellow has been doing. where will be his concentration? Is he the right stuff for the job?” Others laughed, but his question had some substance. The ‘profile mismatches’ in organizations is indeed a concern that needs to be audited and addressed. Monitoring and mentoring the individual profiles with the expected ‘roles’ will go a long way in developing a healthy organizational culture.