Sunday, May 14, 2017

Framing the Role: A Guide to Better Workplace (Part 1)

We all know there’s no such thing as the perfect working environment.  

After all, work can’t exist without people and to err is human. Still, whether you’re a supervisor, a bivocational minister, or an entry-level employee, chances are you care about how positions are developed and managed. 


Thus, in the coming months, I want to unpack some basic concepts businesses and churches can use to frame their roles and equip their employees to thrive in them.  


The goal? To help organizations make the best investments with their best hires to achieve best outcomes.  


Let’s dive in…


1) Assess the ‘Inner Man’ 


As a bivocational pastor with seven years of marketplace experience
, I understand there are certain disadvantages when it comes to large and small scale human resourcing; however, I also believe bureaucracy and growth mismanagement don't have to determine how classifications are managed.   


For example, at my work¹, each classification is linked to a job plan involving a specific set of functions. Fair enough. 


The problem is while roles are detailed well in their promotion, they’re overly dependent on ‘template’ in their evolution. As a result, employees feel boxed in with functions forged on title rather than gifting. 


My thought is: if more organizations integrate character and gift assessment (i.e. DISCMyers-BriggsStrength Finders, etc.) into hiring, training, and development processes, then more prospects/new hires could contribute the strength of who they are in addition to the strength of what they do. 


Granted, big organizations are going to have different priorities. Yet, this doesn’t mean their personnel approach has to be shallow. 


‘Cause truth is: while procedure and process are important, you can’t define a person by a job description nor can you separate the quality of a person from the quality of his work.   


I know culturally we love streamlining/over-institutionalizing our way to bottom lines; however, if morale becomes the sacrifice in our quest to hierarchical efficiency, one must question the system.


Whatever our work situation, it’s important we remember our position is a journey, not a drop-off. And while the implications are many, bottom line…

  • Classifications should never compartmentalize what an employee can be (i.e. his innate nature in motion).  
  • A piece of paper or paragraph on a screen should never determine or dictate the totality of function. 
  • Given man gives life to function, not the other way around, the inner man must be considered in both the evaluation of fit and the evolution of role. 
Stay tuned next time when we’ll tackle our next point on equal deeper learning opportunities. In the meantime, if you have a question, idea, or story to share, feel free to comment below. 

Footnotes

  • Note: My appreciation for my workplace has grown considerably in recent months; however, this doesn't mean I can't advise from what should be improved.
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