Creating and Sustaining Positive Relationships

LED5300 -Week 4- DQ2-Creating and Sustaining Positive Relationships

 As a healthcare recruiter manager in a staffing agency, I have seen several underdeveloped and lacking aspects in the skillset I am currently applying to create and sustain positive employee relationships. I believe that employees are the most significant resource for organizations and as a staffing agency, employees are viewed are the most valuable asset. However, there is a challenge in creating and sustaining organizational climate which optimizes a company’s general growth and promotes harmonies and positive employee relations.  There is a need to identify the gaps to maintain a work environment that satisfies both the management and employees’ needs. 

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The skillet I am applying aims at creating and cultivating productive and motivated employees to boost their performance. One challenge organizations fail is to provide ample resources for job execution. The second aspect is change in the dynamics of a workplace, for example, the issue of seismic shifts in the workplace environment. Saxena (2014) explains that changes in workforce diversity are causing challenges with engagement and employee performance. The business world is drastically changing which opens more challenges to the current skillet of employee relations in use.  

Another element lacking is an inadequate center for creative leadership which employs a coaching framework aiming to promote leadership to employees after hiring. The coaching philosophy operates with the argument that leadership can be learned and that it is essential to identify the individual impact on others. The use of strength-based leadership is missing where the management fails to explore the strengths and weaknesses of the employees and teams (Wales, 2003). It is important to identify what one is best in and delegate on the weaker tasks to persons who have such strengths. Identifying employee relations will boost the relationship between employees and the management and in turn boost employee engagement.

Reference

Saxena, A. (2014). Workforce diversity: A key to improving productivity. Procedia Economics and Finance11, 76-85.

Wales, S. (2003). Why coaching? Journal of Change Management, 3(3), 275–283.

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