Bangkok--19 May--
CREATING PASSION IN THE WORKPLACE
By: PORNNALAT PRACHYAKORN
Published: 12/05/2009 at 12:00 AM
Newspaper section: Business
A company does not have to look far to start a corporate social responsibility programme. It can simply begin to take better care of its staff.
It is unquestionable that people are the most valuable asset that will determine a company's growth.
Working hard is often appreciated, but more companies are taking into account the increased employee stress, which comes as a result of staff trying to convince managers of their value during tough economic times.
The international accounting and consultancy firm KPMG is one example of an organisation that has carried out internal CSR activities for a long time.
KPMG recently set up a new department to look after its personnel development programme called "People Passion". The chief executive officer and scheme leader Kaisri Nuensigkapian believes a person can perform their job a thousand times better if their duties are aligned with their skills and passion.
"Poor economic times give us a good opportunity to look at ourselves and fix our inefficient processes," said Ms Kaisri, who said she prefers the title of chief encouragement officer. "Instead of focusing on revenue growth, we now look more at developing our staff."
Ms Kaisri said the company wanted to make sure its staff had a passion for their jobs.
People Passion was separated from the company's human resource department last September so it could focus on staff development. The programme's three main aims are to identify staff potential, give employees the opportunity to develop that potential, and create a favourable work environment.
"We need to be consistent from the recruitment process through to developing and retaining employees," Ms Kaisri said.
Every applicant has to undergo a one-day assessment process in which recruitment staff identify their strengths and career goals, as well help them to better understand the company's culture and values. After discovering their potential, the company will offer opportunities at work that enable employees to exploit their strengths.
Passionate staff boost KPMG’s productivity. Kosol Nakachol
For example, one employee with photography skills was given the chance to put them to use in one of KPMG's special projects.
"If they can utilise their strengths in their work they will be able to carry out their tasks happily, and the company will benefit from that," Ms Kaisri said.
Building a favourable work environment is important to encouraging staff development. This includes facilitating communication between higher and lower ranked staff.
"Normally, it's difficult to get junior employees to criticise anything, or express their opinion on how the CEO works. But I will keep asking them if there is anything that they want me to change," Ms Kaisri said.
Currently, KPMG is encouraging its staff who work seven days a week, or work overnight, to take extra holiday or reduce their work time.
"The chief operating officer will monitor this by checking who works late at night and for what reasons," said the CEO.
The firm implemented overtime cuts in April to control costs.
"We felt the economic impact on our business last month," she said. "So we're trying to embed cost-control discipline in our staff."
Employees need to consider whether working overtime is necessary. For instance, they could change their work habits to become more efficient instead.
Companies should look for ways to control costs which include reducing working hours. Many foreign companies are already applying this strategy. Some actually encourage their staff to take unpaid leave, she said.
"This way you can keep your people without paying full compensation."
KPMG plans to recruit around 200 employees in Thailand this year. Hiring during the economic crisis gives the company the opportunity to select more high-quality employees, as few organisations are taking on new staff at the present time.
"We also need time to train our people to prepare for when the economy picks up," she said.
For example, an employee must obtain a professional certification within three years of starting their employment at KPMG. New employees are being encouraged to take at least two tests within their first year.
"I don't think it's only the organisation that is obliged to take care of its employees, both sides should look after each other," Ms Kaisri said.
"Employees also have to ask themselves whether they have contributed any value to their company."
Do you know of an interesting or well-received CSR programme that deserves recognition? Contact [email protected]