The culture of presence, based on rigid and inflexible schedules, increase productivity and decrease absenteeism.
Most organizations holds the belief that workers see their sitting in their chairs is synonymous with productivity. But “this culture face,” based on “labor inflexibility and rigidity, reduces the performance of enterprises and increasing employee absenteeism, according to experts in management. What works is the “management of employees based on mutual trust, Which comprises through management by objectives and schedule flexibility“.
According to the coach Rosaria Simone specializes in systemic transformation to individuals and organizations, “the first step to change the culture face is that there is willingness on both sides want to talk about the issue.” To do this, “the employee must try to empathize with his boss dropping their victim stance to proactively present their suggestions and positive about it.”
Learn to delegate
“The chief effort “For its part, “lies in its ability to know how to delegate, giving all possible autonomy for its partners to develop freely “He explains. “There is evidence that lead from the confidence that it brings greater rewards from the monitoring “Says Simone. And is that “the leader precisely because of its position, is responsible for creating, through communication, human relations better, which in turn generate excellent business results.”
Although there is unanimity about it, “too many Spanish companies are attached, by routine and inertia, culture to see who will last, postponing his return home,” laments Ignacio Buqueras, president of the National Commission for Streamlining the Spanish time. “And it’s unfortunate that this presenters greatly complicates the necessary conciliation between personal, family and employment of workers, causing stress and tension, thus jeopardizing their quality of life and their job performance “He says.
In his view, “in the countries most advanced in Europe, working just beyond the five or six in the evening and their productivity is higher than ours. Thus, although “the culture of physical presence increases absenteeism, which in Spain is around 4.1% and costs 652 million Euros a year, according to a report by Pricewaterhouse Coopers, also promotes emotional absenteeism, which could be defined as being at work but not something difficult to quantify. He concludes: “The cost of reconciliation not always superior to the implementation of measures to promote the rational and flexible work schedules.
This same conclusion was reached in 2000 the multinational DKV Secures, With 685 employees in Spain. “Then we bet to promote a culture that fosters well-being among our employees, delegating to them the responsibility of owning their work, which subsequently reverted very positively on their commitment and hence their productivity,” said its director human resources, Jorge Diez.
Right now, through management by objectives, besides being able to come and go as you please, two thirds of the bulk of staff work from eight to three, while the remaining third made another eight to one and three to seven. This schedule is maintained for two weeks, then rotated. “At first it was difficult to deal with, but gradually it has built a culture based on mutual trust and flexibility,” says Diez. And indeed it works: in the latest survey on work climate, 78% of workers were satisfied with their working conditions.
