Why Is It So Difficult To Leave a Bad Job?

Have you ever been in a bad employment situation but couldn’t bring yourself to leave? Nearly every client tells us about trauma they experienced at work, whether it’s an unsupportive or deliberately cruel manager, a company implementing policies that are unfavourable to employees, continuous layoffs creating stress and anxiety, or politics that left them feeling devalued.

Yet they stayed, some for years, even though they knew their work environment was bad. Here are five reasons it’s hard to leave a bad job — and what to do about them.

Loyalty to your “work family”

Working at a company for a long time can create a sense of loyalty to the organisation and team members. One of our clients, Beatrice (not her real name), worked for a law firm for more than 15 years and expected to be made a shareholder. But she learned she was rejected from partnership. “The lightbulb went off, and this was never going to be my company. I have given my life to these people, and they didn’t value me that way. I had to decide, did I want to start over and try to become a shareholder somewhere else?” That was the breaking point for her, but even with an offer in hand from another firm where she would be a shareholder, she still struggled to depart. “I felt tremendous guilt leaving my old firm. I celebrated every major holiday with them. Two partners are my kids’ godparents. It was like my family.” In the end, Beatrice weighed her loyalty to the firm against the firm’s loyalty to her, which helped her decide to accept another firm’s offer.

What to do about it

Recognise that companies hire you to use your skills and capabilities to provide a service. If you’re no longer providing the value the company expects or the company changes its goals and your skills are no longer needed, the company will let you go.

Now, reverse that logic. Look at how you’re serving the company through the lens of what you need to feel fulfilled and valued in your job. Determine if the company is still providing the value to your life that you need and deserve.Is it good or bad?

Some questions to ask yourself include:

  • Is the company providing me benefits and development opportunities that will enhance my career and life?
  • Are the company’s policies inclusive of my specific needs?
  • Is the company recognising the value I’m bringing with more money, a promotion, partnership, or some other important recognition that matters to me?
  • Every company-employee relationship is about loyalty and commitment on both sides, not just achieving goals and collecting a paycheck.

A cult-like atmosphere

When you join a company, everyone is working toward a common mission or goal. If the company has a righteous mission such as helping people be healthy, successful, happy, or helping to sustain the earth, then employees feel like they’re contributing to the greater good of humanity or the world. Deciding to leave the company can feel selfish or even traitorous, like you’ve “given up” on the collective mission.

Even if the company isn’t making big impacts on people or the world, the inside atmosphere is about collaborating to achieve a goal together. That feeling of being a critical part of a team or feeling “strong” because you can withstand any suffering to achieve the goals becomes addictive and diminishes the damaging aspects of a bad job.

What to do about it

If you’re feeling an intense camaraderie that prevents you from leaving what you know is an unhealthy work environment, take some time to define your what’s important to you and determine whether those values are being fulfilled in the job — separate from the company’s needs.

Here are some questions to ask yourself to make that determination:

  • What’s important to me at work, and how do I define what that means?
  • Which values are being consistently honoured or violated?
  • Is there anything I can do to ensure my values are honoured?

For example, if being respected is a value and you define it as having your ideas heard and considered, but your manager consistently talks over you or ignores your ideas, your value is being violated. Can you discuss with your manager why this value is so important to you and influence it being honoured? If not, you’ll need to decide whether the company mission is more important than your values.

Nostalgia for what the company was

When you join a company and have a great experience for months or even years, you’re fully engaged in your job. Then change happens, whether that be a new leader, new structure, or a shift in strategic direction, and you may struggle to cope with it.

These kinds of organisational changes can result in feelings of shock, denial, frustration, and depression. If you find yourself struggling to accept and adjust to the changes over time and find yourself saying, “I don’t want to leave because I really love the company” instead of “I don’t want to leave because I love my job,” then you may be stuck in the past, hoping the company will go back from being bad and revert to what it once was.

What to do about it

Change is hard, so give yourself time to adjust and process what it means for your job. After you’ve accepted the change, take an objective look at whether the present situation still fulfils your values and career goals. If you’re still struggling in your job post-change, consider the following questions:

  • What was the company like when I joined, and what is the company reality today?
  • What would make the environment better for me?
  • Can I make any additional changes or requests to fulfil the values that are no longer being fulfilled?

Companies, teams, and leaders all change — often especially as companies grow. It’s up to you to determine whether you want to live in the present reality or a past that no longer exists.

Equity handcuffs

Some employees receive equity grants in a company, such as RSUs or stock options. Stock grants vest over a period of time, usually years. Therefore, after suffering a distressing work environment, you may feel even more strongly that you deserve to wait out that vest for what you’ve been through. But how much trauma are you willing to endure? Waiting for equity to vest could be detrimental to your health, so it’s critical to understand whether it’s worth it.

What to do about it

Determine exactly when and how much you will receive from each vest at the current stock prices and ask your broker or accountant these questions if you can’t figure out the answers:

  • After taxes and option strike price payments, how much will I receive?
  • If I walk away from this money or wait until my stock vest, will this impact my retirement outlook?
  • What net amount would I need to earn in compensation at another company to make up for the unvested stock value?

Equity incentives are granted to keep you in the job, and many companies offer additional grants during your tenure through compensation programs. Therefore, there’s never a “final” vesting date. But you can break the never-ending vest cycle if you have an exit date in mind based on how much you want vested before you depart and how much you’re willing to forfeit.


There’s no shortage of things to fear when it comes to making a job change: Fear you’ll jump into another tough situation, that you’ll have to prove yourself all over again, that you won’t be able to make as much money, fear that you will be bad elsewhere. Fear that you don’t even know how to look for a job. If you’re feeling beaten down from a bad work situation, fear can leave you with little confidence that making a change will lead to a better work environment.

What to do about it

To help you bypass your fears, instead of just dreaming about what your life could look like in a positive work environment, deliberately visualize it. Close your eyes and consider the following when trying to combat negative thoughts and fears:

  • If I weren’t scared to leave, what would be possible?
  • What does my new work environment look like, smell like, feel like?
  • What kind of support do I need to feel more confident in making a change?

Finally, think about what advice you would give a close friend about a work situation that mirrors your own.

Leaving a bad job is never easy, and each person’s breaking point is different, so beating yourself up over why you stayed so long in a traumatic situation won’t help. But learning from each experience will empower you to own your career choices and leave earlier if you find yourself in a comparable situation again.


Take the first step towards transforming your remote work culture by requesting a free demo assessment from Great People Inside.        

Our team of experts will guide you through the assessment process, showcasing the effectiveness and value of our tailored solutions for your organization.        

During the demo, you will have the opportunity to explore the comprehensive features and functionalities of our psychometric assessments, experiencing firsthand how they can empower your HR strategies and drive positive outcomes. From personality assessments to cognitive abilities and team dynamics evaluations, our assessments provide valuable insights to enhance talent management and foster inclusive remote work environments.        

Don’t miss out on this opportunity to test the power of unbiased HR solutions. Request your free demo assessment from Great People Inside today and embark on a journey of fair and effective talent management in the remote work era.        

Together, we can unlock the true potential of your remote teams and achieve remarkable success. Request a Free Demo Assessment.        

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Leaders Are Struggling with Collaboration

Collaboration is critical to thriving in an ever-changing environment — it helps organisations solve complex problems in less time by bringing together various experts, accelerating go-to-market time, and responding more rapidly to fast-changing environments.

Failing to practice collaboration can put your organisation behind your competition in a fast-paced 21st century. Research shows that 81 % of people believe that collaboration is critical and 71% think their managers are making it a priority.

So, why do so many companies still fail to collaborate?

Senior executives have an unrealistic vision of collaboration. They assume their direct reports are aligned with the strategic vision. Or have an idealised — conflict-free — image of what a highly collaborative team should look like. Pushing people to work together doesn’t work.

True collaboration cannot be imposed — it happens from within. Merely putting a team of experts or specialists on the same project is not enough — leaders must create the right conditions.

A survey by Harvard Business Review cites — no surprise — that organisational silos (67%) are the key obstacle for lack of collaboration (no collaborative vision from leaders 32%, and senior managers not wanting to give up control 32%). However, those silos are not physical barriers but driven by people’s mindset and behaviour. The culture, leadership, fear of control, and lack of time inhibit successful collaboration.

Collaboration is a byproduct of culture — it requires the right conditions, mindset, and tools.

How to avoid falling in these collaboration traps? Well, here are a few tips and tricks.

1. Avoid the Collaboration Burnout

Always-on cultures, demanding bosses, collaborating with a decentralised workforce spread across different time zones, and inefficient use of technology are draining people.

Tech tools like collaboration platforms have increased team communication and productivity. But overuse and inefficient practices create a collaboration overload.

Also, new research has uncovered another reason: much collaborative overload is driven by people’s desire to maintain a reputation as helpful — by trying to over-collaborate, they find themselves at a breaking point.

When clients hire me to help their teams adopt new behaviours, the first I tell them is, “What are you going to get rid of? New practices should replace old ones, not add more burden to your team.”

The collaboration burnout drains teams. People are busy jumping from one thing to another at the expense of having less time for deep work, effective decision making, and to build strong relationships with other team members.

Your team doesn’t have an infinite capacity — collaboration is time and energy consuming. If you ask people to engage in a new collaborative project, give them space to get rid of other tasks.

2. Groups Don’t Want to Sacrifice their Identity

In mandating and driving collaboration initiatives, leaders tend to focus on outcomes, processes, and logistic. However, they forget to consider how the groups interpret that request — Lisa Kwan calls this the collaboration blind spot.

Each team has a culture of its own. When managers ask them to break down barriers, share information or resources, people feel threatened — they worry about how this might affect their identity.

Respect each group’s identity. Not doing so can make people retreat into themselves and assume a defensive posture — they will become siloed instead of collaborative.

To engage in effective cross-group collaboration, teams might feel safe and protected. It’s better to start small than to expect groups to share all their secrets and resources instantly.

3. Technology Doesn’t Solve People Problems

Most managers now spend 85% or more of their work time collaborating via e-mail, meetings, group messaging platforms or on the phone — that has increased by 50% over the past decade.

The digital revolution has accelerated the ability to engage with other people. However, there’s a difference between interacting with other people and effective collaboration — it’s the outcome, not the time spent, what matters.

Technology facilitates collaboration but doesn’t encourage it. Having the right tools is essential to accelerate cooperation, but if organisations don’t fix the people problems discussed above, technology won’t be useful enough.

Lastly, organisations must train their employees on how to use technology more mindfully. Today, many people are suffering from burnout — they need a digital detox, not more tech.

Collaboration is a way of working — it attracts and brings together people outside the regular structure, practices, and expertise — to accomplish a complex shared goal. But it’s far from being smooth or conflict-free.

A human-centred approach can help avoid the collaboration trap. It requires understanding the challenges through people’s eyes. To develop a culture that is safe for teams to let go of being defensive and work together in achieving something more meaningful.

Human beings are collaborative by nature but don’t collaborate by default — it’s up to you to create the right conditions for successful cooperation.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

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The Road to Sustainability in Business

Are you a firm believer that sustainability is important for the company, but that it’s always someone else’s task to handle it? Unsurprisingly, you are not alone. Although most organisations talk about carrying sustainability programmes —integrating environmental and societal affairs into their business culture — very few companies actually walk the walk. Coming as no surprise to anyone, carbon emissions emitted by the world’s largest corporations are increasing, and only 1/3 of the 600 largest companies in the United States have some kind of systematic sustainability oversight at an executive level.

Companies that are actually interested in winning the sustainability battle have already created opportunities for their stakeholders in order for them to own sustainability. These organisations have decided that sustainability is not someone else’s problem. There are a few ways in which a company can stop with the rhetoric and actually take ownership of sustainability.

For example, there is psychological ownership and it refers to feelings of attachment and connection that we develop towards an appealing matter such as a person, company, or even an idea. Recent research has revealed that feelings of organisational ownership can lead to greater levels of job satisfaction, engagement, profits and productivity. This causes ownership to be an impressive approach for those who wish to galvanise a company around sustainability. Daily confrontations with the already inevitable climate change and other serious issues that may cause us harm, the majority of us have an unquenchable thirst to do something about it but we do not know how.

In terms of attracting and retaining top talent, organisations may offer good pay and benefits, but they could not stop there. They can also offer an interesting perk such as working towards a higher objective. Employees nowadays are looking to feel good about their work and wish to make a larger contribution to the world. They believe that by being part of something meaningful is really rewarding. Through sustainability, they get the chance to feel better regarding their job within the organisation.

Their feeling of happiness represents a firm’s bottom line. Employees who are the most committed to their jobs put in 57% more effort on the job and are 87% less likely to resign this according to the study done by the Corporate Executive Board.

Sustainability can be intertwined into a corporate culture. Michelle Montakhab, the Vice President of People and Culture at Nutiva, has said that their company that has hired no less than 60 people in the last year. Montakhab has stated that people have mentioned the company’s social policies numerous times, one example being that 1% of their sales go to sustainable agriculture, as a reason they want to work there. New employees quickly learn how sustainability works at their California headquarters due to the simple fact that new hires end up with their lunch waste on their desk because they didn’t sort it properly.

Christopher Crummey, the worldwide director of sales at IBM, has said that companies that engage in social and environmental stewardship also benefit from higher employee engagement levels which are directly translated into cultural engagement. Innovation is directly involved in how organisations engage their employees.

In another example, the sustainability chief at the Old Mutual, a financial services company, has organised a meeting with over 40 future leaders and revealed to them that, through their loans and other services used, they were having a tremendous impact on their customers. Managers could see first-hand how through their daily activities, they were changing lives for the better. This insight offered to the managers, led their teams to believe they came into work to do more than just add numbers. It was a very effective way in which they realised their business was about more than making money, which is the type of information that allows companies to begin the conversation around ownership of sustainability.

And there are many ways in which to stimulate a sustainability ownership experience. In the case of Marks & Spencer’s company-wide “Make Your Mark” initiative, have paired employees with young people who were looking for a job and who required help to develop their skills and confidence. At the beginning of the campaign it was seen as just a small initiative, but it has become an integral part of Marks & Spencer’s culture, with an incredibly long list of employees waiting to become ‘buddies’ with young people. Furthermore, the company offers autonomy to local stores in order for them to come up with campaigns better suited for the communities’ needs, which in turn makes the shop floor employees take ownership of sustainability.

And research is backing up this idea. A LinkedIn and Altimeter combined study has revealed that when employees feel inspired and empowered, they were 20% more likely to remain at the company. Employee turnover still costs companies between 70% and 200% of an employee’s annual salary, according to numerous data calculations.

However, most employees apply a cost-benefit calculus (the aforementioned ‘what’s in it for me’) to decide how to act and please their superiors. Due to the fact that the business world is dominated by maximum profits, this calculation often influences employees to in a manner in which their organisations uphold. This leads to employees’ values coming in second place. A recent study of young employees has discovered that in many instances, employees get to the point in which they suspend their own values temporarily with the belief that a commendable result will justify the questionable means by which it was achieved. These types of employees were never offered a chance by the company to voice their ideas, values and to question the work they were asked to do.

It is of great importance for company executives and managers to lead by example in sustainability initiatives and programmes because research shows that stakeholders, including employees (which are a tremendously important aspect), are generally sceptical in regards to a company’s motivations for getting involved in sustainability initiatives. Some employees are or may be persuaded to put aside their scepticism and embrace such initiatives only when they are absolutely convinced that the organisation has sincere motives for making a difference. In layman terms, when it comes to sustainability, leaders’ actions are more valuable than words and play a quintessential role in signalling and passing on organisation values to employees.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

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How to keep your Employees energised

Top organisations around the world are starting to manage employee energy like a highly important strategic asset. They know that the ever-increasing pace of advancements requires more and more human energy. Any entrepreneur will tell you that it takes a tonne of energy to grow and build a business. The key is to manage it; sometimes you have to exert energy, other times you need to conserve it to go the extra mile, and after a sprint you need to replenish it. When teams are energised, they feel like they can achieve almost anything. But when there’s an energy gap among employees, it’s up to you the leader to bring back the necessary level of energy. You have to show the kind of energy you want to see. At the beginning it’s important to assess where your employees stand. Think about when they were at their highest energy levels, when they had a perfect day, what does the average day look like. These things will help you take things forward. Here are some of the best hacks in order to maximise human energy:

1Spend time engaging with people.

Say hello in the morning and goodbye at night. Be approachable. Ask about their families and show them you care about other things besides work. When they miss work because their baby is sick, ask how the child is doing when they come back. Also, enable your teams to enjoy and get to know each other. One great and very simple way to do this is through team lunches and dinners.

2Honor special occasions.

Celebrate every new hire. Acknowledge special occasions and make people feel special. For example, IBM used to give a gold watch to celebrate 25 years with the company, but most people don’t stay that long anymore. Don’t wait 25 years! You can celebrate every year and every other milestones in small ways by recognizing employees’ achievements in meetings or writing them personal thank you notes.

3. Careful with work hours

In the U.S. employees who are earning a salary of less than $47,476 must track hours and be paid for overtime. It’s wise to start enforcing this rule and discourage employees from doing work off the clock. Try and explain to your people that work-life balance can and should be achieved. Talk to each and every one of them individually to show them that you really care and you may see shifts in attitude towards themselves. It is also recommended that they take regular breaks during office hours in order to unwind. Encourage them to leave their desks, go out for a walk, stretch or even find a quiet space where they can relax.

Read also: Preventing Burnout in 5 Easy Steps

4. Allow creativity

Employees need to be reminded that there is no such thing as a bad idea. Even when an idea is not pursued, it can shift ideas into new territories.

From how employees decorate their desks to how they complete assignments, allow creative freedom, as long as standards of work are met. Encourage employee input, and, however possible, provide time and resources for meaningful, work-related smaller projects.  Nowadays, companies now set aside time each week when employees can work on their own projects, as long as those efforts further the company’s goals.

Employers can’t remove all the stress of their employees’ lives, but they can make the workplace a source of purpose, focus and togetherness that can help prevent employee burnout.

5. Celebrate wins

Do fun things with and for your team. Take a break and take the team to a movie, or do some charity or volunteering work together. This can be achieved very easily and here are some examples:

  • LiveOps have random Nerf arrow attacks and paper airplane contests.
  • At AdMob and Everwise, the sales teams ring a gong when a big deal is done.

It’s especially important to do this even when times are hard. At eBay, there was a day in which they started to do a free listing day. Users were thrilled about it—they stayed up all night posting listings. The increase in volume was immense – a year ahead on volume projections. Although a great marketing ploy for the company, it was a nightmare for the people running the system. They worked tirelessly to make it through capacity problems, and when they finished they had a parade and turned the relief into positive energy.

It is essential that employees understand the long-term winning strategy you are trying to implement. Run the positives and negatives by them in order for them to analyse and understand why there is a change in policies.

We have an impressive assessment library with hundreds of dimensions that can be leveraged in creating a custom skills-based assessment that supports your organisation’s specific competencies and unique vision. Please contact us if you need to measure the engagement level in your company.






Overworked Employees: Signs and Prevention

Every manager dreams of having a team full of hard-working employees, people who, on a daily basis, come in engaged, focused and prepared to reach all of their goals. And while everyone can appreciate employees who are very productive, there is a fine line between productivity and burnout when we talk medium to long-term. Unfortunately, that line is not hard to cross. All they have to do is start believing they have to work longer hours, even though business hours were over a few hours ago.

Perhaps there are managers out there that don’t want to realise this is a rising trend. In 2015, a report from Workfront “State of Enterprise Work” analysed the working hours of more than 600 employees. 52% of them have said they work longer not to catch up with assignments but actually to get ahead. This statistic raises a number of questions:

  • Do employees think this is what is expected of them?
  • Where does this feeling of working longer hours come from?
  • Are employees trying to avoid getting overwhelmed by work?

Perhaps an even better question would be:

  • Why don’t managers acknowledge this?

Managers have the responsibility to establish an environment where employees know and feel that they appreciated for their efforts instead of constantly questioning themselves and think they need to put in more and more work. Although the latter scenario may sound ideal, it is as clear as day that it leads to exhausted and even burntout employees.

Your business may be flourishing, but if you do not have any workers left to run the operations smoothly, employee turnover levels may change quickly. If you feel your employees have been neglected or have been overworking themselves, it may be time to take action and prevent anyone from quitting. Here are a few quick steps to implement in order to boost morale and bring back engagement at respectable levels.

Employee attitude shift

When employees start getting exhausted and frustrated about their workload, their attitude starts to drift towards a more negative perspective on work-related issues. Perhaps you have noticed some of your workers being angry and extremely irritable with frequent outburst towards their colleagues. It is a very clear sign they are over-worked and over-stressed. They may require some time off work or if deadlines are piling up the manager should be directly involved in dealing with day-to-day tasks and activities.

Higher working hours/week

In the vast majority of companies, the typical employee works more than 40 hours per week, more often than not it goes beyond 50 hours. In John Pencavel’s Stanford study, he has discovered that productivity reaches its maximum potential at around 49 hours, after that it dips down dramatically. If your workers are constantly working over 50 hours a week, it may a clear sign of exhaustion. Long hours lead to lower engagement levels, frustration and eventually burnout, so it is essential that the manager checks the average working hours put in by his team. Also, try and encourage your staff to work more reasonable hours in a week.

Vacation Days

There are situations in which employees do not use up all of their vacation days. This typically happens when they are over-burdened with work or they feel they haven’t pulled up their weight in the past few weeks or months. This where the HR department has to keep a close eye on employees, who do not use their vacation days in order to relax and decompress.  A quarterly review of this situation is imperative so that companies avoid burnout employees.

Increased employee turnover

It is common knowledge that stressed and exhausted employees are always susceptible to quitting. Obviously, this happens because employees have stopped being happy and they start seeking other employment opportunities. Providing flexibility for their work schedule can go a long way to reducing unwanted stress. Some people may be excellent workers during the early hours of the morning while others are night owls; allowing your employees some leeway with their schedule can be a simple way to create a happier and more productive work culture. Also, provide your employees with a Goals and Objectives document. This enables you, the manager, to have discussions with your staff regarding new projects or deadlines in order to mutually determine project priorities, shuffling due dates and rebalance workloads.

“Unplugging” from work

This has to start from the manager exclusively, by avoiding sending emails or texts during night time. Managers have to show faith in the importance of their employees’ life. A life in which they work, they have time for their hobbies and time to rest. Everyone needs to detach from work, which nowadays automatically means to spend time away from our smartphones and gadgets.

Bottom line is, there has to be respect for the people who work for you. It is essential for the manager to provide work for his employees, tasks that are challenging and exciting whilst at the same time making sure they do not overload. With the right balance and tension between projects can help create a wonderful working atmosphere with properly engaged and motivated employees. Managers should be mindful and keep an eye on for various signs that their team might reach the burnout point. Employees tend to keep their thoughts and ideas to themselves, afraid of what might happen if they confront their managers. This is why it’s up to the managers to observe and adjust any unfair situations that may develop in the workplace.

Great People Inside provides easy-to-use tools and processes to attract, assess, match, select, onboard, manage, develop, benchmark and maintain workforces anywhere in the world.

Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

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Organisational Knowledge and Learning

Organisational learning in companies nowadays is simply seen as sharing existing knowledge. But this should not take us by surprise given the fact that the primary focus of universities and MBAs is just that. This type of approach can be seen in training programmes and leadership development seminars as well. The modus operandi is straight forward: an expert passes on what he or she knows with people who do not possess that information already. This technique is supposed to be feasible in numerous and various situations and social contexts.

Due to this learning approach, the 1990’s have seen quite a boom in ‘knowledge management systems’. The obvious focus of these systems is clear: efficiency at scale – i.e. making existent knowledge more accessible to people who need it. In the case of employees, it could help them discover the relevant know-how in order to improve their performance.

In today’s culture of knowledge sharing, people often tend to forget about how enriching creating ‘new knowledge’ can be. Companies are struggling to cope with the increasing number of unexpected situations that obviously cannot be found in manuals or textbooks, thus compelling leaders to act on the spot, to improvise with approaches that haven’t been tested. Thankfully, due to this process, new knowledge is being developed regarding how things should or should not work in ‘clear-cut situations’.

Explicit knowledge vs. Tacit knowledge

Today’s business world everything revolves around efficiency and how can it be measured and scaled properly. Given this specific need, the documentation regarding this matter was created in great detail so that every known situation was handled by specific actions. The best example in this scenario is the idea that all employees supposed to follow.

Nowadays, information moves at the speed of light and everything is changing constantly. Basically, the new knowledge that could be acquired comes as tacit knowledge. In layman’s terms, tacit knowledge is the information that people already have but find it difficult to articulate to themselves much less to other individuals. This type of knowledge derives from our first-hand experiences when confronted with new situations and is exceptionally valuable. If organisations can create environments in which tacit knowledge can be created and developed, workers could confront and learn enormously from the new situations created.

Workgroups vs. Individuals

The best way in which to ensure the success of tacit knowledge is to create small workgroups. In this scenario, people from diverse backgrounds and with distinct skills and perspectives can create a powerful bond, based on trust in order for them to be comfortable to try out new things, to easily accept constructive criticism and collaboratively work towards the common good. The potential within small workgroups is tremendous. If two or more workgroups are connected through a network or project with other workgroups, seeking advice and confronting new circumstances can go beyond the experience offered by an individual workgroup.

Organisations may have an overwhelming proportion of smart people within their ranks, but managers should always take into account the fact that there are a lot of smart people out there, that do not work for them. It is imperative that employees gather experience through their own perception.

Learning and Unlearning

The general act of learning is seen as the accumulation of information over time. Basically, you are just pouring information over the pre-existing knowledge you already have acquired. But things are not that simple. In the ever-changing global market, it has become mandatory for people to be willing to unlearn and even develop such an ability. Our principles and ideas are being challenged on a daily basis so it is imperative that we understand that what may have worked in the past may no longer be relevant today. If we try to hold on strongly to these beliefs without questioning their relevance from time to time, then we will never be open to new ideas, approaches that may be more feasible for the foreseeable future.

Skills vs. Capabilities

Usually, when we start working at a new job we focus a lot on acquiring the necessary set of skills needed in order to perform at the desired level. The moment we are certain those skills have been integrated, productivity and success is just around the corner. However, everything around us sometimes feels like it is passing on fast-forward, thus skills have a shorter lifespan. While skills are important in order to progress and assure your professional success, it is recommended that the focus shifts towards acquiring capabilities that could accelerate the learning process. These capabilities range from willingness, imagination and creativity to curiosity, critical thinking and emotional intelligence. If organisations worldwide understand that new forms of learning are required to adapt. Re-thinking strategies and operations will be a must.

This is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

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