The Three Little Clusters

My intention today is not to reflect on lessons learnt and best practices going forward, but I would rather take out and share a few observations based on my personal (and StreetHR’s) ongoing interactions and dealings with the business and the working community.

And yes, some experiences have really got my attention (and sometimes my feelings) in ways that shaped my perception of the different types of ‘organisational behaviour’ or ‘company styles’. With this I mean that certain organisations really stood out from the rest and portrayed their values by helping others, offering support to the community at large and looking outwards on how they can add value in such sensitive times during the pandemic.

On the other end of the continuum, we have witnessed organisations that not only took a step back in protecting themselves and survive (which can be understood) but worse, have failed to display commitment to support the bigger picture and selfishly looked just at their bottom line and in the process, shot at their own employees, suppliers, service providers, etc.

Could this behaviour be understood?  Probably yes, but not when some of these companies were either immensely financially stable and/or they have been for the past years investing in (cosmetic) marketing campaigns to portray themselves as being employer of choice!

I have discussed this with a number of counterparts and based on the feedback and observation we can split these Companies over a scale of 3 (3 being the worst type of Companies and 1 being the best).

Rating #3 Nick Name: Ego-centric & the stay away from Companies

Organisational Behaviour during Pandemic:

• The initial thoughts and strategic reactions were strictly focused internally and inwards with no sense of corporate social responsibility or solidarity.
• Terminated periphery support businesses (such as subcontractors or consultants) and looked solely into protecting their cash.
• Some (perhaps very few here) tried to exploit the situation and to see if they can benefit at the cost of others.
• Their published values remained on the shelf, similar to nice and expensive portraits sitting on a wall with no meaning or expression.

Rating #2 Nick Name: The Good & the Balanced companies

Organisational Behaviour during Pandemic:

• Main focus was to keep the business floating and sought different measures to do so (including support schemes and cost control initiatives).
• Had to take some difficult decisions but did so with integrity and dignity.
• At times reached out or offered support to others.  Attended webinars with the intention to learn, tried out new things.

Rating #1 Nick Name: Employer of Choice

Organisational Behaviour during Pandemic:

• Cared for their employees’ well-being and invested time and energy to ensure the safety and jobs’ security of their staff.
• Tried to support the community by offering value added service, at times at no charge with the right intention to help others.
• Came up with new innovative product or service solutions and involved key stakeholders in the process.
• Sought to learn and to adapt to the situation positively.

Based on these observations, although we can only do what we can, surely, we all can influence.  We cannot change some Companies’ DNA but we have moral responsibility towards our jobseekers to direct them towards the REAL Employer of Choice and not the cosmetic ones.

We can influence management and leadership development to take new approaches and we can try to educate Company owners and CEOs to think differently.  However, if the pandemic didn’t help, perhaps we can use our energy elsewhere and keep supporting those who really have the right intentions to make a difference in people’s lives and society at large.

Written by: Joseph Farrugia