When new employees are introduced into an organisation, they tend to develop characteristics that synergise with the goal of that particular organisation. However, in this equation there is one variable that affects the end result, and that is the Response. Whether it is between employees and management or among the employees, the nature of the response can critically affect the growth of an organisation and its employees.
People often tend to forget that there are common ethical codes in an organisation which cover the expectations of both employees and management. Especially for the Gen-Z workforce, the ethical codes severely impact the loop of information intertwined with responses. A response does not necessarily need to be absolutely positive resulting in sycophancy, or purely negative restricting one’s motivational drive. Rather, it needs to act like a strategy that will fulfil a goal.
When you become a bigger part of an organisation, you notice that there are plenty of small setbacks. These setbacks act like a kill switch ready to disrupt the overall performance. As an organisation that wants to progress and accomplish a positive brand perception among employees and other stakeholders, we address these challenges that lead to workflow downtime. Every quarter, we make constant efforts to realise that there is still room for improvement. Addressing challenges is just another way to adapt modern working methodologies.
Once you explore enough to get to the bottom of the challenges that have been wreaking havoc in the organisation, you find three intriguing and quite astonishing facts: The first is why a response is necessary when a chain of discourse has been implemented in the company. Second, how people sitting at the high table crave a response that favours their decisions. Lastly, how the four stages – AIDA – become the fundamental pillars to establish an adequate responsive hierarchy.
For the uninitiated, AIDA stands for Attention, Interest, Desire, and Action. These four pillars have a huge impact on how an individual functions. They form a concentric foundation and at the center, you will find “Response”. To elaborate, we can take the example of when companies were trying to manage their operations during the pandemic.
As soon as the pandemic hit, people were forced within the confines of their homes, but life had to go on. This gave a tremendous boost to digitalisation. We wanted to establish firm functional grounds that would increase our output. We focused on the four pillars of AIDA to come up with a smart response to the situation created by the pandemic.
As an organization, we desired a common goal and the next step was to take necessary steps towards a common interest that was delivering perfection. Our actions were synergised and we were attentive to the scenarios which could reflect our actions. We prepared ourselves to sustain utilising all the human resources and technological expertise to come forth with an “Agile Response ” methodology.
This was during the big digital revolution, but it also came to the fore during another recent event that has had a rattling effect on the IT industry globally. I am referring to mass layoffs. Fearing a possible recession, tech companies, including some of the biggest global giants, have laid off employees in a bid to revise their operating strategies. The IT industry has witnessed more than 90,000 layoffs since September. But, at Yudiz, our ideology differed from the rest of the world.
Being a company that is constantly moving towards a sustainable goal, we also look at our strategies from time to time. After considering our circumstances and consequences, we decided to distribute our services and solutions in a way that would not affect ongoing operations. We also initiated a research and development wing for every department which would draft various plans and methodologies addressing the challenges that Yudiz may face.
To summarise, I would say our hiring strategies and business operations were aggressive. One of our long-term goals is to develop a work culture that is collaborative in nature and integrated with fast and smart responsive strategies. Yes, we consider that communication is a crucial part, it is like a responsive strategy, a coping mechanism. It is essential when our focus is on building an organisation that aspires to become a contributor to a modern world on the brink of innovative technological disruptions.
To grow sustainably, organisations need to make systematic arrangements that allow them to push forward. There are certain deviations which make it difficult for organisations when they are determined to expand, both on human and technological resources. Furthermore, they should derive responsive strategies to dodge or confront these deviations. A response needs to achieve something, it needs to address vital points of the conversation, it needs to provide direction to the discussion, towards a solution.