Posted on : 2022-08-05 02:51:05
Article : Good evening, Friday Management TASK 202- In HR management, unbossed leaders are those who set clear goals, serve their teams and help remove obstacles to enable their associates to do their best work. Look at this Novartis Singapore way.
A strong employer brand has a significant impact on how the organisation is perceived externally. To manage this, it has to put a number of initiatives in place, such as ensuring that employees understand how the company aspirations align with their individual purpose; and creating a safe environment for associates to be curious, inspired, or what they call "unbossed" in their daily activities. These unbossed leaders are those who set clear goals, serve their teams and help remove obstacles to enable their associates to do their best work. In fact, this unbossed strategy is a fresh perspective on the leadership. This thought suggests that organisations should involve employees at all levels of the company: frontline, management and senior leadership.
When involving everyone with full engagement beyond the leadership team is cultivated it leads to resulting with a collaborative leadership style. This leads to a management philosophy that servant leaders are needed instead of bosses. Following this transformation, the HR department also undergo a re-branding exercise and is now called People and Organisation (P&O) - a reflection of the emphasis placed on people to cultivate a culture of creativity, curiosity, self-awareness and inspiration.
In 2019 Switzerland-based global healthcare company, Novartis new CEO has brought in this new concept of unbossed organisation system in Singapore. Among the several initiatives Novartis has in place to help attract and develop talented people foremost are the programs to promote the wellbeing of associates and continue making progress in diversity and inclusion (D&I). The key objective of building trust means several things – Novartis must show that they are transparent, reliable and trustworthy, in that they practise what they preach on their mission, vision, strategy, purpose and values. For example, employees must trust that the organisation makes decisions and roll out initiatives or programs that are beneficial for them, for the business and for external stakeholders."
To kick start this diversity and inclusion program recently Novartis team celebrated “Diversity & Inclusion Week, in conjunction with Singapore’s National Day. The celebratory week aimed to raise awareness across the various dimensions of diversity within our workforce. To achieve this, they created a ‘Super-NOVA Gallery’, displaying a superhero-themed poster exhibit to highlight the many aspects of diversity. Employees were encouraged to take a gallery tour and be inspired to continue building and supporting an inclusive environment that allows everyone to be themselves, to feel valued, respected and heard no matter what race, religion or gender they are.
While the inclusive management of employees is one key, the second key in Novartis' employer branding medikit is to continue to build trust with key stakeholders and the society at large. To reach close to the society in large the company employees should make participative programs. At Novartis this is done by actively supporting the local communities through the firm's community partnership and corporate volunteering programmes, an example of which is the annual MusicFest event held at Singapore General Hospital (SGH).
While this we are presenting as TASK-202- in Solution part we would be speaking on the programs and benefits the Novartis employers can benefit when they gain the trust of employees. We welcome your perceptive ideas on such collaborative unbossed management operation styles. You can send us on our mail id or place in our comment box before we post our Good Morning Monday solution on 8th August 2022.
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