A culture of trust, openness and innovation in the company

[ad_1]

Corporate culture develops and changes at an intense pace, just like the company. This contributes to the network’s innovation and market success. Despite the fast pace, the foundation of this corporate culture is based on trust, openness and the ability to change.

The shared values ​​of the team allow the company to move towards absolute leadership. And the manager always faces the question of where to find people, how to stimulate them to constantly grow.

A culture of trust

During growth, the team changes and grows. It is at this stage that the work of the HR department, which conveys the company’s values ​​to employees, is important. Major changes happen in the company when HRD comes.

After all, you no longer choose yourself, but receive candidates who are chosen for the company. People tend to recruit their own kind, so it’s extremely important that recruiters get a feel for the company culture. Give the manager the right person and he will show high results.

When the team is smaller, it is easier to do it, but when the scale grows to about 10,000 employees in different regions of Ukraine, it becomes a challenge. The role of the manager in this is decisive in order to create a work style and attitude towards it based on the company’s values.

This leads in the future to building trust and an effective result. At the same time, it is important that the employee perceives this result as his personal. After all, belonging to the result of the work is lost at the moment when the employee does not perceive it as his own, but exclusively the company’s.

Accordingly, the desire for work is lost, negative emotions are produced, and burnout and apathy are formed. This is a critical moment and we take care not to let it happen.

It is worth understanding that there is always risk behind intensive growth, trust and innovation. Everyone makes mistakes, and if an ordinary manager made them, it is very important to ask the right question: “what allowed him to do that?”

Does he have a clear work schedule, a control point, because it affects the company. In fact, the problem is not the performer who performed incorrectly, but the problem in the system. This means that it is not built correctly by the leaders, starting with me.

Culture of openness

Open dialogue and the ability to listen to each other are integral parts of effective work. One of the tools of openness in the company is a feedback form through which employees can contact me.

They describe their vision of processes, ideas, pay attention to inaccuracies and enter into an open dialogue with me. Such experience is an effective means of improving our processes and strategies.

The support of employees provided by the company is very important for team spirit. This manifests itself in us through psychological support and help in difficult life circumstances.

In the current conditions, it is needed more than ever before, because the team is large, all over Ukraine, and, one way or another, the war has its effect on everyone. We conduct workshops with psychologists on the topic of mental health for regional and divisional managers.

They learn what it is and why it is important, how to take care of themselves, how to communicate in the work environment, in particular, with employees who find themselves in a difficult situation. It is important to start this work with managers, because they should be able to support, including the mental health of their subordinates.

In the future, this program will be developed on a larger scale. We will collect feedback after the workshops, and based on this, the further format of the work will be determined.

A culture of openness is about the development and training of employees, which gives them autonomy, responsibility and sharing of experience. Managers of various levels are trained on an ongoing basis.

In particular, they improve their management skills and learn new things. One of the most important trainings for pharmacists is working with standards of pharmaceutical care. After all, they are the ones who openly communicate with our clients and provide quality service.

This training constantly improves them and brings career growth. In 2023, more than 500 pharmacists became pharmacy managers, 50 managers moved to the position of regional manager. In addition, they can develop in other directions in the central office.

Culture of innovation

The modern world is changing at a fast pace and business must keep up with these changes in order to achieve even greater success. Innovation is manifested in the courage to take risks and be ready for change. And very often this courage is shown by young people who are not afraid to experiment and take on new ambitious projects.

I would like to draw attention to the fact that young people are an investment with an unknown payback and at the same time it is one of the ways of introducing an innovative culture. 60% of our team are people aged 21-29. Young people come to the company with their own values ​​and beliefs.

It promotes the exchange of experience, stimulates creative approaches to work and innovative ideas. The management exerts a great influence on the youth in the team. The manager’s goal is the effective work of the team and the spirit of the company, which gives a charge for results. And the question arises in which team and under whose leadership a person falls.

If the best staff is given to a bad manager or team, then in a short time he will become the same because he got into the wrong environment. Therefore, part of the youth really revives the processes and teams, but it is worth understanding that sometimes the opposite happens.

And at the same time, young people can do what older people cannot. Their brain works differently and this is a great value for me.

I myself have been working in the company for more than 15 years and it is interesting to me every day, because it is not the same company, but a new one every year. Due to the fact that you are constantly growing and scaling, you never stop in one place.

It is impossible to compare Podorozhnyk now and two years ago. It is different, it is bigger, it has different processes and problems, radically different resources and tasks. If you don’t run with all your might, you won’t make it, and there’s a clear moment of feeling that you’re already behind, and everything has flown by and you have to catch up, because you can’t make it.

This describes the rhythm in which we work and are de facto always open to innovation.

Such synergy and forward movement in the same direction and for a single goal gives us a charge for results and efficiency.

[ad_2]

Original Source Link