1. Stereotyping - Organisations are quick to stereotype employees and make them fit to their defined job definition or requirement. This only results in increasing the frustration levels of both employer and employees and in the worst case - lead the employee to quit. I know employers have reasons for this but still the fact is - each individual is different and the quicker they try to work out the strengths of the employee and map it to the job requirements, the better. Many a time the unique view of the employee gives a different perspective to the job requirement which can still be leveraged. But that requires maturity and an ability to deal with ambiguity from an employer perspective. Both these are rare skills especially in today's fast world.
   
2. Bad Performance Rating - Performance Planning at work was initially intended as an exercise to identify strengths and work out ways on how it can be improved further to develop win-win relationships. Unfortunately in most organisations, this meaning no longer holds. It is used as a weapon to force employees to fall in "line" - so getting a bad rating is seen as a failure and no genuine effort is made to analyse and take preventive action. In most cases, getting a bad rating means that maybe that person is not cut out for that role. That is not such a bad thing - it just means that his actual strength could be elsewhere and some effort is required before the organisation discovers his potential. But this honest evaluation is possible, only if employers have time and interest. In today's world where results are everything, both of these are a luxury and so ignored.
   
3. Ability to move within the organisation - Ideally all employees should be thought of as champions and potential CEO material. So the question becomes - how can they be leveraged and how can their unique innovative skills be tapped? If this means that they may have to try out 10 different roles to discover this - so be it. End of the day, once the employee discovers his true strength, there is no holding him back and he/she needs minimal attention after that and the results will be truly amazing. So it is an investment, yes - but I would argue - a worthwhile one at that. But this cannot be achieved without active encouragement and also guidance especially during the initial stages. Question is - do you care and are you willing to do it for the long run?
   

1. Expose the majority of the employees to the organisations problems (regardless of the area) and encourage participation - A simple step but a good beginning. You may be surprised by the results!! This may be a quick and painless way to discover hidden potential but important to make sure that there is an incentive, encourage and be persistent. Remember that this could be a new territory for some of your employees and they may hesitate. Employers need to reinforce and encourage to get the best results.
   
2. Encourage diversity within your teams - Diversity teaches employees to be more tolerant of people who have different thoughts or ideas and also brings unique perspectives. Use this to define job requirements and keep it flexible rather than defining everything in clear terms and using that as a measure. This also helps to groom your future generation of leaders who will have to deal with ambiguity in tomorrow's world.
   
3. Celebrate Successes - Nothing breeds like success. So celebrate your successes and use it as an opportunity to demonstrate your commitment. Over a period of time, employee will realise the benefits of being their true self, let go of their inhibitions and work out win-win relationships. This will also increase your employee engagement levels.
   

Madhu

(http://innovatetogether.blogspot.com)