Increasing employee commitment to a company and exploiting their capabilities to the fullest is achieved by creating self-directed teams within an organization.
It is always important to have the support of coworkers in a certain area of a company, since feeling their collaboration and approval, a great satisfaction is achieved that will help the tasks to be carried out better and in a more efficient way. Therefore, the creation of self-directed teams within a company is an issue that should not be relegated within the study of human resources.
An employee who is a member of a team can exploit their full potential in the service of a company and, moreover, as the saying goes: "Union is strength." Managers can assess the capabilities of their employees, measuring the efficiency of work groups and assessing their loyalty and degree of commitment to them.
There will always be collaboration between all members of a team. Only one of its participants will never be abandoned to its fate and it is understood that the well-being of an individual will be reflected in the well-being of the group and vice versa. For this reason, an ideal situation within a company is to organize work around small teams, whose goals are high and whose goals are the same as those of the company.
The most important characteristics of these «supergroups», «high-performance teams» or «autonomous work groups», as they are called, is that each one performs interdependent tasks, that is, the work of a member is linked to the on the other and success will only be achieved by bringing all these efforts together and achieving the desired results.
All decisions made within these teams are in consensus, for example, to choose their members, solve problems that have to do with work as such, design their own positions, schedule their hours of rest, etc. They have full authority to self-direct, of course, under parameters approved by the company's management.
To achieve all of the above, these teams must be highly trained, since individuals who are not clear about their objectives and who are not capable of solving problems or proposing good ideas for the proper functioning of the system cannot be given so much authority. group and therefore, the company.
Always having someone and feeling that you are not alone are very important characteristics within self-directed teams in a company.
In very large companies where the number of personnel is very high, the most recommended is to design self-directed teams, choosing the best individuals who can contribute their best to make the best decisions, especially in those areas or departments where they are presented. the most inconvenience.
It is very important that the company supports the teams that are going to be formed and respect the decisions made within them, as long as they do not go against the ethical or legal standards that the company manages. In addition, it must be promoted because trust and mutual respect are the bases on which the spirit of the group is developed, as well as equality and opportunity for all.
To belong to a team, it is necessary to train the people who will be part of it. Specify their functions, duties and obligations towards the group. Manuals for the employee will no longer exist, but manuals for the team member, the team member's activities association, instead of the employee activities association, and there will no longer be plant employees but team members.
The great advantage is that there is help and contribution to achieve the goals of an organization. Each member depends on someone else and the trust placed in them should never be disappointed.
As we saw in this article, the primary objective of self-directed teams is to seek to enrich intellectually and empower employees. With this, the degree of commitment of an individual towards his organization will be increased and the planned objectives and goals will be achieved extraordinarily and in a time according to the needs of the company.
