m "Never tell people how to do things.

Tell
them what to do and they will surprise you
with their ingenuity." ¬¬





 

m "An empowered organization is one in

which individuals have the knowledge,
skill, desire, and opportunity to personally
succeed in a way that leads to collective
organizational success." ¬¬ 



 WHAT IS IT ALL ABOUT?
m process of enabling or authorizing an
individual to think, behave, take action, and
control work and decision making in
autonomous ways.
m EMPOWERMENT comes from an individual.
m The organization has the responsibility to
create a work environment which helps
foster the ability and desire of employees to
act in empowered ways.
m Harvesting the creative and emotional power
of the employees.
THREE LEVELS OF EMPLOYEE
EMPOWERMENT
ë steps to empower :
m ë. Demonstrate That You Value People

m 2. Share Leadership Vision

m 0. Share Goals and Direction

m 4. Trust People

m 5. Provide Information for Decision

Making
m £. Delegate Authority and Impact
Opportunities, Not Just More Work

m 7. Provide Frequent Feedback

m 8. Solve Problems:
Don't Pinpoint
Problem People
m . Listen to Learn and Ask Questions to
Provide Guidance

m ë . Help Employees Feel

Rewarded and Recognized for
Empowered Behavior merits
At Wipro
m x





m Our solutions offer self-service

functionalities to empower employees to
perform various activities themselves
and ensures efficient employee
transactions, thus improving overall HR
operations.
At Infosys :
m Driving Work-Life Effectiveness
Through Employee Empowerment

m In 2 0, Infosys launched a global

council of six internal, senior women of
varying nationalities who were tasked
with conceptualizing and implementing
an initiative that would create a gender-
sensitive environment to attract, hire,
and retain top talent, including women
At Toyota
m Toyota Motor Company empowers some of
its employees to identify and help remedy
problems occurring during product
assembly. An automobile coming off
Toyota's assembly line with a paint defect is
seen as an opportunity to delve into the
root cause of the defect, as opposed to
merely fixing the defect and passing it on to
distributors for resale.
m increased employee education
and training.
m employees participate in creating
their own goals; increased
employee contribution.
m increased respect among
employees secondary to
teamwork.
m increased power equals lower
absenteeism and better
productivity
m employees have more satisfying work.
m an increased depth of competence among
employees secondary to cross-training.
m less conflict with administration and
managers.
m fewer middle management positions means
decreased cost to the company.
m Employees are more likely to agree with
changes if they participate in decision
making.
m employees can abuse the increased
power given to them.
m it is too much responsibility for some
employees.
m employees who focus on their own
success rather than group's may
leave.
m managers must be better trained to
facilitate through sharing of
information, cooperation, and
referrals to appropriate resources
m all employees must "buy in" to the concept for
it to be effective; there is an increased cost to
the organization for training and education.
m there is increased time in groups or
committees which takes away from regular
jobs.
m there may be increased conflict or power
struggle betweeen employees due to group
work.
m some employees may not be knowledgeable
enough to make good business decisions.
m decisions made on the basis of personality
versus logical reasoning.
Biggest Challenges
m Some managers feel safer in charge.

m Excuses and "not my faults" can drive

managers crazy.

m Boundaries of decision making are the

biggest challenge.
ON AN ENDING NOTE «
m If a workplace environment is more like
³it¶s everyman for himself,´ you¶ll
experience employee chaos. Business
leaders, managers and HR experts are
now learning that employee
empowerment doesn¶t mean the captain
loses control of the ship, but rather, the
ship moves in a less rocky fashion
because of the empowerment.