This paper examines strategies for managing organizational change and improving employee productivity in a globalized business environment. Using the GROW problem-solving model — Goals, Reality, Obstacles/Options, and Way Forward — the paper identifies key employee-related challenges, particularly in communication and compensation. It analyzes potential solutions, outlines an implementation strategy, and discusses measurement techniques such as periodic employee surveys. The paper uses Google's employee benefits model as a practical example of how addressing employee needs can raise productivity. Ultimately, it argues that organizations must move beyond outdated policies and adopt flexible, employee-centered strategies to remain competitive.
Globalization is changing the workplace at an incredible pace. Because competition is more severe, employers must ensure that productivity levels remain high. Achieving this objective requires that all employers address the concerns of their employees; otherwise, they could face high employee turnover and low productivity. The most successful organizations understand these realities and incorporate addressing employee issues as a core part of their organizational philosophy.
Over the last several years, the issue of employee performance and productivity has been continually brought to the forefront. Globalization is changing the workplace dramatically, requiring companies to employ highly skilled workers in order to maintain their competitive edge. As a result, strategies that were effective twenty years ago have become relics of the past. For any employer to remain competitive today requires innovative strategies in establishing effective policies and procedures, fair pay and rewards systems, and sound promotion and disciplinary procedures. Without these, a business faces challenges that will greatly affect productivity.
An example of this disconnect can be seen in a study conducted by the consulting firm Watson Wyatt. After sampling 2,044 workers, the firm determined that nearly 57% believed any kind of performance evaluation was rated unfairly — despite the fact that nearly 60% said they understood how the performance system worked when they arrived (Landa, 1999). This reveals an underlying trend in which managers have become so disconnected from their employees that workers perceive the workplace as unfair. The procedures used for everything from employee evaluation to compensation are often built on ideas that are no longer relevant.
In order for any organization to remain competitive, it must thoroughly understand how employee-related issues need to be addressed both now and in the future. Doing so requires identifying the problem using the GROW problem-solving model, carefully examining possible solutions, implementing a strategy, and determining whether that strategy has been successful. Together, these elements show employers how they can improve their employee policies and procedures to maintain high levels of productivity.
The GROW problem-solving model involves four core principles: Goals, Reality, Obstacles/Options, and Way Forward. What makes this model especially useful for employers is its flexibility — it can be applied to set goals and identify problems across many different areas of an organization.
When examining the principle of Goals, it is clear that before any strategy can be implemented, management must determine what outcomes they want to achieve. This involves setting objectives related to productivity, performance, reviews, and employee attitudes, with the aim of being as specific as possible in identifying all areas required to meet the stated goals.
Next, management must examine Reality — taking an honest assessment of how far the organization currently is from achieving its objective. In this context, management would review the existing employee policy and compare it with the practices of other organizations, identifying which issues are preventing progress toward the objective. Acknowledging that challenges exist is essential; if everything were working, the goals would already be met.
Once specific issues are identified, management examines various Options that could overcome the different obstacles. This means finding out what matters most to employees and which areas need improvement, then developing workable solutions to address those obstacles.
Finally, management determines the Way Forward — once the strategy and plan are set, consistent action must be taken to ensure the goals are achieved. Applying this model to the evaluation of employer policies and procedures effectively addresses employee issues and helps increase overall productivity (Green, 2005).
One of the most significant problems facing any organization is communication. Many managers operate on the assumption that employees are simply paid to do a job and should follow directions without question. This attitude may have functioned in earlier decades, but globalization has fundamentally changed the nature of business, requiring managers to adapt. Remaining competitive demands that all managers develop strong communication and active listening skills, as they serve as a bridge between upper management and their teams.
One way to achieve this is to apply flexibility in management style. Managers must clearly communicate to team members what objectives need to be achieved and ensure that employees receive immediate and fair feedback. When issues arise, the manager must be prepared to address them using the GROW model.
For example, if management wants to improve productivity but notices that employees are not responding to meetings or incentives, the first step is to identify clear goals for improving communication, with success measured by a rise in productivity. Management must then make an honest assessment of where things currently stand — recognizing, critically, that managers themselves may be part of the problem as well as the solution. Anonymous employee surveys can help identify the specific communication obstacles that exist. Once this information is gathered, management and employees can work together to find ways to improve communication. Periodic surveys and focus groups can serve as consistent follow-up mechanisms to ensure that the most important objectives are being met. Effective communication and listening are essential in any organization for ensuring that everyone understands and works toward common goals (Green, 2005).
A second potential solution involves understanding the diverse needs of employees. For many years, employers offered a single traditional pension plan that was expected to meet everyone's needs. However, as the economy has shifted, the workforce now includes multiple generations working side by side, each with its own specific needs and expectations. Taking a one-size-fits-all approach to employee benefits can result in dramatically lower productivity, as employees come to believe that management is out of touch with their needs. Over time, this perception leads to declining output and higher turnover, as key employees seek opportunities elsewhere.
Using the GROW model in this context, the most obvious goal would be to improve productivity and reduce overall employee turnover. The Reality phase involves reviewing current compensation packages and comparing them with what competitors are offering. Management must then identify the obstacles contributing to the problem, gathering accurate information by surveying employees about what matters most to them. Human resources can ask prospective employees what they are looking for in an ideal employer, generating specific opportunities for management to address. Once this information is gathered, management must begin implementing what it has determined to be the most effective course of action (Clinch, 1991).
Once challenges and opportunities have been identified, management must create an effective plan to address employee-related issues. This means assessing where the company currently stands, examining the obstacles in the way of achieving the objective, and identifying solutions that can overcome those obstacles. Once this analysis is complete, management should begin implementing the identified solutions, with all managers working together to improve the work environment and embrace opportunities to increase productivity (Gerhart, 1995).
After reaching consensus on how to move forward, managers must communicate the changes to employees, addressing the issues that matter most. In the case of communication and employee needs, managers should hold regular meetings to discuss the full range of issues that could be affecting performance. This requires a proactive approach — for example, checking in with an employee when their productivity first begins to decline. Taking this step allows managers to build genuine rapport with their teams and position themselves as accessible resources for addressing employee concerns.
When an employee raises an issue, management must respond promptly. This builds individual-level confidence that the company genuinely cares about employee well-being. At the same time, management must pursue tactics that improve the overall unity of the organization — including employee-centered events and benefits that go beyond what traditional employers offer. An implementation date should then be established for when and how the new policies will take effect, with managers ensuring consistent adherence to the new procedures.
"Steps to implement employee-centered policy changes"
"Surveys and data analysis track improvement outcomes"
Green, P. (2005). Business system analysis. Idea Group Publishing.
Landa, M. (1999). A contrary look at employee performance appraisal. Retrieved March 21, 2010, from All Business website:
Stross, R. (2009). Planet Google. Free Press.
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