Many organisations are acutely aware of just how important their people are to their overall performance, but not always fully apprised of what that means in today’s and tomorrows fast-paced and changing landscape – are you?
In today’s fast-moving markets, competitive advantage is driven by the presence and continual development of unique dynamic capabilities that enable the organisation to adapt to changes in the business environment (Chabowski and Mena, 2017).
In addition, Stakeholder Orientation (SO) is fast becoming the main language within organisations seeking to focus resources and outcomes on this group. Ferrell, Gonzalez-Padron, Hult & Maignan (2010) describe this change as moving from a Market Orientation (MO) a focus on customers, competitors and the larger market if you will to a focus on customers, community, employees, suppliers, investors and sustainability.
From this, it becomes more apparent that for organisations to remain competitive and indeed to gain the advantage they will need to invest resources into one of the most significant stakeholder groups – their employees.
This stakeholder group can, do and will continue to make the difference! Investing in their development not only increases opportunities for them to succeed and gain satisfaction but also for the organisation to reap all the associated benefits.
Employers need to understand that a motivated employee has a higher probability of making significant contributions to the organisation.
Authored by Cheryl McCormack, for more information about how Cheryl can add to your organisation’s bottom line through Team building and Leadership Development call or email her to start a confidential discussion.
p +61 417899756
Chabowski, BR. and Mena, J.A., (2017). A Review of Global Competitiveness Research: Past Advances and Future Directions, Journal of International Marketing, 25(4), pp 1-24
Ferrell, O., Gonzalez-Padron, T., Hult, G., & Maignan, I. (2010). From Market Orientation to Stakeholder Orientation, Journal of Public Policy & Marketing, 29(1), pp 93-96
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