The more digital a company becomes, the more important it is for the company to become human-centric in its operations. Without exception, all organizations plan to become human-centric as far as client or customer side of the operations are concerned. However, businesses also need to ensure that the human-centric aspect applies to the most important asset of the organization – the employees. Digital transformation permits organizations to be in constant touch with employees, regardless of place or time, access to devices. BYOD and remote working presently permit employees to work from anywhere, anytime and from any device. This is the power of digital. However, on the flip side, digital often cripples the work-life balance.
Employees on vacations are known to set vacation responders on email. However, in many cases, employees end up checking email or responding to email even while on vacation. This is mainly because of the fact that very few locations in the globe are cutoff from connectivity. In other words, there are very few locations where individuals would find it difficult to stay unconnected. Effectively the choice to check or respond to an email rests entirely with the individual or depends on the policies of the company. Consequently, employees are still contacted for urgent requirements. While the assistance of employees during urgent requirements is at times justified, this becomes more of a routine after work hours. As a result of a large number of employees still work from home late in the nights, even after fulfilling their responsibilities and obligations during the day in the office.
This makes it absolutely necessary for a company to be more human-centric towards its employees while still being digital. As Anand Mishra CEO put it “companies need to take a firm stand on maintaining the work-life balance”. This is essential not only from the employee point of view but also from the fact that burn out leads to higher employee churn. One of the reasons for employees leaving an organization is the fact that the workload after office hours becomes unmanageable at times. The amount of stress that an employee undergoes when handling work after office hours contributes to the desire to look for or a job that may not necessarily be better paying, but less taxing.
It is ironical that all employees without exception believe interviewers during multiple rounds of interviews. For instance, an employee is most likely to get the impression that the new job for which he or she is applying will be a lot different and not as demanding or taxing as the existing or previous one. During the initial days of employment, employees generally co-operate and wholeheartedly work beyond office hours, expecting that situation would change after the initial induction period. However, this becomes more of a rude shock when it not only continues but increases to a point where this situation is quite the same as the previous employer.
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