Competitiveness among employees is a good way to engage teams, stimulate productivity and continuously generate good results. The problem is that, without planning or established goals, conflicts can become common, and it is essential to monitor actions.
It should be a consensus among managers that the competitiveness among employees it is a valuable asset for the organization's development.
After all, this motivation is the differential for professionals to engage more in the company's goals, seek their internal growth and promote a pleasant internal dispute.
It turns out that when there isn't a well-defined goal by HR and managers, the competitiveness among employees may culminate in conflicts, broken relationships and a host of other problems to be resolved.
How about seeing, then, how to enjoy the best to generate healthy and profitable competition for everyone in the company? Just keep reading this post!
How is competitiveness among employees positive?
Have you ever noticed how team sports tend to reward the best athletes with a captive place on the first team? Because the same — with its due proportions — can happen in your company.
For this, the HR sector has to be ahead of this distribution of “liner shirts”, promoting actions that stimulate competition, reward the best and encourage others to gradually achieve better results.
This, in itself, should already stimulate the competitiveness among employees. But there are also other relevant and fundamental aspects for the development of this type of strategy, such as:
- identification of internal talents based on previously clarified objectives in order to assess the skills, abilities and personality of each employee;
- opportunity for internal growth, making professionals seek a captive space in the company, gradually increasing their prestige and position;
- stimulates creativity;
- brings employees closer to developing their skills, including collective work;
- helps to spread knowledge, exploring the willingness of professionals to seek new ideas and solutions to the same problems;
- retention of talent, as employees will know exactly what to do and how to build their career path internally;
- it reduces people's natural barriers to expressing their ideas. Having tangible rewards, in the process, the trend is that more people take the risk of presenting new ideas.
It is worth noting that, with this well worked out in the company's organizational culture, more professionals will seek a space there, in new selection processes. Therefore, competitiveness among employees can be not only a valuable asset for developing and retaining talent, but also attracting professionals from the market.
What aspects can be toxic?
As highlighted so far, planning is essential to make competitiveness a functional asset in the company's DNA, constantly driving it to new — and better — results.
But this work must also be accompanied by close and continuous monitoring, since the lack of attention from the management — or even HR — turn into some specific and harmful problems for a good organizational climate, such as:
- low productivity of employees affected by the bad climate of competitiveness;
- undermines collective ethics, since the results achieved can arouse envy, greed and other negative feelings in the workplace;
- promotes hostility and lack of collaboration. Especially when the success of one means the stagnation – even if momentary – of the other;
- it awakens internal conflicts, which can evolve into a toxic and unsustainable workplace for many, increasing absenteeism, lack of engagement and even turnover rates.
Therefore, it is not enough to encourage and offer encouragement. Competitiveness among employees is a continuous work and demands the full attention of its makers so that balance remains in the corporate day-to-day.
How to stimulate competitiveness among employees?
If, on the one hand, the competitive climate contributes to individual and collective development — in addition to contributing to the company's growth — this is only possible when the stimulus brings everyone together.
Hence, the importance of creating a healthy solution, with clear objectives, very well-defined results and a treatment that favors everyone, even if there is a ranking.
For that, some actions can be worked. And then we'll explore them in detail!
set the rules
Gamification (or gamification, from the term in English), for example, helps in engagement because it has thewell-defined objectives, clear rules and a approach close to the creators.
With this, the chances of getting the job done well are greater, and there is no clearer risk of unbalancing the intentions of the participants.
A hint: reward everyone, even if there is a first and last place. This creates more unity between the teams, and a sense of getting better next time.
Participate in the process
Engage, encourage and be close. If possible, be a key element in the equation by looking for results. Thus, control is greater and you can work collaboration more effectively.
Hold meetings periodically
Regardless of the work that will be done to stimulate competitiveness among employees, such as the aforementioned gamification, it is essential to meet frequently with the participants.
And do you know why? Your professionals will have an open channel to express themselves, expose their concerns, afflictions, impressions and considerations regarding the strategy.
Consequently, it is easier to assess what worked, what deserves more attention and monitoring, and what, ultimately, can be discarded because it did not yield the expected.
Not to mention, of course, that any interference in productivity, such as competitiveness between employees unfairly, is quickly diagnosed and containment actions are quickly carried out, avoiding a toxic climate and a bad organizational climate.
In this way, your HR and the leaders of each sector show that there is, indeed, an evident concern with increasing the company's results. However, this does not mean that the quality of life and well-being of your human resources will be sacrificed in the process.
And then, based on everything we've seen throughout the post, how do you think you can stimulate people management through competitiveness among employees?
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