Does giving employees freedom bring losses or improvements in performance?

Does giving employees freedom bring losses or improvements in performance?

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The future of the labor market is under constant discussion. Be it the impacts of technology, the use of artificial intelligence, the payment for virtual currencies or the automation of processes – there is a worried look for the coming years and what they have in store for us. One of the theories discussed is the growth of freelance and remote work, outside the company's premises.

This type of work requires the company to give freedom for employees, just delegating tasks and trusting that they will perform as well as possible.

Even for organizations that have their employees on an allocated system, the professional autonomy it is a topic widely discussed by specialists in Human Resources.

In this post, we will approach the subject and clarify: Does freedom help or hinder performance? Follow us!

How does the corporate release model work?

Unlike the traditional management model, which controls the employee to deliver results, a new management standard has been gaining space and is being discussed.

Called corporate release, he preaches that employees have complete freedom and responsibility over their actions. This concept is used since the performance of tasks and even in the provision of space so that employees can make decisions.

This does not mean that the company is not managed, but that tasks are delegated with the confidence that the employee will do the best.

How can giving freedom to employees help the company?

Some successful cases can already be seen. At Michelin, a tire manufacturer known worldwide, one of its German factories works giving freedom for employees.

The teams produce under self-management and the managers take on the role of coaches, without formal authority.

Employees can still define their own hours and vacations, and control their own performance indicators. As a result, the company doubled its free cash flow and was ranked in 2018 as the best major employer.

A team that works with freedom has bigger engagement, presents more consistent results and is dedicated to achieving results, instead of working only out of obligation.

How to create a team capable of self-management?

Give way freedom and autonomy for employees can be extremely positive. However, it is necessary that this transition be made with good planning, so that the company can make employees aware of the behavior to be adopted and can follow the results.

We suggest a plan here so that you can develop autonomy with your employees, without giving up quality in tasks.

1. Hire people with self-management skills

If you are still going to assemble the team, identify whether employees already have experience working alone.

It is worth asking if they have any experience with home working or working without the company of colleagues.

The development of new habits takes some time. A professional who is used to working only in teams or who needs to be under constant supervision to deliver results can take a long time to adapt to the new conditions.

2. Promote training

If you are going to work with already formed teams, invest in trainings that guide on the self-management.

Some topics to be developed are the ability to manage one's own time, to act in order to achieve goals, good communication skills and the ability to make decisions.

Hold periodic meetings to monitor the results, understand the difficulties and reinforce the concepts passed in the training.

3. Create a culture of trust

There is no point in all the effort to create independent teams, if the manager do not trust the work that will be delivered. Charging or trying to micromanage tasks, even from a distance, will only hinder the exercise of the function.

The company must have a culture of trust, followed diligently by the managers. Try to facilitate the work, answer questions and monitor the processes, without making constant charges. Have the peace of mind that each one is doing their own work.

4. Provide support tools

Some tools will help not only to manage the team, but to align deadlines and optimize time.

You can use software that helps you track work progress and set goals. It is worth remembering that employees, even if they work more freely, also need performance feedback.

It is also interesting to suggest techniques or tools that help in time management. Some are ideas to guide what should be prioritized, others are software that help control the time spent on each project or even procrastinating.

But remember that the use of these tools should only be suggested – if the manager decides to follow this closely, the whole idea of ​​giving freedom to the worker is thrown into the water.

5. Recognize the efforts of professionals

To recognize and encouraging professionals is important to keep them engaged and “Wearing the shirt” from the company. It is not necessary for recognitions to always be financial, but this attitude makes employees aware that their efforts are valued by the organization.

Recognition also gives the feeling of belonging. Even working autonomously, it is important to remember that work impacts the company as a whole.

6. Develop communication

Make a diagnosis of the current situation of the company: Does communication flow freely between employees and teams, or does each work centered on their own tasks, without exchanging knowledge?

For the corporate release work, it is essential that employees have access to a quick communication tool that favors transparent and direct dialogue.

Try to establish cannals of dialogue so that the exchange of information is centralized, avoiding problems.

Give way freedom for employees it will make management more efficient and raise the company's productivity rates. Employees must deliver results, which makes them take on a greater sense of responsibility and take on the micromanagement of their projects.

This management model opens up space for employees to show your skills and even get bring innovations or take on other activities, without losing the quality of life at work.

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