Online Reporter
Employee Relations
Dr Request Machimbira
IN the terrain of human resources management, job descriptions have long been an acceptable instrument for talent acquisition, onboarding and performance management.
However, like a double-edged sword, they can both guide and limit our talent search, leaving us with a narrow pool of candidates who fit a predetermined mould.
It is time to recognise that job descriptions are mere signposts, not the destination.
There is talent waiting to be discovered like a diamond in the rough outside the confines of job descriptions. Job descriptions can be like a straitjacket, restricting thinking and confining individuals to narrowly defined roles.
They can become a mental blueprint, stifling creativity and innovation.
The phrase “it’s above my paycheque” should be a red flag, indicating that an individual has the capacity and possibility to go beyond what is defined for them. The moment we allow job descriptions to dictate our recruitment process, we risk overlooking hidden gems.
We may be sitting on a goldmine of talent, with employees who possess skills and abilities that are not reflected in their job descriptions.
The cleaner may be a budding events director or the receptionist a talented counsellor.
The possibilities are endless, but we will never know unless we give them the autonomy to explore and express themselves.
This is where the concept of “tolerance of failure” comes in.
It is about creating a culture where employees feel empowered to take risks, experiment and innovate with the understanding that failure is a possible outcome.
It is about providing structured support, feedback and reflection to help employees learn from their mistakes and improve, like a gardener pruning a plant, encouraging new growth.
Tolerance of failure is about giving employees the freedom to make decisions and take more ownership of their work.
It is about trusting them to try new approaches and providing the necessary resources and guidance to help them succeed.
When employees feel empowered, they are more likely to take risks, experiment and innovate.
We should be recognising and rewarding employees who take brave risks, even if they do not succeed. This sends a powerful message that we value initiative, creativity and innovation, and that we are willing to take calculated risks to achieve our goals.
It is time to celebrate the failures, not just the successes, and to recognise that failure is often the stepping stone to success.
Regular feedback and reflection are critical components of tolerance of failure.
Employees need to know how they are doing and what they can do to improve.
This helps them learn from their mistakes and make adjustments for future endeavours.
Tolerance of failure is about creating a culture where mistakes are seen as opportunities for growth and learning.
The excessive or unrestrained use of the code of conduct can stifle innovation and creativity.
The “chief whip” approach has not produced the performance levels that organisations contemplate. It is time to challenge the status quo.
Why do we have industrial relations managers and not performance managers?
This says a lot about our priorities.
We should be focusing on managing performance, not just relations or discipline.
We should be empowering employees to achieve their full potential and providing the necessary support to succeed.
Tolerance of failure is not just a mindset shift; it should be a structural shift.
We need to create organisations that are agile, adaptable and responsive to change.
We need to create a culture that values experimentation, learning and growth, where employees feel empowered to take risks, experiment and innovate.
We need to create a culture that tolerates failure and encourages employees to take risks, like a startup founder launching a new product with the possibility of success or failure.
Let us move away from a culture of fear and towards one of tolerance of failure.
Let us empower our employees to take risks, experiment and innovate.
The future is by design.
We can deliberately influence the future we want by entrenching and promoting design thinking in management practice.
The workplace needs to evolve.
We have new problems, and it would be folly for managers to trust the same tried and failed management tools.
Tolerance of failure is one of the spanners that are needed today as we build strategic resilience in our employees.
Dr Request Machimbira is the executive director of Proficiency Consulting Group and International Wellness Institute. He is a human resources expert, strategy facilitator, board trainer, team-building coach, wellness consultant, independent labour arbitrator, board chairperson and published author. He writes in his personal capacity. For feedback, email [email protected] or phone +263772693404.
