Trust within an employee team is one of the important factors in building strong human relationships. In a business, it refers to the connection among employees, between employees and their superiors, and between employees and the organization.
The recent period has been one of major upheaval for business operations. It has also had a significant impact on how businesses organize their workforce.
After multiple rounds of downsizing and change, do the remaining employees still feel connected to the organization? Do they still trust their managers’ ability to lead? Do they believe in the business’s ability to recover in line with management’s vision?
Each employee evaluation is an opportunity to reflect and analyze every individual’s strengths and weaknesses. Weaknesses that may have been overlooked for a long time are brought forward for assessment and comparison. Leaders may focus on strengths and potential when selecting a team for the future, or focus on weaknesses to make appropriate downsizing decisions in the present. However, this remains a period of significant pressure and crisis for human resources.
1. So how does trust within an employee team change, positively or negatively?
1.1. Positive:
- Those who remain trust the organization’s management and ability to recover.
- Strong trust provides motivation for mutual understanding and long-term cohesion.
- The capabilities of managers and senior leaders build trust within the workforce. This encourages everyone to support one another in overcoming difficulties.
1.2. Negative:
- Wrong decisions negatively affect employees’ trust.
- For various reasons, a downsizing plan may not succeed. However, the people on that list may already have lost some trust because of the decision. In practice, managers may also have held certain biases against these employees when evaluating whom to let go. This creates distance between both sides, and trust gradually declines. They may be unable to remain connected over the long term.
- A business may find that, after downsizing, some of the employees who were retained also leave shortly afterward. This can happen when decisions are based on inaccurate assessments and a poor understanding of employees.
- Making decisions about whom to retain or let go based on personal issues and emotion causes managers to lose the trust of both departing and remaining employees. If leaders fail to recognize this, it will affect employees’ trust in the organization.
- A lack of trust creates conflict when work is discussed. Opposition may develop between individuals, between subordinates and superiors, and vice versa.
To avoid these negative consequences, workforce analysis must be conducted consistently to understand each individual and team and support sound decision-making.
2. Tools to Help Businesses Analyze Their Workforce and Develop Employee Training Plans
2.1. Motivation Questionnaire (MQ) – A Motivation Questionnaire from Germany
Assessment results MQ Test based on Maslow’s needs. These are among the basic needs of human beings. The MQ Test helps uncover individual motivations through a motivation questionnaire. It measures both employees’ needs and their level of satisfaction with the most basic and common needs.
The MQ Test measures whether employees’ psychological tendencies and motivation are driven by external factors or internal factors. The measurement results provide a basis for understanding what employees need. This makes it possible to motivate them to work effectively, create greater value, and strengthen the connection between personal and organizational development.
2.2. Uchida-Kraepelin (UK Test) from Japan.
Uchida-Kraepelin (UK Test) is a test that analyzes human resources quickly and accurately. The results reflect work ability, measure job performance, identify behavioral tendencies and habits, and highlight notable psychological fluctuations.
The UK Test provides businesses with information for measuring capability, suitability for a profession, and compatibility with the characteristics of a job. It is used in recruitment, position allocation, and the assignment of job types and workloads to employees.
Learn more about the Uchida-Kraepelin Test: https://vienquest.com/uchida-kraepelin/
2.3. Trait-Map – A Personality Tendency Test for Human Resources from Germany
Trait-Map Test based on the Big Five model, helps identify participants' personalities, personality types, life perspectives, and working styles.
The Trait-map test results provide details such as personality expressions in essential skills, stress tolerance, meticulousness, attention to detail, and conscientiousness…
The Trait-Map Test is particularly effective for team assessment. It shows which personality traits are prominent and which are less expressed in each person. It helps identify each individual’s most prominent role within the team, as well as the roles or positions they may be capable of taking on. This enables businesses to arrange their workforce appropriately to maximize work effectiveness and provide timely support and training where limitations remain and improvement is needed.
Learn more about the Trait-Map Test: https://vienquest.com/trait-map/
EQ Test: https://vienquest.com/tri-tue-cam-xuc-ki-nang-de-tro-thanh-nha-quan-tri-tai-ba/
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