Do you know your employee?

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OPINION

By Debra T. Talemwa

In today’s workspace, everyone is busy juggling many priorities and trying their best to meet deadlines. In a space where employee engagement and retention are growing concerns, organisations must go beyond job descriptions, job titles or academic qualifications to understand the individual behind the role.

This is effective through fostering open communication, recognising personal strengths, and showing empathy in leadership. All employers ought to build trust and boost the morale of employees so that they effectively drive long-term productivity and innovation.

It is unfortunate that many organisations still operate under rigid hierarchies and impersonal systems where employees are often seen as tools to achieve targets rather than individuals with unique perspectives. Many organisations and firms in Uganda still uphold and apply rudimentary and administrative approaches of managing people, such as personnel management.

Personnel management/administration emerged in the 1920s and was concerned with technical aspects of hiring, evaluating, training, and compensating employees. It is more focused on staff function in most organisations rather than the different employment relationships and practices on overall organisational performance.

Unlike Human Resource Management Practices designed to maximise the performance and satisfaction levels of employees by providing them with the necessary knowledge and skills to perform their duties and by creating conditions that will both energise and facilitate employees’ efforts towards meeting the organisation’s goals and objectives, Personnel management lacked a unifying paradigm.

Knowing your employee is not a one-size-fits-all matter. Employees have different temperaments, character and goals; therefore, the duty lies on the employer to learn how to utilise and grow them so as to achieve the organisational Vision and Mission. Employee engagement is a key driver and indicator of employee satisfaction. It’s that degree to which employees are invested in, motivated by, and passionate about their duties and responsibilities in an organisation.

Employee engagement is important because employees own their work and care about outcomes, they put effort into solving real problems and can stay focused amidst organisational challenges. A successful employee engagement strategy is hinged on continuous, purposeful communication and trust between employees and employers. Communication is superficial without genuine listening and meaningful exchange between employer and employee.

Understanding your employee through the lens of Maslow’s Hierarchy of Needs reveals that workplace success depends on meeting employees’ psychological needs, safety Needs, love and belonging, esteem and lastly, self-actualisation. Employers need to recognise that productivity stems not just from skill but from fulfilment. Meeting employees' psychological /basic needs such as Food, water, shelter and good health is the starting point.

No man can chase dreams on an empty stomach or when they are falling off. The theory further reminds us that man does not thrive on bread alone. After covering their fair wages to meet their basic needs, they begin to desire a safe space and a predictable routine since castles are not built on sand.

Upon feeling secure and safe, employees start wanting to be loved. It is at this stage that they start being comfortable with people who offer them a belonging. The employer should make them feel part of the organisation's heartbeat. Esteem is the wind in the employees’ sails. It goes without saying that when employees feel celebrated, recognised and respected, they definitely rise to the occasion. At the summit of Maslow’s Hierarchy of Needs lies self-actualisation, which includes: personal growth, creativity and fulfilment. It is at this point that passion meets purpose, and work becomes more than a paycheck.

In conclusion, understanding your employee is not just a managerial duty, but rather a strategic imperative. Organisations need to align workplace practices with Maslow’s Hierarchy of Needs, so as to nurture a culture where individuals feel safe, valued, and empowered. From meeting basic physiological needs to fostering self-actualisation, each level of the hierarchy offers a lens through which leaders can assess and elevate employee relationships and experience. It is vital because when employees feel truly seen and supported in their different workplaces, it becomes more than just a job but a source of purpose.  In knowing your employee, it is not just about their data or metrics but extends to meaningful engagement and unlocking human potential while steering the organisation toward sustainable success.

The writer is a Lawyer at Vision Group