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Employeeship

the culture of commitment

Welcome to Employeeship company culture. This word may sound unfamiliar to you. It was pioneered by Claus Møller, a Danish management thinker. Employeeship is what it takes to be a good employee. When an individual makes a whole-hearted and goal-oriented effort within the three success areas of the com­pany, a special kind of personal com­mitment is dem­onstrated.

 

Employeeship is a deep commitment of the individual towards the three success areas of the company: productivity, relations and quality.

When all employees are actively involved in the company’s quest for excellence within these three areas, the company has a special culture, which Claus Møller called Employeeship.

Claus Møller developed a model for creating excellence in organisations, The General Business Excellence, which includes 11 Employeeship factors that form the Employeeship culture.

The following three factors are essential for an excellent company culture of commitment: responsibility, loyalty, initiative.

Comittment

Committed employees bring their hearts to work. They are double baggers. They are just as committed at work as they are when they have guests in their home on a Saturday evening.

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Responsibility

Responsible employees take responsibility for the results of their own work and that of their team and organisation. They do not blame others for their failures. They consider responsibility something positive, not a burden which should be avoided.

Loyalty

Loyal employees are proud of being employed. They speak positively about the organisation and its people. They criticise constructively – but only inside the organisation. They defend the organisation against attacks from outside.

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Initiative

People displaying Employeeship take the initiative to remove obstacles, improve the situation, find new ways and break new ground.

Productivity

Productive people spend their time on what matters most. They add value to the organisation. They do not waste time, money or other resources. They produce results that justify the cost of their employment.

Relationships

People who are emotionally and socially competent enjoy good relationships with others. They are aware of their own emotions and can manage them, they can motivate themselves and they can recognise emotions in others. They have good social skills (people skills).

Quality

Loyal employees are proud of being employed. They speak positively about the organisation and its people. They criticise constructively – but only inside the organisation. They defend the organisation against attacks from outside.

Professional Competence

Professionally competent people know their job. They continuously grow. They adopt new practices. They upgrade their knowledge and improve their skills.

Flexibility

Flexible people can and will change. They are willing to work across traditional boundaries. They adapt to new demands. They expect the unexpected. They are willing to work with new things and change roles when needed.

Implementation

People with implementation skills complete the things they have started. They are able to translate ideas and thoughts into action. They are able to focus their energy on the things that need to be done to complete the task.

Energy

Energetic people have a positive approach to life. They can energise themselves and others. Their humour inspires others. They make the best of any situation. They can mobilise extra energy when needed.