The Hindu Business Line : Volunteer manager

IT HAS long been known that managers and executives, whether in government or in public and private sectors, begin to suffer from bouts of staleness, leaving them drained of energy and enthusiasm. This sense of monotony inevitably leads to declining involvement in the tasks assigned to them. The incubus soon casts a dark shadow on the functioning of the organisations as a whole, affecting its efficiency, profitability and reputation.

Transfers, change of assignments, refresher courses, deputation for seminars and workshops, and bonuses and best performance awards (including paid holidays at attractive scenic spots) are some of the traditional devices, employed to recharge the batteries of personnel.

Many business enterprises have almost made it mandatory for their employees not to accumulate their leave entitlement but to use it at regular intervals so that they get away from it all for a long enough period and come back reinvigorated for the good of the organisations they serve.

Capping all these efforts, some corporates of the industrial world have recently hit upon a novel practice which has rapidly begun to gain in importance because it bolsters not only the capabilities and motivation but the self-esteem and the social commitment of their key employees.

The new scheme is designed to encourage executives to go on a paid sabbatical to work with voluntary organisations engaged in various public causes and community service activities. Working in civic, cultural, recreational or social outfits with persons with widely different backgrounds helps them to diversify their inter-personal relationship skills.

Besides, their leadership also acquires a new dimension, since they have to get the best out of fellow volunteers, not by throwing their weight about based on their designations, but by what is called `permission leadership', that is, by their ability to win the trust, loyalty and cooperation of their associates.

This new-found method of rekindling the creative urges of employees and making them happier and more productive has proved dramatically beneficial, so much so some companies have adopted a `one per cent formula', earmarking for NGOs one per cent of the company's equity, one per cent of its profits, and one per cent of its employees' paid work hours.

India's corporate chieftains and management faculties will do well to take note of the value of bridging the yawning gulf between them and civil society and fit it into their vision of the future.

B. S. Raghavan

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