We found that in the work environment of
technology companies in Egypt, one can find individuals who are truly
engaged and sharing the organization vision and mission in about 5 to
15% of those who joined.
The reliability, pro-activity, engagement, resilience, ownership, positivity , and overall productivity is optimum in those individuals; they are the true candidate for very early promotion into leadership roles.
failing to utilize them or hinder their hunger to achievement can result in their disengagement.
they are usually multidisciplinary, very quick learner, executors, restless and value-driven. they are usually very good mentors.
The rest of the population we found them to be of 2 types; first those who are very active, efficient , and effective , and quick learners as well; yet they are not engaged and don't exhibit interest in the organization vision/mission. They are very eager to solve technical challenges thrown at them, and are proactively solving technical problems; they give answers and propose practical solutions for questions or problems presented to them. Money may or may not be an essential motivator.
second those are very efficient, they are usually specialists who can do their job as requested but usually their main motivator is money, who pays better, wins.
we can relate to this to variance in people's attention to needs on Maslow's heirarchy....
The third type are usually trapped in the second level of Maslow's that is 'safety'.
Safety of employment, of property are usually over-rated needs by most people, although they have better than 80% of population in terms of money, job, housing, but their fear of losing them is much stronger than any other desire, and I think this blinds their vision to see other life goals; and they go into a perpetual loop of securing those second level needs.
The reliability, pro-activity, engagement, resilience, ownership, positivity , and overall productivity is optimum in those individuals; they are the true candidate for very early promotion into leadership roles.
failing to utilize them or hinder their hunger to achievement can result in their disengagement.
they are usually multidisciplinary, very quick learner, executors, restless and value-driven. they are usually very good mentors.
The rest of the population we found them to be of 2 types; first those who are very active, efficient , and effective , and quick learners as well; yet they are not engaged and don't exhibit interest in the organization vision/mission. They are very eager to solve technical challenges thrown at them, and are proactively solving technical problems; they give answers and propose practical solutions for questions or problems presented to them. Money may or may not be an essential motivator.
second those are very efficient, they are usually specialists who can do their job as requested but usually their main motivator is money, who pays better, wins.
we can relate to this to variance in people's attention to needs on Maslow's heirarchy....
The third type are usually trapped in the second level of Maslow's that is 'safety'.
Safety of employment, of property are usually over-rated needs by most people, although they have better than 80% of population in terms of money, job, housing, but their fear of losing them is much stronger than any other desire, and I think this blinds their vision to see other life goals; and they go into a perpetual loop of securing those second level needs.
