Possessing a low self-worth can lead people to have poor moods, fall short of their potential or struggle to manage relationships with colleagues. However, overly high levels of self-worth can lead to an inability to learn from experiences, including, importantly, from failures. In a business sense, managing the spectrum of employee self-worth is a skill in itself. Effective line managers and team leaders use the resources of their organization to strike a balance of productive levels of employee self-confidence.
Costs, Benefits and Ethics Surrounding Employee Development
Before employers can make decisions regarding leading, training, personnel and employee investment, they must believe that improving employee self-worth is valuable. This belief can come from a range of sources. Before assessing training costs, managers must ask themselves, “Will training and development lead to success, and will it improve individual performance?”
From an ethical perspective, the answer to these questions is, on the whole, going to be “yes.” However, the time and cost of developing training, motivating employees through facilitation and focusing on personal development can create a setback.
Self-Worth
Employees may develop a low self-worth through reinforced feelings of inadequacy and negative talk or actions. A vicious cycle may occur that can spiral out of control if left unchecked by themselves or others.
HR and line managers have the responsibility to ensure that their workforce does not suffer from low self-worth, especially given that their feelings can impact their actions at work. A business filled with people eager to learn and develop is a sure sign that a company hired well or has the ability to motivate and develop employees.
Achieving this environment is not as easy as it sounds, but this investment in employees can harness the full value of the workforce, promoting loyalty and retention.
