Organization FIT
paraDIGMA groep 's mission is to make working people in the Netherlands sustainably employable through a unique approach to people, work and health. Our approach to issues of sustainable employability is guided by the FIT strategy. This strategy focuses on optimizing the FIT for people, work and organizations in a practical way. To this end, we use the FIT model, which consists of four domains, of which 'organizational FIT' is one.
What is organization FIT?
This domain looks at the extent to which an employee fits into the organization. In terms of culture, values and norms, social safety and leadership. But also in terms of mission, vision and strategy. Employees with optimal Organization FIT are happier in their work and adapt easily to change. In addition, these employees are ambassadors for the organization, both internally and externally. This increases overall work happiness, motivation and cooperation.
What affects Organization FIT?
Support colleagues
"The extent to which the employee can get help from colleagues and talk to them about personal issues."
Peer support plays a big role in how well a person functions at work. When employees get help from their colleagues and can talk openly about personal issues, they feel more comfortable and supported. This helps them handle stress better and promotes a positive work atmosphere. It also strengthens cooperation and makes work more enjoyable.
If there is too little support from colleagues, it can lead to feelings of loneliness and overwork. Employees can quickly feel overwhelmed and their motivation can decrease. This can ultimately lead to increased absenteeism and decreased productivity. Thus, a lack of social support can not only affect the individual employee, but also negatively affect the entire team dynamic and the atmosphere in the workplace. Within the FIT analysis, we examine how easily employees can ask for help from colleagues and whether they are accessible for both private and business issues. We evaluate the level of support employees experience from their colleagues. This provides insight into the availability and willingness of colleagues to provide support.
Collective values
"The degree to which the employee's personal values match those of the organization."
When employees' personal values match the organization's collective values, a strong fit between individual and organization results, bringing numerous benefits. Employees who identify with their organization's values often feel more engaged and motivated, leading to higher job satisfaction and better performance. This alignment increases the likelihood of retention and reduces employee turnover, which is beneficial for organizational continuity and stability.
Values consistency contributes to a strengthened organizational culture with effective collaboration within teams. It fosters a sense of community and makes it easier to achieve shared goals.
On the other hand, if there is a mismatch between employees' personal values and the organization's collective values, significant risks can arise. Employees may experience feelings of dissatisfaction and demotivation, which can lead to decreased productivity and higher absenteeism rates. This discrepancy can also lead to increased friction and conflict within teams, which can undermine organizational culture. Long-term value inconsistency can result in increased employee turnover and a negative impact on overall organizational performance. Within the FIT analysis, we examine the extent to which employees' personal values match those of the organization. This provides insight into the degree of cultural and values FIT between individuals and the organization.
Social security
"The degree to which the employee feels safe in the group (team), and is not afraid to be judged for mistakes."
Social safety is essential because employees need to feel free to do their jobs without fear of negative consequences if they make a mistake. This helps them to be open about problems and difficult situations, which makes for quicker solutions and better collaboration. Employees also need to feel comfortable within their team without fear of social exclusion. Employers have a responsibility to create a safe workplace where bullying, harassment and inappropriate behavior will not be tolerated. They must ensure that employees feel supported and that there are clear ways to report and resolve problems. By promoting a culture where employees feel safe to make mistakes and talk openly, employers contribute to a positive and effective work environment.
Within the FIT analysis, we examine how employees experience social safety by assessing the extent to which they are allowed to make mistakes, feel part of the team and feel safe to talk about difficult situations. This provides insight into social safety in the workplace and how it contributes to an open and supportive work culture. We evaluate whether employees feel free to voice their concerns without fear of negative consequences.
Leadership (support)
"The extent to which the employee receives help from the immediate supervisor, and can talk to him/her about personal matters."
Support from a supervisor is crucial because it fosters a sense of security and trust among employees. Accessible supervisors make it easier for employees to ask for help, which improves efficiency and the ability to solve problems. Open communication about personal and business issues helps reduce stress and increases job satisfaction and social safety.... This leads to motivated and engaged employees, resulting in lower absenteeism and less employee turnover. This support makes employees feel valued and supported, which strengthens their loyalty to the organization. In addition, discussing personal problems with a manager can improve work-life balance, which contributes to employee well-being. Accessible and supportive managers play a key role in creating a positive work environment, which ultimately improves sustainable employability. Within the FIT analysis, we examine the extent to which employees feel free to discuss both personal and business issues with their manager and whether the manager is accessible for help. This provides insight into the level of leadership support within the organization. We evaluate how accessible and supportive managers are to their employees.
Leadership (quality)
"The extent to which the leader is perceived as inspiring, connecting, empowering and facilitating."
Leadership quality is measured within the FIT analysis by the extent to which a manager is inspiring, connecting, empowering and facilitating. An inspiring leader makes employees feel that they are working on something important, which increases their motivation and commitment. Encouraging employees to do what they do best leverages their strengths and promotes their professional growth. A connecting manager creates a strong team feeling, which strengthens cooperation and mutual support within the team. In addition, a good manager gives employees sufficient freedom and responsibility, making them feel trusted and valued. This approach promotes not only employees' autonomy, but also their innovation and problem-solving abilities. When a leader demonstrates these qualities, it leads to a more positive work environment, increased employee satisfaction and better organizational performance. The result is a team that feels supported and motivated to achieve goals together.
Mutual communication
"The extent to which the employee feels that management is up to date with what is going on in the workplace and that communication with other departments is smooth."
Good mutual communication is crucial to an effective organization. When management is sufficiently aware of what is going on in the workplace, employees feel heard and understood. This promotes commitment and trust in the organization. Smooth communication with other teams and departments enhances collaboration and prevents misunderstandings, which improves efficiency and results. However, if management is not well informed about what is going on in the workplace, disconnects can occur that lead to employee frustration and demotivation. Poor communication between departments can result in conflicts, delays and inefficiencies. These problems can adversely affect the organization's overall performance and worsen the work atmosphere. Therefore, it is essential that management regularly collect feedback and communicate transparently to foster an open culture where problems can be addressed quickly and collaboration is fostered. Within the FIT analysis, we examine employees' experiences with mutual communication. We evaluate how well management is aware of the situation in the workplace and the quality of cooperation between teams and departments. This provides insight into the effectiveness of communication channels and cooperation within the organization.
Inclusion
"The degree to which the employee feels like a full part of the organization."
Inclusion is the degree to which employees feel they are a full part of the organization. It means that everyone at work is taken seriously and feels part of the group, such as the team, department or organization. Employees who feel included experience belonging and that their contributions are valued. An inclusive work environment leads to higher motivation and job satisfaction because employees feel seen and valued. This promotes creativity and innovation by leveraging diverse perspectives. Inclusive organizations attract a broader talent pool and are more likely to retain employees. On the other hand, a lack of inclusion can lead to lower morale and higher turnover. If employees do not feel taken seriously or are excluded, it can cause conflict, harm collaboration and productivity, and create social insecurity. The organization's image can also suffer, making it harder to attract talent. Inclusion is therefore not only ethically important, but also critical to the long-term success of the organization.
Within the FIT analysis, we evaluate the degree of inclusion by examining the extent to which employees feel part of the organization, taken seriously, and treated as full members of the team. This provides insight into how well the organization promotes inclusion and whether employees truly feel accepted
Technostress
"The degree to which the employee is hindered by devices and systems not functioning properly."
Within the FIT analysis, technostress refers to the degree to which employees are hampered by non-functioning devices and systems, such as computers, printers, networks or ICT systems. Developments in technology cause constant changes and updates, which can lead to stress if employees are struggling to keep up or if the technology is not reliable. This hinders productivity and can lead to frustration and reduced job satisfaction. Having to constantly adapt to new systems and deal with technical glitches pose significant challenges. The challenges of technostress also include the risk of stress from the constant pressure to stay connected and available. It is essential that organizations pay attention to these aspects to maintain a healthy and productive work environment.
Bureaucracy
"The extent to which rules, guidelines, regulations, procedures and forms are perceived as meaningless, unnecessary, impeding or inconvenient for the purpose of proper and efficient task performance."
Bureaucracy is often perceived as a hindrance due to the presence of unnecessary rules, procedures and regulations, which negatively affect the efficiency of task performance. High levels of bureaucracy lead to demotivation, reduced job satisfaction and lower employee engagement. The presence of unnecessary rules at work can cause stress and frustration because they limit employees' autonomy and creativity. Employees often feel the urge to circumvent rules in order to do their jobs effectively. This behavior indicates a misfit between work demands and employee needs, which reduces overall productivity and innovation within the organization. Within the FIT analysis, we examine the degree of bureaucracy by asking about how often employees bypass rules to achieve their goals and the presence of unnecessary rules, procedures and regulations that complicate their work. This provides insight into the degree of administrative burden and its impact on work processes. We evaluate how bureaucracy affects efficiency and job satisfaction.
Conflicts
"The degree of personal conflict at work."
Personal conflicts at work pose a significant risk to both individuals and organizations. Such conflicts lead to increased stress, decreased job satisfaction and a decrease in productivity. Moreover, personal conflicts can disrupt team dynamics and make collaboration difficult, negatively affecting overall organizational performance. Social safety is a crucial prerequisite for sustainable employability. When employees feel socially safe, they dare to express their opinions, admit mistakes and ask for help without fear of negative consequences. Personal conflicts threaten this social safety by creating an environment of fear and mistrust. This can lead to increased absenteeism, undesirable behavior, higher employee turnover and decreased commitment to the organization. By minimizing personal conflicts and promoting a culture of respect and open communication, organizations can improve social safety. This contributes to the sustainable employability of employees, as they perform better in a safe and supportive environment and feel more engaged in their work. Within the FIT analysis, we ask employees if they experience personal conflicts with anyone at work. This provides insight into the presence and impact of such conflicts on their work experience and cooperation.
Inappropriate behavior
"The extent to which the employee has experienced unwanted manners such as bullying, physical violence, intimidation or threats, discrimination and unwanted sexual attention."
Inappropriate behavior in the workplace, such as bullying, physical violence, harassment, threats, discrimination and unwanted sexual attention, has significant risks for both employees and organizations. For employees, it can lead to serious psychological problems, such as stress, anxiety and depression, and can affect their physical health. It can also reduce their job satisfaction and motivation, resulting in increased absenteeism and employee turnover. For organizations, this means a loss of productivity, a negative work culture and potentially legal problems and reputational damage.
Practice shows that 17% of employees in the Netherlands have experienced undesirable behavior in the workplace each year (NEA, 2023), underscoring the importance of a safe work environment. Organizations have a responsibility to implement policies that prevent undesirable behavior, train employees in respectful behavior and have clear procedures for reporting and addressing incidents. Employees have a responsibility to adhere to these standards of behavior and report incidents so that appropriate action can be taken. In this way, both employees and organizations can contribute to a safe and productive work environment.
Within the FIT analysis, we examine the extent to which employees have experienced undesirable behavior in the past year and from whom this behavior originated (clients, colleagues, supervisors). This provides insight into the frequency and sources of undesirable behavior within the organization. We evaluate how these behaviors affect employees' work experience and well-being.
Involvement
"The degree to which the employee feels involved in his or her organization."
Employees who feel engaged with their organization typically exhibit higher performance and productivity, which directly benefits the organization. This is evident not only in their daily work, but also in their tendency to be absent less frequently and stay with the organization longer. Moreover, engaged employees contribute to higher customer satisfaction through their strong commitment and improved service. Innovation and creativity also flourish with engaged employees, as they are more likely to explore and implement new ideas. For employees themselves, engagement means increased well-being and job satisfaction, contributing to their overall mental health. In a competitive job market with changing expectations and technological advances, it is essential for organizations to promote and maintain engagement. By investing in engagement, organizations can better meet the needs of their employees while strengthening their competitive position. The extent to which employees feel engaged with the organization becomes apparent within the FIT analysis.
(Experienced) productivity
"The degree to which the employee's work performance meets the job requirements."
It is crucial that employees feel that they are meeting job requirements because this gives their self-confidence and motivation a huge boost. When people see that their work matches expectations, they feel capable and satisfied with their contribution. This encourages them to work with more commitment and enthusiasm, which improves overall performance. However, if employees feel they are not meeting what is expected of them, they may feel frustrated and stressed, which hurts their motivation and job satisfaction. Thus, the feeling of success and growth plays a major role in how engaged and loyal employees feel toward their work and organization. Therefore, it is important for organizations to ensure that employees see how their performance contributes to job requirements and the broader goals of the organization. (Perceived) productivity is revealed by asking employees to what extent they are achieving their goals and whether their performance is meeting set standards and requirements. This provides a clear picture of how employees perceive their effectiveness and success at work.
Organization FIT and the other domains
The FIT model of paraDIGMA groep identifies four domains, of which Organization FIT is only one aspect. The remaining domains include Physical FIT, Mental FIT and Job FIT. Each domain has specific building blocks that affect that particular domain. Nevertheless, these building blocks and domains are interconnected. The interconnectedness of building blocks and domains determines whether or not an employee or organization is sustainably employable.