Policies to Ensure Two way Trust between Employer and Employee

Building two-way trust

Can organisations formulate policies to ensure two-way trust with their employees in most situations?

One of the basic tenets for smooth workflow in a team is to ensure proper skill sets among team members and leveraging upon them. Aay-ushi Kishore, Director, Glob-alite Industries suggests that companies need to, "Provide excellent training. An employee who knows what is required of him will feel more competent and content in his position.

Have high expectations for your employee from the start. Valuing his job with expectations will increase his willingness to be punctual and to perform." Indeed, such pol-

icies to train employees should be the foremost aspect and should never be neglected under any circumstances.

While policies can make people adhere to rules and principles, it is difficult to use policies to handle the human element in these relationships.

However, there cari be some policies that facilitate a culture where both the employee and employer steer away from misconceptions and work in tandem and with clarity.

Randeep Sisodia, Director HR, Amway India Enterprises Pvt. Ltd. says, "Listening to employees, involving them, empowering them are significant factors in building trust. Any policies or processes encouraging such aspects would go a long way in building two-way trust. For example, hav-

ing regular stipulated town hall or employee meetings could be a stated policy of a company which would help build trust."

When companies reinforce the importance of trust between leaders and team members with the help of policies that focus on employee betterment and development, it is obvious that everyone benefits.

Syed Raza, Head Recruitments, Fiserv India says, "Policies related to employee retention, their growth, learning and development, and employee engagement are the ones which aim at building employee trust. It is usually seen that employers who have more friendly policies find it easier to establish a sense of trust among their associates. Trust is psychological. It is in the heart and mind of an individual. Hence it becomes imperative that a organisation should build I culture which is conducive tl create trust. This culture trust should flow from top i bottom."

Handling the environmental impact

Handling employee or retaining it during fears recessions and lay-offs I quite a challenge even for 

seasoned leaders.

Says Randeep, "During times when the organisation is going through tough eml ronmental changes, leadel need to be totally honest ail upfront with the employer about them.

It has been observed th organisations/leaders    that communicate,     encourage participation and strive to build buy in of employees during enough changes end up  building a huge trust credit with them."

 The management should take into consideration employee morale during organisational planning, especially, when the environmental conditions are not so conducive. Aayushi adds, "The organisations that improve engagement   during   challenging times focus on a number of  factors   that   differentiate them in the marketplace.


The Employees need to take ownerships of their work i.e outputs as well as mistakes. When you take ownership of faillure and learn from the experience , you win respect.