SYNERGEN HEALTH
Q: Can you share some best practices adopted by Synergen Health to tide over the unprecedented challenges brought about by the economic crisis?
A: In order to address the economic crisis, we have linked all salaries to the dollar. In 2022, our average increment stood at 50 percent, followed by a 45 percent increase in 2023.
This strategic approach leads us to firmly believe that our employees’ financial wellbeing has been considerably safeguarded against the adverse effects of the crisis.
Q: What lessons have you learnt from participating in the Great Place to Work (GPTW) Sri Lanka survey?
A: We have observed a notable increase in individuals’ willingness to provide candid feedback. And our commitment to prompt action is evident in how we address any concerns raised in the GPTW survey immediately upon receiving the results.
Our achievement of a position among the top 50 workplaces is a direct outcome of our persistent dedication to genuinely transforming Synergen into an exceptional work environment. And our emphasis tends to centre on areas that warrant enhancement, thereby driving our continuous improvement efforts.
The GPTW survey stands as our primary avenue for gathering anonymous feedback, underscoring its significance in shaping our organisational development.
Q: How does your organisation enable the ‘employee experience’ in the workplace?
A: Our organisation prioritises the employee experience through transparent communication, flexible work arrangements, professional growth opportunities, recognition programmes, health and wellness initiatives, diversity and inclusion efforts, collaborative environments, continuous feedback mechanisms and meaningful work alignment.
These initiatives collectively ensure that our employees feel valued, motivated and empowered, contributing to a thriving and productive work environment.
Q: While the pandemic has come and gone, the changes it brought to the work culture are here to stay. Is this true for Synergen?
A: Indeed, our operational framework underwent a transformation in response to the pandemic. We successfully established a secure and compliant remote working infrastructure for our extensive workforce of over 900 employees. This arrangement has persisted, even as we reintroduced office-based work.
Our current approach entails a well-structured hybrid model where our team members are granted flexibility after reaching specific performance milestones and adhering to company prerequisites.
This strategic adaptation is aimed at fostering an improved equilibrium between work and personal life, aligning with our commitment to promoting a healthier work environment.
Q: Employee retention is a prime concern for many businesses in Sri Lanka today due to the unprecedented migration of working people. What has been your approach to retaining talent?
A: Certainly, the notable cause behind the resignations subsequent to the economic crisis has predominantly been migration.
Nonetheless, our proactive measures aimed at enhancing the work-life equilibrium, anchoring salaries to the dollar and cultivating a more favourable working culture have contributed significantly to mitigating the adverse consequences.
This deliberate approach has positioned us with a distinct advantage over other enterprises in Sri Lanka as we’ve experienced a notably reduced impact from these migration-related departures.
Q: What is the role of senior management in promoting an open and engaging culture?
A: Senior management plays a pivotal role in cultivating an open and engaging organisational culture. Their commitment to transparent communication, active listening and approachability sets the tone for open dialogue across all levels.
Their consistent recognition of achievements and the alignment of company goals with individual aspirations inspire a shared sense of purpose.
Ultimately, the active involvement of senior management in promoting an open and engaging culture fuels collaboration, enhances morale and drives organisational success.
Q: And what measures have been taken by your company in the last 12-18 months to unleash the untapped potential of the workforce?
A: In line with our commitment to fostering innovation and growth, we have empowered our employees to think innovatively and beyond conventional boundaries. Our monthly appraisal system provides a platform for continuous feedback and performance recognition, enabling employees to consistently improve and contribute meaningfully.
Recognising the economic challenges, we’ve anchored salaries to the dollar, a strategic move to navigate the crisis’ financial impacts and safeguard our employees’ financial wellbeing.
Moreover, our adoption of a hybrid working model combines the benefits of both remote and office-based work, granting our team members the flexibility to achieve a harmonious work-life balance while enhancing overall productivity.
Q: How can organisations pursue the philosophy of creating a ‘great workplace for all’?
A: Organisations can embrace the philosophy of creating a ‘great workplace for all’ by prioritising diversity and inclusion, ensuring equal opportunities and fair treatment. This involves actively promoting a culture of respect, open communication and collaboration.
Providing continuous learning and development opportunities, recognising and celebrating achievements, and fostering a sense of belonging contribute to employee engagement and satisfaction.
By valuing individual wellbeing and a work-life balance, and offering flexible arrangements, organisations can authentically create an environment where every employee thrives and contributes to the overall success.
– Compiled by Yamini Sequeira
Telephone: 2814894 | Email: lionel@synergenhealth.com | Website: www.synergenhealth.com
