Q: What are some best practices employed by your organisation to navigate the unprecedented challenges brought about by the economic crisis?

A: We implemented a strategy of pegging all salaries to the value of the dollar to support our employees to surmount the ongoing economic crisis.

In the year 2022, our average salary increment reached 50 percent, succeeded by a further 45 percent increase in 2023.

This strategic approach instils a strong belief that our employees’ financial stability has been significantly shielded from the negative impacts of the crisis.

Q: And what have you learnt from participating in the Great Place to Work (GPTW) Sri Lanka survey?

A: We have witnessed a significant rise in the willingness of individuals to offer candid feedback. Our dedication to swift action is evident in our approach to addressing concerns raised in the GPTW survey as soon as the results are received.

Securing a place among the top 50 workplaces is a direct result of our unwavering commitment to genuinely transform Synergen into an exceptional work environment.

Our focus is primarily directed towards areas that require improvement, driving our ongoing efforts for continuous enhancement.

The GPTW survey remains a vital channel for gathering anonymous feedback, underscoring its profound importance in shaping our organisational growth.

Q: Could you outline how your organisation enables the ‘employee experience’?

A: Our organisation views enhancing the employee experience as a high priority.

We achieve this by fostering transparent communication, offering flexible work arrangements, providing opportunities for professional growth, implementing recognition programmes, promoting health and wellness initiatives, championing diversity and inclusion, creating collaborative workspaces, establishing continuous feedback mechanisms and aligning meaningful work assignments.

Through the culmination of these initiatives, we aim to ensure that our employees not only feel valued and motivated but also empowered.

Q: The changes to the work culture brought on by the pandemic are here to stay. Is this true for your organisation?

A: Our operational framework underwent a significant transformation in direct response to the pandemic. We effectively established a secure and compliant remote working infrastructure to accommodate our workforce. Remarkably, this arrangement has endured even as we gradually reintroduced office-based work.

At present, our approach is centred on a thoughtfully structured hybrid model. In this model, our team members gain flexibility once they achieve designated performance milestones and meet company requirements.

This strategic evolution is designed to cultivate a more balanced equilibrium between work and personal life. It aligns seamlessly with our core commitment to fostering a healthier work environment.

Q: What is the role of senior management in promoting an open and engaging culture?

A: The senior management team plays a crucial role in nurturing an inclusive and dynamic organisational culture. Their dedication to transparent communication, attentive listening and approachability establishes a precedent for open discussions throughout the hierarchy.

Their continual acknowledgment of accomplishments and the synchronisation of company objectives with personal ambitions foster a collective sense of direction.

In the end, the active engagement of senior management in fostering an accessible and interactive culture not only encourages teamwork but also elevates spirits and propels the overall achievements of the organisation.

Q: What measures has the company taken in the last 12-18 months to unleash the workforce’s untapped potential?

A: In alignment with our dedication to nurturing innovation and progress, we have empowered our workforce to embrace innovative thinking that extends beyond traditional boundaries.

Through our monthly appraisal system, we foster an environment of continuous feedback and acknowledgment, encouraging employees to consistently enhance their performance and make meaningful contributions.

Recognising the economic challenges at hand, we have strategically linked salaries to the dollar to navigate the financial impacts of the crisis, aiming to secure the financial wellbeing of our employees.

Furthermore, our implementation of a hybrid working model effectively blends the advantages of both remote and office-based work. This dynamic setup provides our team members with the flexibility to achieve a harmonious equilibrium between their professional and personal lives, ultimately amplifying overall productivity.

Q: How can organisations pursue the philosophy of creating a ‘great workplace for all’?

A: Organisations have the potential to embody the ethos of establishing a great workplace for all by placing diversity and inclusion at the forefront. This entails emphasising equal opportunities and equitable treatment.

This is achieved through the active promotion of a culture centred on respect, transparent communication and collaborative engagement.

The provision of ongoing avenues for learning and development, coupled with the recognition and celebration of accomplishments, works to bolster employee engagement and contentment. And nurturing a sense of belonging within the workforce enhances these factors further.

By prioritising individual wellbeing, fostering a healthy work-life equilibrium and offering adaptable work arrangements, organisations can genuinely foster an environment where each employee flourishes and contributes significantly to overall achievements.

– Compiled by Yamini Sequeira
Surinda Gunawardena | Managing Partner

Telephone: 5102230  |  Email: surinda@synergentl.com  |  Website: www.synergentl.com