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Companies with strong cultures see 4x more revenue growth. Workers in positive cultures are nearly four times more likely to stay. And yet most Mongolian organizations treat culture as something to describe in a job posting rather than something to build deliberately. The gap between what is written on the wall and what is lived in the room is where Mongolia’s talent walks out the door.

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Every Mongolian organization has a culture. The question is never whether one exists, it is whether the one that exists is the one the organization intended, and whether it is serving or undermining the work the organization is trying to do.

In most Ulaanbaatar offices, the answer to both questions is the same: nobody is entirely sure. Culture in Mongolia’s corporate sector is rarely designed. It accumulates through the habits of whoever founded the organization, through the management styles of whoever got promoted, through the informal rules that nobody wrote down. Still, everyone learns within the first three months of joining. When it works, it works quietly, and nobody thinks much about it. When it does not work, it shows up in exit interviews, in the quality of decisions made under pressure, and in the slow erosion of the best people out the door.

The global data on workplace culture in 2025 is unambiguous: culture is no longer a soft concern peripheral to business performance. It is one of the most powerful predictors of organizational outcomes available, and most organizations are either ignoring it or managing it too late.

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What the Numbers Say

4x   higher revenue growth in companies with strong cultures vs weak ones – Ujji/Gallup, 2025

That figure is not a marginal improvement. It is a structural performance difference between organizations that treat culture as a strategic asset and those that treat it as a HR responsibility. SHRM’s 2025 research is equally direct: workers in positive organizational cultures are nearly four times more likely to stay with their current employer. Among employees who rate their culture as good or excellent, only 15% are actively looking for a new job. Among those who rate it poorly, that figure jumps to 57%.

Gallup’s 2025 State of the Global Workplace report found that only 30% of employees globally feel engaged at work, the lowest level in over a decade. Disengaged employees are 56% more likely to seek new jobs and cost organizations 34% of their annual salary in lost productivity. McKinsey’s 2025 research adds a more alarming data point: 64% of employees say they feel burned out at least once a week, up from 48% just two years earlier. The primary causes, unrealistic expectations, always-on work cultures, and weak support systems, are all culture variables, not compensation variables.

In Mongolia’s context, these numbers arrive with extra weight. A professional workforce of 1.2 million people, a projected shortfall of 240,000 workers by 2035, and a generation of young professionals who have grown up comparing their workplace experiences against international benchmarks in real time. The organizations whose cultures are quietly burning people out are not competing against a forgiving market. They are competing against every organization willing to offer something better.

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What Toxic Culture Actually Looks Like in Mongolian Organizations

Toxic workplace culture is not always dramatic. It does not always involve screaming managers or obvious misconduct, though the ILO’s 2025 study on workplace harassment and violence in Mongolia’s public utilities sector found significant levels of psychological pressure, economic coercion, and harassment, with 70.7% of employees reporting no training on the topic in the past year. That is the visible end of the spectrum.

The more common version is quieter. It looks like a senior leader who makes important decisions without explanation and expects compliance without question. It looks like an organization where the stated values of integrity, collaboration, and innovation exist nowhere in daily practice, where what is actually rewarded is visibility and loyalty rather than contribution and honest judgment. It looks like a team where nobody raises problems in meetings because the last person who did was made to feel they were causing trouble rather than solving it.

This pattern, the gap between stated and lived values, is what researchers at MIT Sloan identified as toxic culture’s most destructive mechanism. It is not the individual bad actor that breaks an organizational culture. It is the systematic failure of leadership to ensure that what the organization says it believes is reflected in what it actually does. That failure compounds over time, eroding trust, suppressing honest communication, and creating an environment where the most perceptive people, the ones most capable of seeing the gap, are also the most motivated to leave it.

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Culture Is What Leaders Do, Not What HR Writes

Seventy-six percent of employees globally believe their manager establishes the culture of their workplace, not the CEO, not the values poster, not the HR team. The manager. The person a team member talks to most often, whose behavior they observe most closely, whose decisions about what gets rewarded and what gets ignored constitute, in practice, the real cultural policy of the organization.

This is the most important implication of Mongolia’s workplace culture gap, and the least acted upon. Organizations invest in culture documents, values workshops, and team-building events. They do not invest nearly enough in the development of the managers who will either embody or contradict those values in every interaction they have with their teams. A manager who micromanages, who takes credit for others’ work, who responds to honest feedback with visible irritation that the manager is the culture, regardless of what any document says.

Mongolia’s management development gap, explored in earlier Lambda.Global pieces, intersects directly with the culture problem. Organizations that have not invested in developing their managers cannot reasonably expect those managers to build the kind of team environments that retain and motivate people. The culture problem and the management problem are the same problem, seen from different angles.

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What Building Culture Deliberately Actually Involves

The organizations in Mongolia making visible progress on workplace culture share three specific practices that distinguish them from those still treating culture as something that happens automatically.

They define culture through behavior, not values. Not ‘we value integrity’ but ‘when a mistake is made, this is specifically how we expect it to be handled, discussed, and learned from.’ Quantum Workplace’s 2025 research is direct: culture is not what is written, it is what is lived. The organizations that have operationalized their values into specific behavioral expectations, embedded in how people are hired, evaluated, and promoted, are the ones whose culture actually resembles what they claim it to be.

They act on feedback visibly and consistently. Quantum Workplace found that employees who see their feedback lead to action are twelve times more likely to be engaged. Thirty-five percent of employees globally say their organization does not effectively act on feedback, a figure that is almost certainly higher in Mongolia’s organizational culture, where hierarchical norms make upward communication structurally uncomfortable. The organizations creating genuine feedback loops are the ones whose employees believe the culture is real rather than performative.

They make culture a hiring criterion, not an afterthought. Ninety percent of employers globally say cultural fit is critical in hiring decisions. But cultural fit only means something when the culture is clearly defined well enough to evaluate against. Lambda.Global’s work with hiring organizations increasingly includes explicit cultural benchmarking, helping organizations articulate what their culture actually is, as opposed to what they wish it were, and building that understanding into how candidates are evaluated. A technically excellent hire who is fundamentally misaligned with how an organization makes decisions, resolves conflict, and treats its people is not a good hire. The skills will not save the fit.

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The Lambda.Global View

At Lambda.Global, culture assessment has become a standard part of every senior search we run, not because it is a nice thing to do, but because it is a practical necessity. A candidate placed into a toxic or misaligned culture will underperform relative to their capability and leave earlier than their potential would suggest. That outcome serves nobody: not the candidate, not the organization, and not the credibility of the search.

The organizations with the strongest retention numbers among mid-senior professionals in Mongolia right now are not necessarily the ones paying the most. They are the ones whose cultures are real, where what is said and what is done are recognizably the same thing. In a market this competitive, that alignment is not a luxury. It is the condition under which everything else an organization is trying to build becomes possible.

Culture does not fix itself. It drifts, compounds, and eventually becomes the primary reason the best people stop staying. The organizations that take it seriously now and treat it as a designed, managed, measured organizational asset rather than a background condition are the ones building the workplaces where Mongolia’s most capable professionals actually want to spend their careers.

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SOURCES & REFERENCES

1.  Ujji – Company Culture Statistics 2025

4x revenue growth in strong culture companies; 33% revenue increase from talent-attracting cultures; 90% employers prioritize cultural fit.

https://www.ujji.io/posts/company-culture-statistics

2.  SHRM – Workplace Culture Fosters Employee Retention Worldwide (2025)

Workers in positive cultures 4x more likely to stay; 15% looking vs 57% in poor cultures; 80%+ recommenders in good culture organizations.

https://www.shrm.org/executive-network/insights/shrm-report-workplace-culture-fosters-employee-retention

3.  CultureBot – Most Shocking Workplace Culture Stats of 2025

Only 30% engaged globally (Gallup 2025, decade low); 64% burned out weekly (McKinsey); 56% more likely to job-seek when disengaged.

https://getculturebot.com/blog/the-most-shocking-workplace-culture-stats-of-2025-so-far/

4.  MIT Sloan Management Review – Toxic Culture Is Driving the Great Resignation

Toxic culture 10x stronger predictor of attrition than compensation; lateral opportunities 12x more predictive of retention than promotion.

https://sloanreview.mit.edu/article/toxic-culture-is-driving-the-great-resignation

5.  Quantum Workplace – 2025 Workplace & HR Trends Repo

35% say org doesn’t act on feedback; employees who see feedback actioned 12x more engaged; culture-strategy alignment framework.

https://www.quantumworkplace.com/2025-workplace-trends-report

6.  ILO – Workplace Harassment and Violence in Mongolia’s Public Utilities Sector (2025)

70.7% of Mongolian employees received no harassment/violence training; significant psychological and economic pressure documented.

https://www.ilo.org/meetings-and-events/study-workplace-harassment-and-violence-mongolias-public-utilities-sector

7.  NNRoad – Work Culture 2025 in Mongolia

Practical culture shifts in Mongolian organizations; hybrid adoption; performance outcomes over presenteeism; competency frameworks.

Up to 50% of employees globally leave their jobs because of their manager, not the role, not the company, not the salary. In Mongolia’s tight talent market, where replacing a single mid-senior professional costs more than most organizations want to calculate, this is not an abstract statistic. It is a management problem hiding inside a retention problem.

Mongolia’s management culture is at an inflection point. The generation of leaders who built their careers in the post-transition era, people who learned to manage in environments defined by hierarchy, information asymmetry, and the assumption that loyalty was owed rather than earned, is now running organizations that the next generation of professionals is quietly, efficiently leaving.

This is not a generational conflict. It is a competency gap. And it is showing up in exactly the places that matter most: retention rates, internal promotion pipelines, and the growing number of capable Mongolian professionals who are choosing to work for international organizations, remote employers, or their own ventures rather than navigate another year under a manager who confuses authority with leadership.

What follows is not a theory of management. It is a practical account of what the Mongolian managers who are actually keeping their best people and developing the next tier of leaders beneath them are doing differently.

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01

They give feedback specific enough to act on.

The most common management failure in Mongolian organizations is not cruelty. It is vagueness. Performance reviews that describe someone as ‘doing well but could improve’ without specifying what improvement looks like. Feedback delivered so diplomatically that the recipient leaves the conversation with no clear understanding of what they need to change. Criticism that arrives not in a structured conversation but as a mood, a manager who becomes cold or short without explanation, leaving their team to interpret the shift.

Good managers in Mongolia have often learned the hard way that vague feedback is not kind. It is a disservice that keeps people stuck while giving the appearance of support. The managers retaining their best professionals are the ones who can say specifically: ‘The report you submitted last Tuesday had three sections where the analysis stopped before concluding. Here is what a complete conclusion looks like. I want to see that in the next version.’ That specificity feels uncomfortable to deliver. It is what people actually need.

A senior HR director at one of Ulaanbaatar’s major banks described it plainly ‘We lost three analysts in one year to the same manager. Every exit interview said the same thing: they never knew where they stood. He thought he was being supportive. They experienced it as being ignored.’

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02

They protect their team’s time as if it were their own.

Mongolia’s organizational culture has a complicated relationship with meetings. The instinct to call a meeting to convene a room, to demonstrate that something is being addressed, is strong, and the cost of that instinct is rarely calculated. A meeting with ten people for ninety minutes is fifteen hours of collective professional time. In a small team working against real deadlines, that is not a rounding error. It is the difference between a deliverable that is ready and one that is not.

The best managers in Mongolia’s growing fintech and financial services sectors have become deliberate about this. They ask, before calling any meeting, whether a message or document would accomplish the same thing. They set agendas. They end on time. They decline meetings that do not require their presence and give their teams explicit permission to do the same. This is not laziness. It is a management discipline that communicates, clearly and repeatedly, that the time of the people they lead has real value.

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03

They delegate decisions, not just tasks.

One of the clearest markers of underdeveloped management in Mongolia is the refusal to delegate real decisions. Not all tasks get delegated constantly. Decisions. The difference between asking someone to prepare a presentation and asking them to decide what the presentation should recommend is the difference between using someone’s hands and developing their judgment.

Mongolia’s talent shortage is substantially a judgment shortage. The country does not lack people who can execute. It lacks people who have been given enough real decisions, early enough in their careers, to develop genuine leadership instinct. MCS Group’s approach to its management pipeline is instructive here. As one of Mongolia’s largest conglomerates spanning retail, mining, agriculture, and food, MCS has created real decision-making authority at the middle management level, rather than concentrating all consequential choices at the top. The result is a company that has been able to launch ventures like Metagro, led by CEO Odonchimeg Tserendorj, with management teams that are ready to lead rather than waiting for direction.

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04

They know the difference between loyalty and dependence.

Mongolia’s professional culture places enormous value on loyalty to an organization, to a manager, to a team. This is not a flaw. It is one of the genuine strengths of how Mongolian professionals approach their work. But loyalty has a shadow side in management contexts: it can be confused with dependence. A manager who has cultivated a team that cannot operate confidently without their approval, who associates job security with staying close to the manager rather than developing independently, has not built loyalty. They have built fragility.

The best Mongolian managers understand that their job is to make themselves partially redundant at every level below them. When a team member can handle something the manager used to own, that is not a threat. It is the definition of organizational health. Companies like Khan Bank and Golomt that have successfully developed internal leadership pipelines have done so precisely because enough managers within them internalized the idea that their value is measured not by how much depends on them, but by how much functions effectively without them.

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05

They talk about careers, not just performance.

The research on what Mongolian executives and mid-senior professionals value most is consistent: professional development and international exposure consistently rank above salary as motivators for staying in a role. This means the retention conversation is not primarily about compensation. It is about trajectory.

Good managers in Mongolia are having a specific conversation with their best people at least once a year that most managers avoid entirely: where do you want to be in three years, and what would we need to do together to get you there? This conversation is uncomfortable because it sometimes surfaces ambitions the organization cannot satisfy. But the managers who avoid it in order to dodge that discomfort are the ones who lose their best people to someone willing to have it.

Research frames this clearly: professionals prefer organizations that invest in Mongolia’s long-term vision rather than short-term gains. A manager who talks honestly about career trajectory is, in practice, making the case that their organization is worth staying for. That case, made consistently and specifically, retains people more reliably than almost any compensation adjustment.

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The Uncomfortable Summary

Mongolia is generating leadership demand faster than it is developing leadership supply. The projected shortage of 240,000 workers by 2035 is a headline number, but the more immediate crisis is that qualitative organizations trying to grow are being slowed not by strategy or capital, but by a management layer that has not yet developed the skills to grow people fast enough to meet ambition.

The five things described above are not complicated. They do not require an expensive program or a consultant. They require a decision made by each manager, in each team, across Ulaanbaatar to treat the development of the people below them as the most important part of the job, rather than a distraction from it.

At Lambda.Global, the single most consistent piece of feedback we hear from senior professionals considering a move is not about salary or title. It is about their manager. ‘I would stay if my manager actually developed me.’ In a market this competitive, that sentence should be enough to change how every organization in Mongolia thinks about who it puts in charge of its people and whether those people are actually ready to lead.

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SOURCES & REFERENCES

1.  Teamflect – Leadership Styles 2026: 8 Types Every Manager Should Know

Up to 50% of employees leave because of bad managers not the job (Gallup); leadership style impact on retention and engagement.

https://teamflect.com/blog/performance-management/8-types-leadership-styles-workplace

2.  Higher Careers – Leadership Positions in Mongolia: Demand and Career Outlook 2025

Executive competency evolution; strategic vision, digital fluency, and cultural sensitivity as top leadership demands in Mongolia.

https://www.higher.careers/blog/2025/10/leadership-positions-mongolia-2025

3.  Higher Careers – Top Skills Recruiters Look for in Mongolian Executives

Internal pipelines as leadership multiplier; mentoring mid-level managers; succession planning to avoid leadership vacuums.

https://www.higher.careers/blog/2025/09/top-skills-Recruiter-mongolian-executives

4.  Higher Careers – Find Your Best Workplace in Mongolia (2025)

Professionals prefer long-term investment organizations; transparent leadership and development as top retention drivers.

https://www.higher.careers/blog/2025/09/find-your-best-workplace-in-mongolia-guide-for-professionals

5.  IFC – Navigating Success for Women Leaders in Mongolia (March 2024)

Odonchimeg Tserendorj / Metagro (MCS Group): empathetic decision-making; gender-diverse boards as organizational resilience driver.

https://www.ifc.org/en/interviews/2024/navigating-success-women-leaders-mongolia

6.  NNRoad – Work Culture 2025 in Mongolia

Hybrid work; flat communication structures; digital collaboration tools; skills mismatch at managerial level in Mongolian organizations.

https://nnroad.com/blog/work-culture-2025-in-mongolia-7-practical-

Does being a female employee in Mongolia increases the chance of depression in Mongolia? The simple answer is yes. According to the study “Anxiety, depression, and brain overwork in the general population of Mongolia” indicates that in Mongolia’s younger generation are more prone to anxiety and stress. The study found strong correlation between the age and employment status with stress. Particularly, young women are found to be more prone to stress and anxiety. Another study conducted by the Asian Development Bank found that female employees spend three times more on childcare duties and household works compared to male counterparts. The National University of Mongolia’s study confirmed this finding as they have also discovered that educated women spent more time on unpaid care duties compared to the women with no education or primary education. Study on “Job Tenure and Mental Health in the Mongolian Workplace” also revealed that while blue-collar men’s depression was 27%, women’s were significantly high at 41%. 

All these numbers are telling us that female employees, particularly those in their childbearing age of 20-39 are prone to depression, as they carry out unpaid care work aside their full-time work. To address this issue, Vision 2050, the long-term development policy approved by the Mongolian parliament, promises an improved work–life balance through the introduction of more flexible working hours for working parents. Plus, Vision 2050 aims to increase the number and accessibility of kindergartens and other social services. 
This is a correct measure, if it can be fully implemented on the ground as the study shows that offering free public childcare increases mothers’ employment by 4.5 percentage points in Mongolia. 

“Moreover, international studies show that childcare and flexible hours for parents with young children are associated with reduced parental stress, absenteeism, and staff turnover, as well as increased staff satisfaction and commitment”.

The Save the Children and UNICEF Mongolia promotes Child Rights and Business Principles. The Principle encourages for creating a child and family friendly workplaces around the globe. The first private sector representative that set an example to other private companies in Mongolia was the TESO Corporation. It is the verified and one of top members of the Lambda Global, with an average of eight vacancy advertisements per month. The advantage of Lambda Global is that it verifies the employers’ information including the benefits. If you go to the profile of the TESO Corporation, you can find in the benefits section, that they offer a free kindergarten to the employee’s children. Actually, the kindergarten “Zuv bagachuud” is actively operating since 2019. 

According to TESO, “over 60 per cent of its employees have children aged from 2 to 5 years. The Corporation demonstrated that having an on-site kindergarten played a significant role in increasing employees’ satisfaction by 9 percent and decreasing staff turnover year after year”. 

What an achievement! This is the real action not only to prevent female employee’s stress and anxiety, but taking a huge burden of doing the unpaid care work. It also affects the female labor force participation rate. As studies revealed, majority of working age female in Mongolia are staying at home and undertaking an unpaid care work. This negatively affects the women’s career at the individual level and country’s economic growth at the macro level. 
Therefore, all the organizations, especially the big ones are encouraged to take the initiative and create a family friendly work place. 

References:
1. Anxiety, depression, and brain overwork in the general population of Mongolia, Battuvshin.L et al,2024.
2. Impact of Gender inequality on long-term economic growth in Mongolia, the Asian Development Bank, 2022.
3. Job Tenure and Mental Health in the Mongolian Workplace, Ach Medical University and National Yang Ming Chiao Tung University of Taiwan, 2024.
4. Mapping the Care system in Mongolia, What do we know?, the National University of Mongolia, 2025.
5. Mongolia’s companies to invest in on-site kindergartens UNICEF promotes the development of child-friendly workplaces, UNICEF,2022.
6. Navigating Labor Market Challenges with a Focus on Youth and Women’s Employment: labor Supply Analysis for Mongolia, the World Bank, 2024. 

What’s your recruitment experience in Mongolia? After how long have you been hired by an organization? As a millennial, I have quite few experiences of being hired into an organization. But the recent experience was the fastest one in my entire career history. 

Two weeks ago, I have seen an advertisement of an English Writer on Lambda Global. As a full time mother, I was interested in remote writing job, which will allow me to spend more time with my children. Consequently, I have applied for the job the next day. Two days later I have received an email from the CEO and founder of the Lambda Global, congratulating me for passing the first screening. The final stage was to send a 800-1200 word article by Sunday strictly written by myself, without any AI assistance. I have sent my article within the given deadline. I was assuming that the CEO or the other team members of Lambda Global will read my article on Monday, and I will hear back from them by Tuesday at the earliest. To my big surprise I have received the results after two hours on the same day. It was not only the results, but it contained all the necessary information to start my work immediately. By Friday the same week I have already received my first payment. For someone, who was expecting the response at least two days after the test article submission, it felt super quick. This whole experience of gig work is new to me and certainly it gave me an idea of a future work. Lambda Global is a start-up business, hence everything is swift and different from the traditional organizations that I have worked.

In the future, I think not only start-ups, but with the further development of an AI and the new generation’s demand the most organizations will be similar to today’s start-ups. 

Hiring trend

I have experience of being recruited in a big and small organizations with international and national management. Depending on the urgency of the position, the entire process usually took at least 2-3 weeks. That will not be the case in the near future. It will not be surprising, if someone applies for a job and starts the work next day. AI involvement in the recruitment process will speed up the process significantly. Lengthy processes of an interview, exam, negotiation and signing of a contract will be much shorter. After I was selected as an English writer, the Lambda Global’s CEO shared a spreadsheet with me. The spreadsheet contained all the other writer’s payment and deliveries. At first, I thought he had sent it mistakenly. It turned out it was not. Everything is transparent at Lambda Global. I could see, who has what payment scale, based on what delivery. It made everything clear, no guessing and confusion. Lambda Global is promoting exactly this to other organizations – to be transparent on the salary. I could see how much time it saves for both the company and the contractor. You have a clear task, this is what we pay for the task, this is what others get, if you agree come and join. 

Automated emails and the system 

I have received an email from the CEO and founder of the Lambda Global, Bayarsaikhan Volodya. Somehow, it felt like an AI email. I presume the CEO does not intend to hide AI assistance, on contrary he is embracing the AI. Lambda Global is developing an AI driven system to enhance the human resources efficiency and to shape fair labor ecosystem in Mongolia. Consequently, from the recruitment process I could sense some involvement of an AI. In the future, the new generation might receive clear and concise emails from an AI. Email exchanges might look and feel very different from the traditional ones. That made me to question, whether the communication skill will be crucial as it is today. Computer to computer interaction seemed to require minimal communication skill, especially the oral communications. Today, I am performing my task not interacting with anyone. I have received one email with clear instruction and expectation. That was it. I do not have to deal with an accountant or any other personnel. 

Full time office work 

Current gig work is perfect for me. I can spend my time with my children and manage my time. Plus, I get paid every week. How convenient is that! I could completely understand why Gen Z reluctant to have full time office work, where you get paid twice a month. In the future, it will not be surprising, if all the full time office works replaced by an output based remote jobs. Most organizations will likely to hire highly skilled contractors, who will perform tasks with a clear goal. There will be no so-called “pointless” jobs that fills an office desk. 

My current work as an English Writer at Lambda Global could be an expectational case today, but this is what attracting the new generation. Start-ups such as the Lambda Global is already defining new practices of future work. The “future work” ,widely discussed as something faraway, is already unfolding around us.

Захиралтайгаа муудалцах бол хэвийн зүйл

Ажлын байранд санал зөрөх, маргах нь амьдралын салшгүй хэсэг гэдэгтэй маргах хүн үгүй бизээ. Зарим үед бид удирдлагаасаа өөр үзэл бодолтой байх нь хэвийн үзэгдэл. Гэвч захиралтайгаа муудалцсан үед асуудлыг хэрхэн зөв, мэргэжлийн түвшинд шийдэх вэ? Энэ нийтлэлд танд хэрэгтэй, бодит амьдралд шууд ашиглаж болох 6 алхамыг хүргэж байна.

1. Түр азнаж, сэтгэл хөдлөлөө удирдахыг хичээгээрэй. 

Маргалдсан, муудалцсан даруйдаа шууд хариу үйлдэл үзүүлэхээс зайлсхийх хэрэгтэй. Сэтгэл хөдлөлөө намжааж, нөхцөл байдлыг тайван харж сурах нь хамгийн эхний чухал алхам. 

Зөвлөмж:

• Нэг өдрийн дараа өчигдөр болсон асуудлыг дахин эргэн хар. Судалгагааар сэтгэл хөдлөл 24-48 цагийн дараа эерэг, эрүүл бодол руу шилждэг байна. 
• Түр холдох, өөр ажилд анхаарлаа төвлөрүүлэх. Стрессдээд, захиралыгаа харахаар л уур хүрч байвал арай өөр газар очоод, өөр зүйлд анхаарлаа төвлөрүүлээд үзээрэй. 

2. Шууд ярилцах зориг гаргаад үз.

Захиралтайгаа нээлттэй, шууд ярилцахаас бүү айгаарай. Хэлэх үг, хэлмээр байгаа санаа чинь аман дээр гараад ирсэн бол хэлэхэд буруудахгүй. Асуудлаа зөв, эерэг хандлагаар  шийдсэн тохиолдолд харилцан ойлголцол ихэнхдээ сайжирдаг. 

Зөвлөмж:

• Боломжтой бол ганцаарчилсан уулзалт товлоод, хэлэхийг хүссэн зүйлээ, үл ойлголцлоо тайлбарлаарай. 
• Хүндэтгэлтэй, эелдэг үг сонгоорой. 
• “Би таныг буруутгах гэсэнгүй, зөвхөн ойлголцохыг хүсэж байна” гэдгээ тодорхой хэлээрэй. 

3. Буруу зөв гэхээс илүү гарц хайгаарай. 

Маргааны зорилго нь “хэн буруу вэ?” гэдгийг олох биш, “яаж шийдэх вэ?” гэдгийг олох юм. Бидний дунд ийм асуудал байгааг ярилцаж ойлголцмоор байгаа гэдэг санаагаа илэрхийлээрэй. 

Зөвлөмж:

• Хоёуланд нь ашигтай шийдэл санал болгох. Яагаад энэ нөхцөл байдал үүссэнг ярилцаж, харилцан шийдвэр олох. 
• “Бид дараа ийм асуудлыг яаж давтахгүй байх вэ?” гэж хамтдаа ярилцах. 

4. Захирлаа чин сэтгэлээсээ сонс

Ихэнх хүмүүс захирлын яриаг өөрийгөө хамгаалахад ашигладаг. Гэтэл захирлын байр суурийг чин сэтгэлээсээ сонсвол та асуудлын гол шалтгааныг олж чадна. Албан тушаалаар л өөр болохоос адилхан хүн шүүдээ гэж бодоод үзээрэй. Хааяа үнэхээр тус болдог шүү. 

Зөвлөмж:

• Захирлынхаа үгийг таслахгүй, тайвнаар анхааралтай сонсох. Танд ч бас өөрийнхөө мэдрэмж, төрсөн сэтгэгдлээ илэрхийлмээр байгаа юм билүү?

• “Таныг ингэж бодсон байж болох юм” гэж зөвшөөрөх. Хүнийг сонсох чадвар, ярих чадвараас илүү гарах тохиолдол байдаг шүү. 

5. Харилцаагаа сайжруулах санаачлагатай байгаарай. 

Маргаан гарлаа гээд харилцаа дуусах ёстой гэсэн үг биш. Харин ч маргааны дараа харилцаагаа сэргээх, илүү бат бөх болгох үнэтэй боломж байдаг.

Хамгийн гол нь:

• Айх хэрэггүй
• Эмээх хэрэггүй
• Дотроо битгий уурла

Чи сэтгэлдээ хадгалж, сэм бухимдахаас илүү шууд, илэн далангүй ярилцах нь үр дүнтэй. Гэхдээ захирлынхаа цаг завыг зөв харах хэрэгтэй. Ажил багатай, тайван үед нь:

“Та надтай бага зэрэг ярилцах боломжтой юу?” гэж энгийнээр асуухад л хангалттай. Ганцхан энгийн өгүүлбэр шүүдээ. 

Захирал ч хүн. Амархан уурладаг ч бай, тайван хүн ч бай, сайн харилцааг сэргээх боломж хэзээд байдаг.

6. Дахин дахин муудалцаж байгаа бол мэргэжлийн арга хэмжээ ав

Хэрвээ харилцааны зөрчил байнга давтагдаж, сөрөг нөлөө үзүүлж байвал хүний нөөцийн алба эсвэл мэргэжлийн зөвлөгчтэй холбогдох хэрэгтэй. Байгууллагынхаа хүний нөөц, эсвэл сэтгэл зүйчид ч хандаж болно. 

Дүгнэлт

Захиралтайгаа муудалцсан үед сэтгэл хөдлөлөө зөв удирдаж, тайван харилцааг баримталж, гарц гаргалгаа олох ухаалаг алхмууд хийх нь хамгийн зөв шийдэл юм. Хүнд хэцүү нөхцөл ч танд харилцааны ур чадвараа хөгжүүлэх сайхан боломж болж өгнө.

FYI:

• Тайвшир
• Нээлттэй ярилц
• Гарц хай
• Сонс
• Харилцаагаа хөгжүүл
• Мэргэжлийн тусламж ав

Илүү олон зөвлөгөө, карьер хөгжүүлэлтийн мэдээллийг манай LAMBDA платформоос аваарай.

Өнөөдрийн хөдөлмөрийн зах зээлд шинэ үеийн залуус (Миллениал болон Z үе) улам хүчтэй оролцох болжээ. Тэд өмнөх үеийнхнээс ялгаатай сэтгэлгээ, хандлагатай, илүү уян хатан, утга учиртай, өөрийгөө хөгжүүлэх боломжтой ажлын байрыг эрэлхийлж байгаа гэнэ шүү. Байгууллагууд залуу үеийнхний энэ шинэ хандлагыг ойлгож, сонирхлыг нь татахуйц ажлын орчныг бүрдүүлэх шаардлагатай болжээ. Ингээд залуусыг хамгийн их татдаг ажлын байрны нөхцөлүүдийг судалгаанд тулгуурлан танилцуулж байна.

1. Уян хатан цаг

LinkedIn (2024) судалгаагаар : Залуусын 87% нь уян хатан цагтай ажлыг илүүд үздэг гэжээ. Харин Монголд Career.mn 2024 оны судалгаагаар ажлын цаг уян хатан байх нь 10 хүн тутмын 7-д ажлын байр сонгох хамгийн чухал шалгуур гэсэн дүгнэлт гарчээ. Тэгэхээр дэлхий даяарх залуу үеийнхэн уян хатан цагтай ажлын байрыг хамгийн ихээр хайж байгаа гэхэд хилсдэхгүй.

Яагаад уян хатан цагийн хуваарь чухал вэ?
Залуус ажлын цагт хязгаарлагдахыг хүсдэггүй. Тэд бүтээмж хамгийн чухал гэж үздэг бөгөөд заавал оффист 8 цаг суух шаардлагагүй гэж боддог. Зарим залуус 8 цагт хийх ажлыг 4 цагт илүү үр бүтээлтэй гүйцэтгээд, үлдсэн цагтаа өөрт хэрэгтэй зүйлсэд анхаарах сонирхолтой байдаг. Тэдний хувьд ‘ажил, амьдралын тэнцвэр’ бол хамгийн чухал үнэт зүйл бөгөөд ажлын цаг биш, үр дүнг үнэлэх нь зүйтэй гэж үздэг.”

2. Remote ба Hybrid ажиллах боломж

Microsoft Work Trend Index (2024) судалгаагаар залуусын 73% нь гэрээсээ эсвэл hybrid горимоор ажиллахыг хүсдэг байна. Харин монголд remote ажиллах боломж олгодог байгууллагад орох залуусын сонирхол  1.6 дахин их байдаг байна. Залуусын хувьд hybrid горим нь байршлын хязгаарлалтад баригдалгүй, өөрийн амьдралын хэв маягт тохируулан ажиллах боломжийг олгодог хамгийн чухал нөхцлүүдийн нэг юм. Тэд оффист заавал өдөр бүр суух шаардлагагүй гэж үзэж, чөлөөтэй сонголт, уян хатан орчинг эрхэмлэдэг. Ийнхүү залуус өөрт тохирсон орчинд үр бүтээлтэй ажиллахыг илүүд үзэж байна.

3. Карьер өсөх боломж

LinkedIn Talent Report (2024) судалгаагаар залуусын 76% нь карьер өсөх боломжийг чухалчилдаг байна.  Залуусын хувьд ажил гэдэг зөвхөн өглөө ирж, орой тарах хэвшмэл үйлдэл биш, харин өглөө бүр ирэхдээ өөрийгөө хөгжүүлэх, суралцах, ур чадвараа ахиулах орон зай байх ёстой гэнэ шүү. Тэд ажлын байранд байнга өсч, өөрчлөгдөж, шинэ сорилтод бэлэн байх боломжийг эрхэмлэдэг. Хэрвээ тухайн байгууллага залууст энэ хөгжлийн орчныг бүрдүүлж чадахгүй бол тэд удаан тогтож, үнэнчээр ажиллах магадлал багасдаг. Учир нь залуусын хувьд ахиж дэвших тодорхой зам, тасралтгүй суралцах боломж бол карьер сонголтдоохийх хамгийн чухал хүчин зүйлсийн нэг юм.

4. Цалингаас илүү байгууллагын соёл чухал

Glassdoor (2024) судалгаанаас үзэхэд залуусын 79% нь байгууллагын соёл өөрийн үнэт зүйлтэй нийцэх ёстой гэж үздэг. Монголд career.mn хийсэн судалгаагаар ажил сонгохдоо тавьдаг чухал шалгуурын 2-р байранд ажлын уур амьсгал,байгууллагын соёл нэрлэгджээ. Үүнээс үзэхэд цалин өндөр байх нь чухал хэдий ч залуус зөвхөн цалингаас болж шийдвэрээ гаргадаггүй. Тэд өөрийгөө чөлөөтэй илэрхийлэх, хамт олонтойгоо ойлголцож, хөгжих, тав тухтай ажиллах орчин ч мөн адил чухал гэж үздэг. Өөрийн үнэт зүйлд нийцсэн, эерэг соёлтой байгууллагад залуус илүү сэтгэл хангалуун, удаан хугацаанд ажиллах хүсэлтэй байдаг.

5. Шинэ санаа, санаачилгыг дэмждэг байгууллага хамгаас чухал

Forbes Gen Z Research (2024) судалгаагаар залуусын 68% нь “Миний санал, санаачлага оролцоог байгууллага хэр хүлээж авдаг вэ?” гэдгийг ажил сонгох хамгийн чухал шалгуурын нэг гэж үзжээ. Орчин үеийн залуус зөвхөн ажлаас үүрэгдсэн буюу өгөгдсөн үүргийг гүйцэтгэгч байхыг хүсдэггүй. Харин ч тэд байгууллагынхаа шийдвэр гаргах үйл явцад оролцох, өөрийн санаа, дуу хоолойг чөлөөтэй илэрхийлэх боломжтой байхыг эрхэмлэдэг. Тэдний хувьд шинэ санаа дэвшүүлэх, хамтдаа шийдэл олох, байгууллагын ирээдүйд хувь нэмрээ оруулах мэдрэмж хамгийн чухал. Хэрэв тэдний оролцоог үнэлдэг, санаачлагыг нь дэмждэг нээлттэй соёл байвал залуус илүү урам зоригтой, сэтгэл хангалуун, тогтвортой, ажилладаг байна.

Дүгнэвэл:  

Байгууллага шинэ үеийн чадварлаг залуусыг татахыг хүсэж байвал дараах таван зүйлийг бодитой хэрэгжүүлэх хэрэгтэй. Үүнд:

• Уян хатан ажлын цаг
• Remote болон Hybrid ажиллах боломж
• Карьер өсөх тодорхой зам
• Эерэг, нээлттэй, итгэлцэлтэй соёл
• Шинэ санаа, оролцоог хүлээж авдаг менежмент

Ингэж чадвал байгууллага залууст итгэл төрүүлж, урт хугацаанд хамтдаа өсөн дэвших, үнэ цэнтэй хамтын ажиллагааг бий болгох боломжтой. Залуус ажил хийхгүй байна гэж гомдоллохын оронд тэднийг татахуйц орчин, нөхцлийг санал болгож, илүү нээлттэй, уян хатан байж үзээрэй. Таны төсөөлөөгүй шинэ боломж, амжилт, сэтгэл хангалуун залуус танай байгууллагыг зорин ирэх нь дамжиггүй. Заримдаа жижиг өөрчлөлт маш том эерэг үр дүнд хүргэдэг шүү.

УНШИХ: Ажилчдын сэтгэл ханамжийг нэмэгдүүлэх эерэг ажлын орчин

Илүү олон зөвлөгөө мэдээллийг манай LAMBDA платформоос аваарай.