Engaged Workforce

Agile and social models are changing performance management, rewards, coaching, goal-setting and development. How you engage with your workforce will directly correlate with how to maximize the productivity of employees whilst giving the best possible opportunities for development.

ADP Research Institute Sets International Benchmark for Employee Engagement with its 19-Country Global Study of Engagement

Study uncovers what conditions at work are most likely to attract and keep workers:

  • Sixteen percent of employees around the world consider themselves fully engaged, revealing 84 percent of the global workforce is not working at its full potential.
  • Biggest driver of engagement is whether you work on a team: Employees who identify as part of a team are 2.3 times more likely to be fully engaged.
  • Trust is a foundation of engagement: Employees who trust their team leader are 12 times more likely to be fully engaged in their work.
  • The United Arab Emirates has the highest percentage of fully engaged workers at 26 percent, while China has the lowest with just 6 percent. Engagement in the United States sits at 17 percent.

Roseland, NJ – June 14, 2019 – As organizations strive to better understand the art of employee engagement in a highly competitive labor market, the ADP Research Institute’s 19-country Global Study of Engagement provides a global benchmark for engagement. The study reveals that 84 percent of workers globally are just “coming to work” instead of contributing all they could to their organizations as “fully engaged” employees.

The study surveyed more than 19,000 employees (1,000 per country in a stratified random sample) around the globe to measure their level of engagement and identify the work conditions most likely to attract and retain talent. The research indicates that working on a team improves engagement. In fact, employees who identify as part of a team are 2.3 times more likely to be fully engaged. However, “teams” are often not the same as what is reflected on the organizational chart. Of those employees who work on a team, 64 percent report they work on more than one team, and 75 percent report their teams are not represented in their employer’s organizational chart.

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Looking Fore Talent?

At Mission Hills China, the path to success may not lie straight ahead.

By Michael Switow

At Mission Hills China, a multi-billion dollar company that is home to the world’s two largest golf resorts as well as a range of other businesses, one top executive started his career in property sales. Later he moved to the PR and marketing department, and now he heads a major tourist attraction and film studio called Movie Town, which welcomes more than two million visitors a year.

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2019 Baker’s Dozen Customer Satisfaction Ratings: Relocation

HRO Today Baker's Dozen

View the top-rated relocation providers in the industry.

By The Editors

HRO Today’s Baker’s Dozen Customer Satisfaction Ratings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey which we distribute to buyers directly through our own mailing lists and indirectly through service providers. Once collected, response data for all providers with a statistically significant sample size are loaded into the HRO Today database for analysis.

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Culture Isn’t Contingent

Company Culture

Even though some workers are temporary, organizations should strive to leave a permanent positive impression.

By Marta Chmielowicz

In a business world where 41.5 percent of the average enterprise’s overall workforce is composed of non-employee labor, according to Ardent Partners’ The State of Contingent Workforce Management 2018-2019 report, organizations are putting the role of contingent workers front and center. In fact, the growth of the gig economy is serving as the catalyst for a new world of work—one that is increasingly innovative, dynamic, and responsive to transformative market pressures and global challenges.

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Rebooting Recruiting

Recruitment Technology

Two organizations share how they made significant improvements to their candidate attraction and selection processes through technology.

By Debbie Bolla

Hilton Grand Vacations (HGV) is in the business of providing memorable experiences to its guests, and it strives to do the same when it comes to candidates who are looking to grow their careers with the organization.

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Journey Makers

Employee Experience

An eye on company values, leadership, mission, and brand can elevate the employee experience and deliver a competitive advantage.

By Sue Quackenbush

With the sharing economy in full swing, employees now have the power to broadcast their overall experience with an organization—the good, bad, and ugly—to a wide audience. Their reviews illustrate that in today’s competitive global market, pay isn’t the only criteria that attracts and retains good talent: Employee experience now displaces simple employee engagement as the number one focus for organizations. Experience comprises the sum of an employee’s perceptions about a company, making it a much more important and challenging focus area for organizations. And with the shrinking talent pool adding another wrinkle, companies must focus on the employee experience now more than ever.

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Next Generation of Leaders

Developing Millennials

Empower millennials with development programs that are suited to their strengths.

By Cheryl Allen

There is great value in using generational research to effectively inform people practices. The current workforce makeup of baby boomers, Generation X, millennials, and Generation Z is likely one of the most diversified in history. Each generation is equipped with skills and knowledge based upon the environment they grew up in, and organizations are searching for them in the current competitive business environment.

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Reimagining Rewards

Rewards and Recognition

Five trends are shaping the new world of employee recognition.

By Melissa Van Dyke

In today’s competitive job market, HR professionals are challenged to develop innovative and effective ways to attract and retain talent. Compensation matters, but how a company motivates and rewards its employees also has a tremendous impact on hiring and retention. More than 80 percent of U.S. businesses now invest in alternative awards, and the Incentive Research Foundation (IRF) sees several trends for 2019 that will likely have an impact on these incentive efforts. These trends also offer insights on how to design effective incentive, recognition, and rewards programs—and how they can give your company a competitive advantage.

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Outside the Mold

Employee Development

Organizations need to reinvent growth strategies by providing opportunities to all levels of employees.

By Meghann Arnold

When it comes to developing a strong workforce, organizations too often provide opportunity to only “traditional” employees: Those who have college degrees and a resume full of experience, volunteerism, and organizational involvement. To put it lightly, organizations don’t always give opportunities to those who don’t fit the mold of advancement.

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