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.

2019 Baker’s Dozen Customer Satisfaction Ratings: Employee Engagement

HRO Today Baker's Dozen

We rank the top providers based on customer satisfaction surveys.

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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In the Right Direction

Pay Equity

Gender pay inequities exist but the gap is narrowing.

By Katie Bardaro

Gender pay inequities persist in 2019, but not necessarily in the way many people think. There is a lot of miscommunication and confusion about the gender pay gap, so let’s set things straight. PayScale leveraged pay data from 1.8 million employees to compare the overall median pay for women to the overall median pay for men and found that women earn 79 cents for every dollar earned by a man. When accounting for the intersectionality of race/ethnicity and gender, this pay gap ranges from 74 cents on the dollar (African American and Hispanic women) to 93 cents on the dollar (Asian women).

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CEO’s Letter: A “Disengaged” HR Service Sector

HRO Today

Be Elliot H. Clark

At the HRO Today Forum in May, many CHROs and top-level practitioners were disappointed to hear Dr. Peter Cappelli of the Wharton Center for Human Resources say during a town hall session that current research suggests that employee engagement scores don’t tell HR or executive leadership very much as a predictive tool for productivity. I have not reviewed that research personally, but I defended the employee engagement provider industry saying that engagement surveys are predictive of retention—no minor issue—and can help identify problems in line management. Conclusive “linkage research” between engagement and performance has been the holy grail of the OD profession for decades. But the employee engagement industry has a bigger problem to contend with than Dr. Cappelli questioning predictive value. That problem is: Their service is not very good.

HRO Today is publishing our first-ever Baker’s Dozen Customer Satisfaction Ratings for Employee Engagement this month, and overall, the “engagement” of engagement customers is low. There are few companies on the list that outperform their cohort, but generally, the scores for customer service are the lowest of any other HR service offering.

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A Personal Touch

Employee Experience

A robust recognition program can help deliver a rewarding employee experience that drives culture forward while improving engagement.

By Marta Chmielowicz

Today’s consumers not only value personalization, they expect it. Brands like Amazon, Netflix, and Facebook have made individually tailored recommendations a key component of their business strategy. In today’s tech-driven, hyper-stimulating world, people crave high-touch experiences that reinforce their sense of identity and acknowledge them as individuals. And this is confirmed in the research: A recent survey by Adobe shows that 77 percent of companies believe that providing real-time personalization is crucial to success.

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You Are What They Think

Employer Branding

New research provides insight into how companies invest and measure the impact of employer branding.

By Larry Basinait

How do organizations measure the impact of their employer branding activities and how are they investing in those brands? New research from HRO Today, in partnership with PeopleScout, found several best practices that help answer those questions by comparing companies that consider their employer brand a high priority to those that attach less significance to it.

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Scholarly Advice

Retaining Millennials

An organization shares its strategic approaches to attracting recent college graduates.

By Julie Palmer and Claire Romaine

With the unemployment rate below 4 percent, competition for top talent is tougher than ever. However, waves of new talent are about to enter the workforce as the collegiate class of 2019 graduates across the country. Organizations must capitalize on the momentary influx and adjust both their recruitment strategies and benefits programs to appeal to the graduating demographic. When it comes to attracting and retaining young talent, there are a few key factors for HR professionals to consider.

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Maximizing Potential

Employee Productivity

New research reveals the drivers and deterrents of employee productivity—and how employee benefits can help both.

By Susan Podlogar

Employee performance has been a main focus of organizations as the key ingredient for success. However, this is no longer enough. MetLife’s 17th annual U.S. Employee Benefit Trends Study (EBTS) found that employees across all generations are looking for support from employers both in and out of the workplace. As a result, if an organization wants to hit its potential, its employees must also be set up to hit their potential—at work and at home.

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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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