Tag Archives: Company Culture

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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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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Banking on Behaviours

HRO Today Global Winter 2019 Cover

CHRO Hein Knaapen shares how ING developed its Orange Code based on three employee practices and the success that followed.

By Debbie Bolla

Sometimes the key to success is simplicity. That less is more philosophy is a guiding force behind ING’s highly visible “Orange Code,” which drives the organisation’s culture and human capital initiatives. The bank’s CHRO Hein Knaapen says although the three phrases of the “Orange Code” are simple, they encapsulate who ING is at the core. It is based on three elements:

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Culture by Design

HRO Today October

CHRO Kevin Silva has built a human capital blueprint that provides a sense of inclusion, purpose, and opportunities to grow. The result? A 95 percent retention rate of accelerated talent.

By Debbie Bolla

Research from LinkedIn finds that today’s workers feel most engaged when they are challenged and personally connected to their work. Voya Financial is one organization that is providing that type of environment. CHRO Kevin Silva has helped build a culture that is based on the philosophy that the sum of all the parts is stronger than the individual parts. In fact, the phrase “we are the we” is one of the organization’s corporate values.

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Reimagining Recognition

Values-Based Recognition

Ericsson is creating a culture of success with their values-based recognition program.

By Marta Chmielowicz

What does a company stand for? What principles does it embody? How do its products and services contribute to the world? These are some of the key questions that are typically addressed in a core values statement. Values statements are meant to form the very fabric of an organization, guiding its every belief and decision.

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The Spirit of Giving

Employee Volunteering

Employee volunteerism is key to creating a strong and engaging company culture.

By Bill Strahan

When employees are asked what they consider the most positively memorable experience they’ve had with coworkers and teammates, many may start to recall a time when they celebrated achieving a certain business goal or pulled together for several sleepless nights to meet a deadline. But how much overlap is there when they are asked what experience has had a profound impact on shaping them as a person?

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