Organizations need to provide a meaningful, human experience while fulfilling their purpose to succeed today.
By David Mallon
The “why” of work is shifting. People want meaning, and organizations may need to temper technology by focusing on the human element of work. Responding to a range of economic, social, and political pressures, organizations have been working to bring their inspirational corporate mission, vision, and values to life by operating as social enterprises as well as profit-making business enterprises. That means they are emphasizing corporate social responsibility, listening and responding to a wide range of stakeholders, stepping in to fill gaps where public programs and policies fall short, and generally playing an active role in society and operating with a higher purpose. But while serving this need is certainly part of what it means to be a social enterprise, it’s not enough on its own. To truly lead as a social enterprise, organizations must focus on the people within their four walls, as well as externally in society.
Fostering innovation and growth comes down to one thing: culture.
By Michael Switow
Guest lecturers in a Singapore classroom—it doesn’t matter if it’s a secondary school or tertiary institution, a large assembly or a small group—will find that hands are often slow to rise when it’s time to ask questions. The same is true in Hong Kong and other parts of Asia.
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.
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.
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.
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.
The 2018 iTalent Competition winner empowers organisations to act on worker feedback in real-time to make a real difference.
By Taylor Thompson
In the past few decades alone, human resources has evolved from an administrative function to a growing industry arguably centered around the most important department in an organisation. The workforce has transformed to accommodate advancements in technology and the work-life balance expectations of the up-and-coming generation of workers. Out of this change comes the race to not only retain top talent, but to maintain an organisation’s current workforce. What better way to keep top performers than going to them directly to find out what works and what doesn’t? Whilst asking employers for feedback on current business practices sounds like a straightforward task, James Anderson, co-founder of Peachy Mondays, began to see otherwise.
Empower employees by embracing a feedback-based culture.
By Marta Chmielowicz
What is a feedback-focused culture? It’s one where all employees feel confident voicing their perspectives. One where relationships are grounded on trust and respect. One where positivity and openness are the norm, and even people who aren’t skilled in giving or receiving feedback are happy to participate.
Two HR leaders share their innovative strategies that have resulted in industry-leading employee engagement rates.
By Marta Chmielowicz
What motivates talented employees to stay at a company? The answer is complex and multi-dimensional, and often includes factors like opportunities for growth, work with a greater purpose, consistent feedback and recognition, and a schedule that fits their lifestyle. But underlying these elements of a positive work experience is a culture that promotes high employee engagement.
© 2009 - 2019 Copyright SharedXpertise Media, LLC.
All SharedXpertise Media logos and marks as well as all other proprietary materials depicted herein are the property of SharedXpertise Media. All rights reserved.
SharedXpertise Media, LLC, 123 South Broad Street, Philadelphia, PA 19123