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.
HR and IT need to partner to fix the broken employee experience.
By Donna Kimmel
When it comes to attracting and retaining talent, employee experience is one of the most critical elements of success. Around the world, the gap between the number of jobs available and the people available to fill them is the largest it has ever been. And competition is stiff. To get the talent they want and need to power and move their businesses forward, companies need to create an environment that inspires people to do great work.
Move out of the way, AI. It’s time for organizations to turn their focus on another—perhaps more impactful—intelligence: emotional intelligence.
By Marcus Mossberger
The idea of artificial intelligence (AI) has captivated the industry for the last few years, and it seems as though 2018 really saw an explosion of the utilitarian use of the technology at work. And while there is still apprehension about the impact AI will have on jobs, most organizations have acknowledged that they need to incorporate it into their long-term technology strategy. At the same time, another trend seems to be gaining momentum, albeit to less media attention and prognostication: the burgeoning importance of emotional intelligence (EI) in the workplace.
Empower the workforce of the future by proactively building a diverse leadership pipeline.
By Marta Chmielowicz
In today’s competitive and fast-moving business world, innovation is key—and there’s no shortage of advice about how companies can innovate. From adopting AI-enabled technologies to embracing an agile mindset, HR leaders are working hard to stay ahead. But there’s another proven driver of progress and change that organizations can add to their list of strategies: building a diverse leadership team.
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.
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.
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.
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.
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.
HR leaders need to remember there’s a reason why their job titles include the word “human.”
By Elissa Barrett
HR professionals are often at the forefront of listening and learning from peers, leaders, and employees. They are the gatekeepers of the candidate experience and the ones that employees approach to talk, vent, share, laugh, and let’s face it: cry. And through those conversations, the gathering of data without conscious awareness occurs.
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