New research uncovers four key drivers to curating an impactful employee experience.
By Colon McLean and Ray Baumruk
With economic expansion and a competitive labor market, organizations are increasingly fighting to protect their bottom line while attracting and retaining top talent. This has placed more pressure than ever before on HR to focus on enhancing employee engagement and productivity. However, even as investments in pay, benefits, and other HR programs have increased over the past few years, research from Alight Solutions shows that employees and employers alike are struggling to improve employee engagement. According to the 2018 Workforce Mindset Study, an employee’s ability to get work done efficiently and collaborate and contribute on meaningful projects are factors that create an engaging workplace environment. These elements also shed light on a much larger driver of organizational success: the overall employee experience. The employee experience is the collective set of day-to-day work interactions that enable people to give their value fully and efficiently, express their authentic selves at work, and connect with other people while contributing to a meaningful corporate brand and purpose.
Improving the employee experience is a key consideration when attracting and retaining top talent.
By Simon Kent
A positive first impression is often not enough to keep new employees happy and engaged. Whilst a new hire may experience excitement and pride at first, their positivity will decrease if the reality of working for a company doesn’t match their expectations. In order to address this, HR is exploring the employee experience—a consideration of what it is like to work at a company from a multitude of perspectives.
Today’s multi-generational workforce has a lot potential, but will only reach it if organisations can manage its many complexities.
By Simon Kent
A long history in the paper and packaging industry means the workforce at Mondi is extremely diverse. The company has operations in over 33 countries and creates paper and packing for large, fast-moving consumer goods (FMCG) companies such as Nestle, P&G, and Unilever. According to Group HR Director Michael Hakes, many of the company’s 26,000 employees started with Mondi straight out of school and still make up an important part of its workforce some 40 years later. Naturally, this has created an age-diverse workforce that presents both benefits and challenges.
Employees are demanding more immersive and frequent training, forcing organizations to transform their L&D programs.
By Doug Stephen
As the labor market tightens and the skills gap for highly technical roles widens, companies need to find new ways to secure the capabilities they are lacking—without having to completely re-staff. Data shows that the solution is to ensure learning and development (L&D) plays a much more central role in the employee journey.
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.
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