A happy employee is a productive one, more creative, less often absent or in conflict with others, and more likely to stay with your company in the long-term. While happiness may seem a lightweight business measure it’s one that has proven its weight in gold. “Business units with highly engaged workers (in the top quartile of all business units) achieve 22% higher profit in comparison to those with fewer engaged workers (in the bottom quartile),” says James Harter, chief scientist of workplace management and well-being for Gallup (source).
Human beings are creatures of relationship and workplace relationships are at the heart of employee happiness. How you treat your employees and how they treat each other merits careful examination and as much strategic consideration as the company’s management of its customer relations.
It’s common knowledge that the primary relationship impacting an employee is the one with their direct manager/supervisor. Exit interview research shows the no. 1 reason people leave their jobs is their manager. Here’s what you can do to support these critical relationships:
Employees also often need support in creating and maintaining relationships within the workplace. According to the Society of Human Resource Management’s (SHRM) 2014 report on employee satisfaction and engagement, 90% of workers agreed that relationships with co-workers are important factors of overall satisfaction. Here are some strategies:
Additional employee relationship strategies include:
In conclusion, many full-time employees spend more of their waking hours with co-workers than they do with their spouses and families. As such, it’s important to find ways to support the development of quality relationships.
As always, if we can assist in any way, please get in touch.
It’s become increasingly clear in recent years that a company’s corporate/consumer brand and its employer brand are indivisible. We can no longer assume that just because potential candidates may identify with a particular brand’s product or service, they will automatically think it will be a great company to work for.
Historically a company’s consumer brand has been the domain of marketing and its employer brand the domain of HR. However, current thinking is that collaboration is key; the same brand messaging that goes out to consumers’ needs to reach both current employees and the company’s talent target market. Companies need to tell one cohesive story. LinkedIn’s Josh Graff puts it this way: “It’s impossible to maintain a worthwhile talent brand unless the experience of actually working for your business matches the promise you put forward. Yet it’s equally impossible to create one without applying the marketing skillset to communicating the essence of your organisation.”
Recent research by LinkedIn and Lippincott shows that getting this right pays off. Utilising LinkedIn’s Talent Brand Index and Lippincott’s BrandView score, the study’s findings clearly show the benefits to a company of building a brand that resonates with both consumers and talent. Companies with strong marks in each showed a five-year cumulative growth in shareholder value of 36%. Companies deficient in both areas showed a decrease of 6% over the same period.
The top four key actions recommended as a result of this study are:
When your employer and your consumer brand are closely aligned your company develops a more consistent mind-set, resulting in increased engagement. It also attracts talent that is a better culture fit resulting in increased retention.
As always, if we can assist in any way, please get in touch.
Both research and common sense tell us it makes business sense to invest in getting new employees engaged, motivated and successful in their roles as soon as possible. New hires who attend a structured onboarding programme are significantly more likely to stay with the company and tend to become productive months earlier than those who are not offered effective onboarding.
Each organisation has a unique personality, culture, and set of operational needs and challenges; therefore creating a customised approach will be more successful than adopting another company’s solution. We’ve gathered a selection of best practices to use as a stimulus when designing an effective programme for your company:
No matter how you design your onboarding process, David Lee, of HumanNature@Work, recommends the following ‘mantras’:
In conclusion, continually fine-tune how you onboard employees to make sure you can maximise the benefits of the process.
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Alongside the ever-present challenge of identifying potential candidates to fill future leadership roles, companies face an equally pressing challenge: that of cultivating and developing their leaders of tomorrow. In addition, corporate development programmes need to cater for both managers and leaders as each requires a different set of skills. Managers are responsible for the smooth running of day-to-day operations while leaders influence, inspire and drive people towards common goals.
Since approximately 60% of employees leave jobs due to a lack of career advancement opportunities, career-planning services can make all the difference when it comes to developing leaders. If a company does not provide its talented team members with career-planning programmes or advancement opportunities, these employees will simply look elsewhere until they find a company that does.
Once your company has determined its most suitable leadership style, identified current and potential leaders and any leadership goals, it will have developed succession plans. The next step, according to Oracle, is to create career planning goals and skills roadmaps for future/potential leaders.
Once the singular responsibility of the individual, career planning is now a focus for high performing companies wishing to develop and retain future leaders. Career development should be considered from the perspectives of both the organisation and the employee:
Combining employee development with career planning will empower and motivate your high potentials to explore different career paths as well as monitor and progress through the development activities necessary to attain them. Engagement increases as managers and employees work together to create development goals that balance the needs of the organisation with employees’ career aspirations. Tying competencies to relevant development activities will allow you to incorporate development plans into performance review processes.
Effective development conversations include a candid discussion of the staff member’s aspirations, career trajectory, and goals for the future, as well as an honest assessment of the skills and competencies he/she needs to develop to get there:
Skills road maps are key to any employee development program because inside talent can be given a list of the necessary skills for advancement, and then opt to educate themselves via continuing education or on-the-job training. Once the required knowledge and skills are obtained, the employee is then rewarded for their hard work with a promotion. Incorporate both traditional learning as well as activities such as coaching, rotational assignments, job shadowing, mentor relationships, and project leadership.
Career development is a key component of a company’s attraction and retention strategy. Many candidates will not consider employment with an organisation unless it offers career development as a basic component of its culture.
If you have any questions or if we can help in any way, please get in touch.
Study after study shows that companies committed to a racially, ethnically, age and gender diverse workforce reap business benefits: they are more innovative, creative, faster to market and more profitable. Diversity is also a critical component of being successful on a global scale and crucial for attracting and retaining top talent.
Globally there is a clear shift from pure focus on traditional diversity issues, namely categories of employees e.g. gender, ethnicity, disability, age, etc.; towards creating truly inclusive corporate cultures that leverage diverse backgrounds, values, knowledge and cross-cultural skills. A diverse and inclusive company (in which employees can contribute as their ‘authentic selves’) is better positioned to be responsive to diverse global customers and markets.
An analysis of leading South African businesses undertaken by Deloitte as part of their 2014 Global Human Capital Trends survey found that the move from diversity to inclusion is the third most important trend (after leadership, retention and engagement) with an importance index of 70% but a readiness index of only 45%.
The concepts of diversity and inclusion are closely related; however it is possible for an organisation to have a diverse workforce without inclusion, and vice versa. Concentrating on both will enable organisations to see employees as individuals rather than as representatives of a group and relies on adaptation, rather than simpy assimilation. According to Mandate Molefi, South African Human Resources Consultants: “By using the word ‘inclusion,’ one is shifting the focus from viewing diversity as a problem that needs to be solved, to focusing on concrete actions that can result in a more creative, empowering and dynamic workplace… Inclusion as an action reminds us that it is not enough to state that the organisation is committed to diversity.”
As Forbes Insights, in their paper ‘Fostering Innovation through a Diverse Workforce’ puts it: “Multiple voices lead to new ideas, new services, and new products, and encourage out-of-the box thinking. Companies no longer view diversity and inclusion efforts as separate from their other business practices, and recognise that a diverse workforce can differentiate them from their competitors and can help capture new clients.”
And it begins with creating a talent pipeline rich in diversity. Here are a few tips:
To capitalise on the benefits of a diverse workforce develop a corporate culture that allows everyone to be who they are while working together to achieve organisational strategies. Foster an attitude of open thinking and encourage employees to express their ideas and opinions in their own cultural context.
As always, if we can be of any assistance, please get in touch.