Category: Employee Engagement

Organizational leaders who are looking to support employees care about employee engagement. Unmotivated staff impacts the quality of the products or services offered. This is especially true for organizations in the context of the past few years. The coronavirus pandemic affected many organizations. Many started offering remote or other flexible work arrangements for employees.

HR is no longer purely process-driven, where responsibilities primarily include managing annual benefits enrollment and payroll. Today’s HR leaders are tasked with spearheading workforce strategy and curating the human experience in the workplace. How can businesses utilize the true value of HR, so that HR is the strategic driver in your organization? With the use of technology and working across departmental divides, HR is now able to architect every aspect of its solutions, programs, and processes to enhance the employee experience, which boosts engagement, productivity, retention and the customer experience.

Rewards are crucial in motivating and retaining employees. Many employers see monetary rewards such as salary raises, cash bonuses, stock options, and profit-sharing as the best incentives. While it is assumed that employees want cash rewards, they often show greater enthusiasm toward non-monetary incentives. That is why having the right reward strategy is essential for employee engagement and retention.

The traits separated by dashes in the previous sentence and written in 2008 — business acumen, prestige, and influence — remain elusive goals for HR leaders in companies of all shapes and sizes. Why? We at WorkProud believe the four strategies that Gallup laid out in 2017 remain a good starting place for answering that question.

The work environment has changed dramatically in the past two years. Many employees leave long-held jobs and do not return to the same employer – or even industry. The cost of turnover is a considerable burden to companies, and learning and development experts are eyeing new ways to promote from within through new learning initiatives.

It’s no secret that as organizations grow, they need workplace technology and processes that can address a growing range of needs throughout the entire employee lifecycle. It’s also not news that for too many organizations, most of these systems are siloed. They’re either deployed in disparate vendor systems, or their impact is diluted because they exist in a disjointed mash-up of programs and non-collaborative technologies.

A full 51% of L&D professionals feel internal mobility is more critical now than ever. Not only that, but employees at companies with internal mobility stay almost twice as long. There’s also the fact that today’s workers are used to personalization in every area of their lives. So it’s no surprise they expect a customized work experience. This is especially true when it comes to learning and development (L&D).

The COVID-19 pandemic has dramatically reshaped our world. Many organizational leaders still don’t know what the future holds. For many businesses, it’s been a tough pill to swallow that up to 50% of employees want to stay remote. Moreover, many say they will quit rather than stop working from home.

The last two years have presented new challenges for organizations in terms of creating and/or maintaining strong workplace cultures. A major element and driver of organizational pride is employee pride. Are employees proud to share where they work with their friends and family? Are they personally proud of their contributions to your organization and how it drives your mission? Their sense of pride is what will allow you to retain their commitment and continue to grow as an organization.

Company leaders often have a very different perspective from their employee base. They operate in different pockets and focus areas of an organization and have varying opinions and reactions to organizational changes. While leaders may be attracted to a software solution that they truly believe answers their work engagement and employee loyalty needs, their employees are able to point out pros and cons that might not be immediately obvious to leaders.