A recent survey of our customers’ most pressing problems revealed some interesting yet unsurprising insights — most HR professionals believe that gathering better data around their employees’ wellbeing should be the top priority.
Welcome to the world of freelancers.Fortunately, it hasn't been an over-night transition for many. The phrase 'working from home' has (almost) lost its stigma as companies worldwide have been gradually shifting to remote working for years now. And, for most of them, it has been working remarkably well. Naturally, it has taken them quite some time to set and perfect the work culture, but overall, studies show that 83% of employees enjoy the opportunity of working from home!That being said, the situation is quite different for those who were forced to think on their feet while switching to remote to ensure business continuity. It dealt a heavy blow to their > People are talking about how this is going to be the fourth industrial revolution with different technologies changing fundamentally how we work. Jennifer Christie, the Head of People at Twitter.
Discard the traditional annual/bi-annual performance reviews and make the process more dynamic for increased engagement and productivity. Being agile and flexible in your approach enables you to connect with your people on various levels and crucial touchpoints to provide a smooth employee experience throughout their lifecycle.
The 2010s called. They want their annual employee surveys back.
Monthly team outings or free access to the gym are quite effective in keeping your employees engaged but are these extrinsic factors enough to retain your top talents and help them reach their full potential?
Winningtemp’s Head of People and Culture, Cecilia Holmblad started her journey with Winningtemp last winter, and it has been a wild ride ever since. The company's primary focus is growth, which implies that both recruitment and the development of digital pre- and onboarding programs were high on the agenda. But in order to succeed in retaining talented employees, she must also work parallelly on building up an exceptional company culture.It all started with the new brand identity and positioning. When the management team got together to decide the purpose, the vision, and the values, it gave Cecilia more elbow room to work on the company culture that reflects those values. Thus, began the journey towards forging a value-driven organisation. > We are passionate about creating successful workplaces, and we know that one of the most important building blocks to success is to build a strong culture.
The age of digital disruption ushers in a radical shift in the way organisations perceive HR, hierarchy, and talent management. The early adopters of the lean methodology are replacing the traditional, one-dimensional, and sluggish processes with an agile framework that focuses solely on increasing efficiency and enabling continuous improvement.The agile doctrine was initially designed to remove the bottlenecks and improve collaboration between the software development teams. Since then, it has been adopted by progressive organisations to reinvent how HR should function to attract, retain, and develop their skilled employees. With these people-centric organisations kicking their competitors to the curb, it’s becoming increasingly critical for others to pick up the pace and exhibit agile HR in practice. > In a 2017 Deloitte survey, Agile HR implies more co-creation, greater flexibility, constantly evolving solutions, and better adaptability between processes, employees, and projects to allocate finite resources responsibly.
On a scale of 1 to 10, how effective do you think annual employee surveys are?
The global labour market has witnessed a radical shift in the way organisations treat their employees. Forward-thinking companies are acutely aware of how a positive employee experience paves the way for unparalleled customer experience. It is not only the paying customers who are treated with priority and a customer-first mentality, but the people responsible for acquiring and retaining these customers are also given equal importance. The days of luring talents in with free lunch and a fantastic health plan are gone. To engage and retain a skilled employee, the management team must work on and personalise all interactions - from pre-hire dialogues to the exit interview (in short, touchpoints), journey milestones, and employee expectations. Candidates assess future employers from the very start of the talent acquisition experience and make quick judgments about what life will be like for them in the organization, based on how they interact with the enterprise during the recruiting cycle.