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A recent Deloitte report finds that 58% of HR executives believe their current performance process does not drive employee engagement. Today, successful organizations are using workplace mentorship programs to tackle complex human resource challenges, such as increasing employee retention and improving workforce productivity, as well as for new purposes, like diversity training or high potential development.
80% of learning takes place informally, interactions between mentors and mentees are crucial times for employees to absorb knowledge.
Employees face barriers at work daily, and they often lack the necessary skills and resources when challenged. An employee in this scenario has two options. He could resign himself to a fate of inaction, resulting in disengagement because he feels he cannot seek advice from his superiors. Or, he could meet with his mentor, who could equip him will the necessary tools and guidance to flourish and further his career.
A recent Gallup report shows that companies with highly engaged employees have 147% higher earnings per share compared to companies with low employee engagement. In addition to driving higher levels of productivity and lower turnover rates, employee engagement programs also positively impact customer ratings and satisfaction: Analysis by Harvard Business School found a causal relationship between customer loyalty and employees’ participation in sustainable activities through Caesars’ engagement program.
Arming yourself with the latest and greatest data is often the first (and necessary) step to gaining buy-in for taking your employee engagement program to the next level.
57% of employees, and 76% of Millennials, want their employer to do more around employee engagement
This is one of the powerful findings from our new research report, The Evolution of Employee Engagement. But as a business stakeholder, how do you take data and turn it into actionable and impactful results for your employee engagement program?
For the first time in California history, at the start of April, the state imposed mandatory water restrictions in response to the state’s four-year drought. Countless articles have highlighted the drought’s impact on communities, agriculture, and residents alike. While opinions differ, consensus does emerge around the idea that every Californian can and should make some change in their behavior to reduce their own water use.
But behavior change is hard to do and it involves both raising awareness and providing triggers that both elicit interest and motivation to take action, which over time, will change behavior. Triggers can be utilized in many different ways—the trick is knowing which trigger to use based on a user’s likes and dislikes. In order to inspire Californians to reduce their water usage, they need to benefit from technology that will help them become knowledgable about how they can make an impact—and share their experiences with others and inspire change on a large scale.
In just a few short weeks, we will honor and celebrate the people driving employee engagement within their organizations at the first ever North American Employee Engagements Awards program. And, as one of the companies that is helping bring the awards to the region, we’re excited to share with you the amazing successes of the winning entries. On June 17, following a packed day of sessions at the Employee Engagement Conference, we’ll unwind high above the hustle and bustle of the streets of New York City and honor these remarkable programs.
Employee perks like errand runners, monogrammed cupcakes, and free puppies must be nice, and no doubt they create a fun recruiting experience; but these days people want more. They want the opportunity to do better and to work for a company with a purpose beyond just frosting. An opportunity to connect with something larger — and maybe even help make the world a better place.
The state of today’s workforce requires a purposeful and positive corporate culture to drive employee engagement. In fact, employees report company culture is just as important as the job itself. Gone are the days of your posters and traditional, top-down management communication methods to create a culture of purpose and well-being. Today, you need to create an environment that supports purpose-filled work over a shared mission that’s meaningful, called ’employee-led corporate philanthropy’.
The Millennial generation, which will make up three-quarters of the nation’s work force in a decade, is creating new rules of engagement for employers. In Daniel H. Pink’s Drive, the 2009 book suggests that Millennials want autonomy, the chance to get better at what they do, and a purpose that connects them to something larger. Gone are the days when a competitive salary, an office in the suburbs, casual Fridays, and a chance to work your way up the corporate ladder reduced turnover and attracted the best talent.
Employee engagement continues to evolve and be recognized as a key factor driving business outcomes. Current employee engagement research, like the Deloitte Human Capital Trends report, finds 87% of organizations cite culture and engagement as one of their top challenges. In combination with only 13% of global employees being engaged in their work, employee engagement has emerged as a critical business issue.
What keeps CEOs awake at night? People and…Sustainability. According to a new report from The Conference Board, Human Capital and Sustainability are both among the top five concerns for global CEOs in 2015. Leaders are constantly challenged to find great talent and keep it; and this year, for the first time, social and environmental sustainability is a high priority. Winners value their employees thoughtfully, much as they value customers. They’ll leverage the best emerging technology and trends for their work-life balance programs and a more engaged workforce.
These were some of the key themes discussed at Oracle’s HCM World 2015 Conference, where I participated recently.