Search Results for: employee engagement

Employees 12 percent more likely to leave if employers don’t establish hybrid working norms

Employees 12 percent more likely to leave if employers don’t establish hybrid working norms

Organisations that lack explicit norms around hybrid working can increase the likelihood of an employee leaving by 12 percentOrganisations that lack explicit norms around hybrid working can increase the likelihood of an employee leaving by 12 percent, according to a new report from Gartner [paywall]. The report claims that the most successful hybrid models encompass three main categories of explicit norms that increase visibility, enable flexibility, and foster connections. More →

How businesses can support employee wellbeing over a difficult festive period

How businesses can support employee wellbeing over a difficult festive period

Wellbeing at ChristmasWhen we think about the festive period, the financial pressures that Christmas brings, amid rising energy bills and not having enough to eat shouldn’t be first and foremost on our minds. With thirty million people employed by businesses in the UK, that is a huge number of employees who could benefit if employers acted now to support them and their wellbeing. This winter has been extremely challenging for many people across the UK. And for the first time since 2009, the UK is in recession. More →

Will employees return to the office to save on energy bills this winter?

Will employees return to the office to save on energy bills this winter?

An isolated house in the night poses the question whether people want to heat a home officeThis winter will be tough for many UK households. Rising energy bills are driving a huge upswing in inflation, causing real incomes to fall as the cost of living goes up. And despite the UK Government’s announcement that energy prices will be ‘capped’ at an average of £2,500 per year, the Bank of England believes inflation will remain high for at least the next two years. According to government estimates, a £2,500 energy bill is almost double the average household’s energy bill in 2021. And as employees continue to work from their home office regularly, energy consumption is likely to rise. More →

Understanding employee wellbeing in the fight for talent

Understanding employee wellbeing in the fight for talent

wellbeingThe pivot to remote work over the past few years has undoubtedly had its benefits, with many of us finding new ways to be productive and collaborate with our peers. This includes taking advantage of new workplace trends such as ‘workcations’, where people can work from another country, flexible working, and four-day work weeks where possible. Yet, this preference to work flexibly blurs the distinction between life and work, which will ultimately take its toll on the mental health and wellbeing of employees. More →

Firms need a better understanding of their psychological contract with employees

Firms need a better understanding of their psychological contract with employees

psychological contractCompanies and employees are often acutely aware of the terms of their written employment contracts. The roles, responsibilities, working hours and salaries are clearly laid out for all to see. What is often overlooked, however, is that there is a second, hidden, contract within the employment relationship. This is known as the psychological contract. The psychological contract refers to the often implied, unwritten mutual expectations, beliefs and obligations between employee and employer. For example, an employee may take on additional work in the expectation that it will help to advance their career, or an organisation might expect employees to be more flexible in their working patterns during peak times. More →

Employees take a dim view of organisations with poor sustainability records

Employees take a dim view of organisations with poor sustainability records

sustainabilityThe fourth research report from the Reward & Employee Benefits Association’s (REBA) Transforming Engagement [registration] series in association with Mercer Marsh Benefits suggests perceptions of a business’s approach to sustainability is influencing employee reward and benefits practices and decisions. However, many businesses are changing business practices, products and services to meet sustainability goals. REBA’s report claims that nearly eight in 10 (78 percent) respondent organisations have made changes to at least some of their products or services to meet sustainability objectives. More →

A great employee experience depends on great technology

A great employee experience depends on great technology

employee experienceSo often, organizations that excel on delivering value for customers, fall short when it comes to delivering the same for their employees. In fact, we can often be guilty of failing to value our employees’ time full stop. Given that we’re living through what’s been dubbed ‘the Great Resignation,’ that’s a major gamble. Companies need to take a step back and understand exactly why employee experience (EX) should be a priority. Plus, how technology can be a key enabler in doing so. More →

The truth about motivation, engagement and the employment of motivated idiots

The truth about motivation, engagement and the employment of motivated idiots

motivated idiotsThe current obsession with engagement and motivation is evident every time you read the business media these days. This is understandable in many ways, not least because it seems true that firms and employees are often working in an atmosphere of mistrust. But one thing that is often noticeable when a profession such as HR gets itself into a debate of this nature is the gap that can exist between practitioners and everybody else offering a view. So while academics can talk about definitions and suppliers seek to apply their solutions to the issue, it is often down to those who work at the sharp end to dish up the truth, however unpalatable or cynical that can seem to be. More →

Firms mark the cards of employees who go mute or turn cameras off in remote meetings

Firms mark the cards of employees who go mute or turn cameras off in remote meetings

mute remote meetingsNearly all executives (96 percent) agree that primarily remote workers are disadvantaged compared to those who work primarily in the office, according to a poll of 200 executives at large US firms, commissioned by Vyopta. However, 92 percent of respondents also believe employees who are less engaged, either frequently on mute or don’t turn on their camera during remote meetings, probably don’t have a long-term future at their company. More →

Employees don’t have survey fatigue – they are tired of being ignored

Employees don’t have survey fatigue – they are tired of being ignored

An employee survey can offer fantastic insight into the highs and lows of working for your company, and how employees perceive and understand your business culture. These survey responses can allow mangers and leaders to make proactive and positive changes to the business, improve employee engagement and ultimately increase business success. However, research tells us response rates can be as low as five percent. More →

Firms will need to build bridges with employees as they adapt to hybrid working

Firms will need to build bridges with employees as they adapt to hybrid working

hybrid working engagementAs we enter a new phase of working life following the short term changes made to cope with the pandemic, the three key priorities for the 1,300 employers surveyed by the Benefits & Human Resources Consulting operation of Gallagher for its 2021/2022 State of the Sector report (registration) are: the need to re-engage their teams around purpose, strategy and values (53 percent); the need to adapt communication channels to engage the workforce better as they move to newly implemented models of hybrid working (39 percent); and the need to enhance people manager communications (31 percent). More →

ESG issues top wish-lists for investors and employees

ESG issues top wish-lists for investors and employees

ESGThe annual EY Long-Term Value and Corporate Governance Survey finds a significant increase – from 66 percent to 84 percent – of board members and C-suite who say the COVID-19 pandemic increased expectations from consumers, employees, governments and broader society that companies will drive societal impact, environmental sustainability, and inclusive growth. However, there’s also an increase – from 28 percent to 43 percent – in respondents identifying lack of commitment from the board to make decisions that fully integrate ESG factors that would lead to long-term value. Fifty five percent of respondents say there are significant differences of opinion among leadership on how to balance short-term considerations with long-term investments and sustainable growth. That figure jumps to 68 percent of board chairs and non-executive board directors. More →