Digital tech, leadership and company values aid staff performance ⁰

Accessible leaders and strong company values are important factors that can ultimately reflect an employee’s success or failure within the company. However,so too is equipping employees with the latest technology,  and it’s an area where many organisations are falling down. A study by Oracle awarded low marks when it came to companies capitalising on technology to help them connect with employees in more ways than ever to create a more modern and customised learning experience. Just 44 percent of respondents said that their employer uses the latest digital technology to enable them to effectively perform in their role. Feedback from nearly 5,000 full-time employees at organisations with 250 or more employees also revealed that only 38 percent say that their company is concerned about their overall well-being, despite the fact that employees are most comfortable and productive within a creative, yet flexible workplace culture.

“Employees as consumers are more plugged into technology via multiple devices (i.e. mobile, tablet, desktop) than ever before. They expect the same level of accessibility that they get in their personal lives with the technology they encounter at work,” said Gretchen Alarcon, group vice president of HCM Product Strategy, Oracle.

The findings also express that a strong presence in leadership is the backbone for an employee feeling satisfied and engaged. The study indicates that productivity starts with ‘onboarding’ i.e. the way in which the organisation settles in new people. Many employees are unsatisfied with the process, as only 41 percent believe that company onboarding practices set them up for growth and success.

Not only are managers the first impressions of a company, but they are also the first example of direction for the new worker. Only 47 percent of those polled viewed their leaders as visible and approachable and only 44 percent expressed that they have confidence in their leadership, indicating a lack of partnership between management and employees.

“Employees ultimately decide if they would like to stay with a company within the first two weeks of employment,” said Alarcon. “What this means, is that within the first 14 days, employees are already asking themselves, ‘Do I think I can progress here? Do I have a manager who can be a mentor and am I getting the ability to create a network and get introduced to the right people and tools to best perform in my job?’ This is especially important when we think about development within a company—candidates want to feel the company is a good fit.”

The study included key indicators for a healthy leadership to employee relationship:

• Set examples of how best to communicate with those working under you
• Remain extremely accessible so that people feel connected to company goals
• Be actively involved in the working lives of new employees from the day they start
• Use technology and digital experiences to stay in touch with team members