EngageRocket | Blog

Industries are being disrupted and talents are becoming more mobile. They are expecting better experience and personalised recommendations to improve their journey with the company. 45% of employees reported that they would be likely or very likely to look for another job outside their current organisation within the next year (SHRM). 

We all know that teams who are happier and more engaged are 21% more productive and 59% less likely to look for a job with a different organisation. People are organisation’s number one asset, so keeping them happy should be organisation’s number one priority. 

Here are my 3 tips to leaders to ensure a happier workplace.

Frederick Taylor’s ideas of “scientific management” caught the business world’s attention in the early 20th century, at a time when industrialisation and large-scale production technologies were being adopted.

Hear from EngageRocket co-founder CheeTung Leong on the Top Entrepreneurs Podcast with Nathan Latka: "This Singapore Based SaaS Helps You Manage Employee Feedback, $40k in MRR, 8x yoy growth".

As we approach the start of a new calendar year, some of the best people in Asian companies are already preparing to embark on a new adventure with a different company.

Their current employers just don’t know it yet. The talent exodus after a large annual bonus payout -- typically around the lunar new year -- is a common phenomenon.

1/4 of newly hired employees tend to leave the organisation within six months. From rank & file to C-suite, a first day of work matters as it always makes a lasting first impression. A successful on-boarding programme will have positive effects on engagement, retention and performance.  

What do you think about when you read the term "employee engagement"? A survey? Staff happiness? Wellness programmes? The term is notoriously squishy because it tries to capture an intangible phenomena that has a very tangible impact on business. The result of this is everyone has a vague intuition that employee engagement is important, but is not quite sure what to do about it. 

That question can send a chill down the spine of many young and aspiring engineering managers, and prompt a jaded sigh from old and weathered ones. “Here we go again.” “Well, we can’t” is the most common reaction. “At least not in any meaningful way”, another interjects.“Or in ways that aren’t counter productive”, someone adds. “It’s complicated.”

We often hear the term ‘corporate culture’ in our office or corporate life. Companies around the globe, especially in South East Asia are focusing on building strong workplace and corporate culture. 88% of employees believe organizational culture is an important aspect of their work life. Gone are the days when the conventional workplace ethics and consulting methods work. Now is the time to adopt a more dynamic workplace culture.

A well-defined employee retention methods will have a positive and significant impact on the turnover rate of your organization.

According to the Leigh Branham, the Strategic Planning Consultant, more than 70 percent of the managers tend to think that it is the pay that causes an employee to leave. On the contrary, about 88 percent of the employees tend to leave respective jobs not only because of pay but also other factors that may include:

• Employees often feel the workplace or job doesn’t match their expectation before joining the firm.
• A mismatch between the job and the skills held by the employee.
• Minimal coaching with no feedback for the same.
• Minimal advancement or growth opportunities.
• Employees feel devalued or unrecognized.
• Minimal work-life balance that causes stress.
• Loss of confidence or trust in the senior leaders.