EngageRocket | Blog

Studies have shown that the return on investment on people analytics can be as high as $13.01 for every dollar spent. On LinkedIn, the number of professionals with "People Analytics" listed as a skill has increased by >60% over the past 12 months and the Harvard Business Review identified big data as the next "management revolution".

Employee and Customer Loyalty aren’t they the same thing?

Ever wondered why employee loyalty is so important, and how it relates to customer loyalty? After all - the NPS (Net Promoter Score) and the eNPS score (Employee Net Promoter Score) - are calculated in the same manner. Both scores are valuable for the company’s progress and wellbeing. But how? And what’s the link between them?

You have just spent weeks planning and conducting your survey… Now what? What do the results mean? Who do you communicate the results to and how do you share them? Using information derived from survey results can help your organisation improve employee experience and detect problems before they occur. Effective survey analysis and action plans can lead to significant return on investment.

According to BCG’s report on gender diversity in SEA, much work has to be done. The higher up the leadership chain, the fewer women you find. Only 12 percent of CEO and board-level positions in SEA are held by women and this pattern repeats in other parts of the world, according to the study. 

Efforts taken to understand how women’s communication strategies can help or hinder their fortunes at work have mostly led to the same finding: Many women fail to speak out when they are overlooked for promotion and lack confidence to voice out whether they are actually happy in the workplace. By not speaking out, they fail to get higher positions, better pay or the opportunity to make a difference to their engagement at work. 

Open communication culture doesn’t only entail simply updating fellow department members or managers about work progress. In order to have great communication, everyone should aim to build stronger relationships with their peers and managers across all departments.

When a startup is in its growth phase, it undergoes various organisational growing pains. The company will undergo a structural shift — significant numbers of new employees, new departments and a changing collegial culture.

As the size of the team grows, maintaining effectiveand open communication with all employees as well as the integrity of the culture will be pivotal to the scaling process.

The era of lifetime employment at a company is over.

Leaders who can find ways to maximise the time their talent spends with them can create a powerful and sustainable competitive advantage for their companies.

For HR Managers, the art of attracting Millennials - the generation born in the early 1980s to the mid 1990s - is certainly nothing new. By offering flexible working hours and incorporating technology into the workplace, firms have been able to satisfy these ‘gig’ employees for years now. However, what many firms have yet to prepare for is Generation Z - the generation born between the mid-1990s to the early 2000s.

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.