EngageRocket | Blog

The employee participation rate gauges the reliability of your survey results. The score itself is a key measure of employee engagement. It indicates employees' willingness to share their opinion and feelings toward your company. A low participation rate indicates a warning signal on talent attrition. Non-respondents having a 2.7x higher likelihood of leaving the company within 6 months.

So, the higher the participation rate, the better. But the truth is, HR leaders spend hours and a lot of energy and resources on employee surveys to get very low participation scores at the end.

Work-life balance refers to free time, self-care, time with family or for hobbies and interests. Anyone can and should take measures of their own to create work-life balance, but it’s going to be hard to achieve without a supportive or accommodating work environment.

Further, Bersin claims that at the moment, 40% of Americans believe they have to sacrifice work-life balance in order to have a successful career. They haven’t been proven wrong yet.

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?

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.

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.

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.