EngageRocket | Blog

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.

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. 

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.

From the military to start-ups, leaders always want to know the secret sauce to help their teams perform better. This has driven the birth and evolution of performance management systems.

But what is a performance management system?

Why is it important?

Why do people seem to hate existing ones?

And, how can we build one that employees will love?