Wonder Trial #1: HR trend questions

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Part
01

Drivers of Employee Engagement

Five drivers of employee engagement are management and leadership, work engagement, relationship between employees, rewards and recognition, and the voice. The above mentioned drivers can be implemented through several techniques aimed at increasing employee engagement. They include the adequate training of employees, the right role and right tool, individual attention given to employees when necessary, taking into account employee feedback, and recognizing the employee's achievements. Below is a deep dive into our findings.

Findings

Employee engagement drivers span beyond a few identified tips, it is an everyday attitude that should be deployed to boost employee engagements and satisfaction. Our research on drivers of employee engagement and techniques to boost employee engagement produced several results. We have collated the most recurring trends to build the list below.

drivers of employee engagement

1. MANAGEMENT AND LEADERSHIP: Leadership has a prominent role in employee engagement as the action of a senior leader affects the engagement of the subordinates. Employee trust in the management and leadership of an organization is a key determinant of employee engagement in the organization. Transparency and communication is a vital component in building employee trust in the organization's leadership, which reflects on their engagement.

2. WORK ENGAGEMENT: When employees are engaged in meaningful work that allows them to utilize their skills and abilities, chances of them seeking to leave the organization are minimal. Employees cannot be engaged at work if their work is not engaging. When employees have the feeling that their work is relevant or aligned with the organizational goal, they have a sense of belonging and engagement in their role. This would spur them to want to make a meaningful impact.

3. RELATIONSHIPS: The relationship between employees and their manager correlates to their level of engagement. Naturally, employees would seek to leave an organization if they have a bad relationship with the management. A bad relationship in a good working environment or vice versa would mean nothing to the employee. "Great managers in great work environments trump all". Likewise, relationship with co-workers plays a role in employee satisfaction and engagement. When employees are happy with their working environment, they are more engaged.

4. REWARDS AND RECOGNITION: The essence of working is to earn. As such, when work is commensurate to reward, employees are naturally motivated which improves engagement. Due recognition and rewards of workers enhance motivation and commitment. Employees should be shown care and appreciation when they merit it.

5. VOICE: When employees have a voice in an organization, they have a sense of belonging and responsibility to contribute towards organizational goals. When they are given a platform to contribute to strategic decisions, they feel more involved in the organization which increases their engagement.

Techniques to boost employee engagement

1. ADEQUATE TRAINING: By creating an enabling environment for employees to hone their skills, organizations also show their trust and believe in the potentials of their employees. The level of employee engagement would naturally increase if the employee feels the company is willing to invest in their future. Organizations could look to pair employees with in-house mentors to develop their skill in a particular field they have interest in. This would improve the employee's trust in the organization.

2. RIGHT ROLE AND RIGHT TOOLS: To meet set out goals, right people should be placed in the right role, with the required tools needed to perform effectively. When employees are placed in a suitable role, with the right infrastructure, their effectiveness and engagement are increased.

3. INDIVIDUAL ATTENTION: For an organization with multiple nationalities or generation, a simple way to figure out the best approach for the employees at no-cost is by getting to hear from them individually. Seeking their opinion on their task and engagement in the organization is a good way to know what they feel about their role or what other roles they might feel more comfortable. Vital information like employee's relationship with colleagues, satisfaction with compensation and growth opportunities could be determined on individual bases. This would serve as a meter to read and foster employee engagement.

4. EMPLOYEE FEEDBACK: Employee feedback is a vital tool that has to be on regular bases rather than stipulated time. It leads to faster course identification and correction. It also makes the employee that identified the problem feel valued. Showing employees that their voices matter "naturally boost their engagement".

5. RECOGNITION: A constant reminder of behaviors that are rewarded in an organization would get the employees to step up their game. Publicly recognizing employees "motivates the individual winners and serves as a 'booster shot' for engagement throughout the organization". Organizations could organize appreciation initiatives for their employees at random moments rather than "confining awards to annual performance reviews".

conclusion

To wrap up, we have identified management and leadership, work engagement, relationship, rewards and recognition, and voice as five drivers of employee engagement. We also identified adequate training, right role and right tool, individual attention, employee feedback, and recognition. as five techniques to boost employee engagement and satisfaction.
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Part
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Human Capital Alignment Trends

In order to best answer the question, we researched across industries and found answers that were not specific to only one. After carefully reviewing many reputable sources, such as Deloitte Insights, Saviom, McKinsey & Company, and C2G Partners, we outline below 10 major trends in the way companies align their human capital to their business strategy and the suppliers/partners who support them.

1. "Dynamic Resource Management" or "Nimble Management"

McKinsey & Company reports that "dynamic resource management" or "nimble management," is when companies move talent, management, and money to wherever they can provide the most value. According to research, 83% of senior executives identify nimble management as the very best management tool for creating growth - more so than "operational excellence or M&A."

2) Diversification of Skill Sets for Human Capital

Saviom discusses the importance of diversifying skill sets for human capital, saying "it is essential that you recognize the secondary skill sets your employees may have and nurture them." Adding that when a company has to handle reallocation requirements that are expected to exceed the company's capacity, understanding these skill sets in your employees has the potential to quickly resolve immediate concerns and issues. This can be a very motivating factor for employees to diversify and grow.

3) Reallocation of Top Talent for Collaboration and Cross-Training

Another article from McKinsey & Company discusses the importance of spreading the talent out around the company. They write about how easy it is to keep the top talent in the business units, but to resist this temptation because it can end up complicating the human aspect of resource reallocation.

This article gives a comprehensive list of 10 techniques for better use of company resources in terms of talent: create a corporate-resource map, benchmark your “resource inertia,” reframe budget meetings as reallocation sessions, and run them accordingly, develop a formal “counter anchor,” change your strategy-setting rhythm, build flexibility into the process, learn to let go, make it easier to move the top 100 to 300 people, don’t forget about time, and look back and learn.

4) To provide feedback, and coach for performance in real-time, continuous, and multi-directional.

Deloitte Insights says it plain: the reason the "reinvention of performance management" has become so important is a result of the changes in how we work. Citing the break we have made from the traditional 70s "end of year" performance evaluations model, Deloitte Insights goes on to report that 82 percent of businesses indicated that performance evaluations were no longer useful or worth their time.

A separate study found that 41% of companies found enormous numbers of manager bias, and 45% felt that performance evaluations were not motivating employees. In today's corporate climate, businesses function within teams, career paths and learning are focused on strategy, and businesses are pivoting from “jobs to work” in the way that they operate.

This all speaks to "the need to align goals, provide feedback, and coach for performance is real-time, continuous, and multi-directional."

Additionally, the need for continuous learning is becoming increasingly essential for a company's ultimate success, and especially in today's digital climate in which the need for ongoing learning to be accessible via a variety of mobile platforms is more and more the norm.

5) Concept of "Network of Teams" vs. Traditional

Deloitte Insights offers additional research on this idea of "Network of Teams" vs. Traditional. "Network of Teams" is a concept designed to improve team building and employee collaboration. The article suggests that as companies adopt this teaming style, it is becoming increasingly clear that it is more natural for people to work in smaller teams. Additionally, research has shown that people spend far more time with people near their desks at work, than they do with people down the hall, as it were. This all the more strengthens the argument that these "Network of Teams" are the way of the future.

6) Continuous Learning and Development for Employees

Research tells us again and again that our future success depends on continuous learning and development for employees. Deloitte Insights indicates that the future demands a "learning and development organization" that can provide learning that is always readily available and always accessible over a variety of mobile platforms.

7) People Analytics as a Recruiting Tool

Also, according to Deloitte, analytics are not only useful for identifying interesting data for managers. No. Instead, analytics are now applicable to a wider range of challenges in which businesses contend. These challenges include recruiting, compensation, performance measurement, retention, and workforce planning. The number one focus is recruiting, followed by performance measurement. Deloitte is seeing "an explosive growth in the use of organizational network analysis (ONA) and the use of 'interaction analytics' (studying employee behavior) to better understand opportunities for business improvement."

8) Diversity and Inclusion Policies

In a Government Technology report, Danielle Brown, Vice President of Diversity, Integrity, and Governance states, “we are unequivocal in our belief that diversity and inclusion are critical to our success as a company, and we’ll continue to stand for that and be committed to it for the long haul.”

Diversity and inclusion have increasingly been coming under the CEO-level radar in today's corporate climate. Top organizations are beginning to see the importance of diversity and inclusion strategies. These strategies can be incorporated into different stages of the "talent life cycle" to improve employee engagement, enhance the company's brand, and improve the company's performance.

9) Aligning company image across employees, suppliers, and partners

C2G Partners highlights the significance of aligning a businesses organization and image with partners, suppliers, and employees so that each entity is aligned and can see the same overall image. This article addresses the need to align image, values, operations, and organization.

10) Promoting social enterprise as a link between employees and customers

This Deloitte Insights article addresses the "social enterprise," stating that companies are not just judged on their financial earnings, their services, or their products. Instead, organizations are now also being judged by how they impact society. This transforms organizations from straightforward "business enterprises into social enterprises."

Also, a recent survey shows that 65% of CEOs rated “inclusive growth” as one of their top three concerns. It's essential that successful company's start incorporating external perspectives, trends, and voices by sustaining positive relationships with both employees and customers. Doing this is crucial to maintaining a company's reputation. It is also necessary in order to attract, retain, and engage top talent.

CONCLUSION

In addressing the question of the major trends in how companies align their human capital to their business strategy and the suppliers and/or partners who support them, we highlighted the 10 major trends we found in the above response. These were:

1) "Dynamic resource management" or "nimble management"
2) Diversification of skill sets for human capital
3) Reallocation of Top Talent for collaboration and cross-training
4) To provide feedback, and coach for performance is real-time, continuous, and multi-directional
5) The concept of "Network of Teams" vs. Traditional
6) Continuous learning and development for employees
7) People Analytics as a recruiting tool
8) Diversity and inclusion policies
9) Aligning company image across employees, suppliers, and partners
10) Promoting Social enterprise as a link between employees and customers
Sources
Sources