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Scoop.it!
Why organizational culture is not the same thing as employee engagement. 
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Scoop.it!
From
dupress
Employee engagement is paramount for retaining and attracting today's top talent. Five elements and underlying strategies can make organizations “irresistible”.
Scoop.it!
Whether you are an entrepreneur managing a startup, or a corporate executive with thousands of employees, it’s hard to ignore the evidence of big value from happy employees. For example, the Harvard Business Review a while back included an analysis of hundreds of studies showing an average of 31% higher [...]
Andrew Gerkens's insight:
This got me thinking about how regular one on one and team talks can be used to cover off on many of these elements, in addition to any organisational initiatives.
Scoop.it!
TINYhr presents the 2014 Employee Engagement & Organizational Culture Report, findings gathered from 200,000+ employee responses and 500+ organizations.
Scoop.it!
It's time to rethink the concept of "employee engagement."The days of the annual engagement survey are slowly coming to an end, to be replaced by a much more holistic, integrated, and real-time
Scoop.it!
We tracked people priorities and trends in high-performance organizations during the five-year period from 2009 through 2013.
Andrew Gerkens's insight:
This research tracked opinions of employees in high-performance organisations (companies with performance levels above sector averages) during the five-year period from 2009 — when global gross domestic product trends began to improve — through 2013. The results show that four major topic areas gained substantially over this period. They include: career development, empowerment, rewards and recognition, and leadership.
Nick Weaver's curator insight,
October 30, 2014 12:59 PM
High performing companies are pro-active in listening to their employees. Interesting trends in the graphs back up everything RE is promoting. |
Scoop.it!
Most of us have heard time and time again that "people don't leave companies, they leave managers". I can't recall ever seeing any compelling evidence for this. In our upcoming 2016 New Tech benchmark
Andrew Gerkens's insight:
A really interesting piece exploring the popular myth that "people join organisations, but leave managers". Culture Amp employee engagement data explores the myth and the findings may surprise you...
Scoop.it!
Calculate the return on investment of employee engagement for your company in 1 click with this interactive ROI calculator.
Andrew Gerkens's insight:
A great tool to do some quick calculations on the broader costs/benefits of employee engagement, including: 1. Productivity savings 2. Absenteeism savings 3. Turnover savings 4. On Boarding savings
Scoop.it!
Have you been wondering about the difference between an annual survey and a pulsing survey? We've listed out the pros and cons of them here.
Andrew Gerkens's insight:
In a previous role, I took much pride in the HR team's roll out of the two yearly employee engagement survey. It felt important and valuable and we were busy - very busy....but there is a difference between being busy and being successful. With hindsight, I can see that it was expensive and resource intensive, it was seen as an administrative process managed by HR and ultimately, I recognise that it had little impact on behaviour/culture change and performance. Behaviour and culture change need to be embedded within the workflow of every worker. I'm excited at the potential 'pulsing' has to make engagement (happiness) everyone's business.
Scoop.it!
They feel and perform better when the four basics are met.
Andrew Gerkens's insight:
When these four needs are met, they don't just make employees feel good - ultimately they improve their performance. 1. renewal (physical); 2. value (emotional), 3. focus (mental) and 4. purpose (spiritual). My favourite quote and the key message from the data - Rather than trying to forever get more out of their people, companies are far better served by systematically investing in meeting as many of their employees’ core needs as possible, so they’re freed and fueled to bring the best of themselves to work.
Scoop.it!
Andrew Gerkens's insight:
Some interesting results here, especially in terms of the impact of collaboration and teaming on engagement. Social (connections) are such a strong driver of : i. shared meaning and purpose, ii. support (networks) and iii. recognition and reward through shared experience.
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This article explores the differences and connections between culture and engagement. I like how the article reinforces the idea that purpose and strategy drive the identification of the aspirational culture and given that the organisation must evolve to adapt to the changing market/world, so too must culture evolve.Â