Adviser’s Post

Employers will recognize the value of employee engagement. Successful businesses in the future will redesign their culture. Millennials are especially looking for a work experience instead of a career. The work environment, management relationships, employee benefits and productive recognition programs will integrate as holistic strategies to enhance the employee experience and engagement. New management will be more present and responsive to employee needs and actively develop talent for the future. There is a growing divide between what the labor pool considers as their life’s work and what employers want and need. The gap is best reconciled with talent development– the identification, cultivation and management of talent inside and outside the business. It is a strategic solution that requires innovation. Forward-thinking employers should initiate leadership development programs now to build a competitive workforce.

“How can you directly impact your business’s profitability and viability?” Employee Engagement At the recent Day Nursery Owners conference I addressed the above. Here is one of the main themes of that session. Research shows that in the UK the in early years only 50% of employees are fully engaged in their employer/workplace. Meaning 50% are not. These employees will churn at speed. The impact of increasing employee engagement can deliver a considerable impact to the bottom line. The benefits of an engaged employee are many ·         Less churn = Reduced recruitment costs ·         Lower Internal wage inflation ·         Increased productivity ·         Improved quality – consistent teaching and care ·         Improved customer satisfaction ·         Improved profit In many cases, the key resource to improve employee engagement is the owner and the senior leadership team in larger organisations. It is NOT extra days off, bonus schemes or perk boxes. Here are the “hows” we discussed ·         Show an interest and make time for every individual ·         Listen more than you speak ·         Live the values you preach ·         Evangelise the crucial part each person plays in a child’s early years Do get in touch if you would like more ideas on how to impact your bottom line.

Improving Employee Engagement and Retention. Very insightful article for a healthy, successful and sustainable business. #Leadership #Management #Sustainability #Engagement

#employee #retention #engagement are key factors towards driving sustained success for any organization. Check out this great article.

Very interesting article about improvement for employee engagement and retention.

Did you know that creating a sense of belonging boosts employee engagement and retention? Employees who feel they belong are more engaged, productive, and likely to stay with the company. Regular recognition of their efforts plays a big part in this, deepening their connection and commitment. #EmployeeEngagement #HappinessAtWork #Retention #EmployeeRecognition https://lnkd.in/df_W4Ndq

Did you know that creating a sense of belonging boosts employee engagement and retention? Employees who feel they belong are more engaged, productive, and likely to stay with the company. Regular recognition of their efforts plays a big part in this, deepening their connection and commitment. #EmployeeEngagement #HappinessAtWork #Retention #EmployeeRecognition https://lnkd.in/gT26NC3Q

Did you know that creating a sense of belonging boosts employee engagement and retention? Employees who feel they belong are more engaged, productive, and likely to stay with the company. Regular recognition of their efforts plays a big part in this, deepening their connection and commitment. #EmployeeEngagement #HappinessAtWork #Retention #EmployeeRecognition https://lnkd.in/eb4e3dZr

As HR professionals, we play a central role in organisational change, and Lawrence M. Miller’s perspective on active employee engagement challenges us to go beyond surface-level efforts to make change truly effective and lasting. Miller emphasises the importance of engaging employees as true stakeholders in the change process—not just ticking the boxes with token efforts like sending out surveys. Instead, it’s about involving them meaningfully from the start, helping them understand why change is needed and collaborating with them to shape what those changes should look like. This aligns with his "Habitat for Humanity Principle": people are far more committed to implementing changes they’ve had a hand in designing. This level of engagement transforms employees into active participants in the process. By fostering their involvement, HR builds trust, boosts morale, and creates a sense of ownership. Employees become co-creators of change, helping to drive cultural shifts, align organisational goals with real-world needs, and ensure that changes are not only implemented but also sustained over time. For me, this serves as a reminder that my role is not just about facilitating change but about empowering employees to lead it. Active engagement goes beyond collecting feedback—it’s about building collaboration and trust that drives real transformation.

How do you use reward to increase employee engagement and support organizational strategy?   Employee reward is the single biggest expense of many organizations and can be an important driver of employee behavior and engagement. In order to do so effectively reward needs to be aligned to explicit and well defined organizational goals, strategies and values   Reward does not play the same role in each organization, it is important to understand its’ relative important in your organization. For example the importance of pay is probably different when working for Greenpeace or Doctors Without Frontiers than it is when working for an investment bank or consultancy firm.   Which elements of reward are key for your organization? Many organizations compete for talent by offering what others offer, there can be value in creating reward approaches: -         If you value entrepreneurship and risk taking, one would have higher bonus targets than market practice -         A “we care for our employees and their families” culture may want to emphasize risk insurance for life, disability and medical -         A start-up company may focus on stock awards over base salary, a company in a very mature market may do the reverse It is not wrong to do what the market does, but organizations that put a stake in the ground “this is what we stand for” are better able to create a distinct identity and Employee Value Proposition (EVP) and differentiate themselves from the competition.   Line of sight: when the goals of the organization are clear and well communicated, it is important that each employee understands and can articulate how their work and performance connects to the goals of the organization and how they can influence the shared success of the organization. We call this “line of sight”, the more that employees have line of sight, the easier it is to align reward to shared success through recognition, bonus at all levels in the organization, long term incentives and merit.   Aligning reward to organizational goals is not about spending more money, it is about moving from copying the reward packages that everybody else in the market offers to using reward to promote the specific needs and goals of our own organization.   #totalrewards #compensation #compensationmanagement #employeeengagement #employeeexperience #rewardstrategy #strategy