Presentation looking at why companies should engage employees in CSR and sustainable business, the benefits and how some leading companies do it, or try to.
Preparing Leaders for the Workforce of the FutureAnne Loehr
There are big changes coming to the American workforce. In order to survive and thrive in the very different workplace of tomorrow, organizations need to know, plan and stay in front of these changes. Here's a sneak peek to my keynote, "Preparing Leaders for the Workforce of the Future."
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
ROI on Strategic Talent Management: What a Business Should Expect from Their ...christa_dhimo
The document provides an overview of research on the return on investment of talent management strategies. It consolidates data from various studies showing that companies with strong talent management practices outperform peers financially and have lower employee turnover. Specifically, it finds that companies with engaged employees see increases in operating income, net income growth, and earnings per share compared to companies with disengaged workforces. The document aims to provide human resources professionals evidence to support investing in strategic human capital management.
The triple bottom line measuring your organizations wider impactariysn
The document discusses the triple bottom line approach to business, which measures a company's impact on people, planet, and profits. It describes the three Ps of the triple bottom line: People, which considers how a business impacts all stakeholders; Planet, which focuses on reducing the ecological footprint; and Profit, which aims for profits to benefit the community as a whole. The triple bottom line can be used as a reporting system to drive improvements in how a business treats people and the environment. While it adds costs to monitor, it can justify the costs by creating greater positive impact.
HR Challenges and Solutions - Maintaining Compliance and Mitigating Future RiskADP Marketing
Many companies are facing increasing challenges to stay up to date with risk and compliance. Learn how to take control of compliance and manage risk in your business.
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
Preparing Leaders for the Workforce of the FutureAnne Loehr
There are big changes coming to the American workforce. In order to survive and thrive in the very different workplace of tomorrow, organizations need to know, plan and stay in front of these changes. Here's a sneak peek to my keynote, "Preparing Leaders for the Workforce of the Future."
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
ROI on Strategic Talent Management: What a Business Should Expect from Their ...christa_dhimo
The document provides an overview of research on the return on investment of talent management strategies. It consolidates data from various studies showing that companies with strong talent management practices outperform peers financially and have lower employee turnover. Specifically, it finds that companies with engaged employees see increases in operating income, net income growth, and earnings per share compared to companies with disengaged workforces. The document aims to provide human resources professionals evidence to support investing in strategic human capital management.
The triple bottom line measuring your organizations wider impactariysn
The document discusses the triple bottom line approach to business, which measures a company's impact on people, planet, and profits. It describes the three Ps of the triple bottom line: People, which considers how a business impacts all stakeholders; Planet, which focuses on reducing the ecological footprint; and Profit, which aims for profits to benefit the community as a whole. The triple bottom line can be used as a reporting system to drive improvements in how a business treats people and the environment. While it adds costs to monitor, it can justify the costs by creating greater positive impact.
HR Challenges and Solutions - Maintaining Compliance and Mitigating Future RiskADP Marketing
Many companies are facing increasing challenges to stay up to date with risk and compliance. Learn how to take control of compliance and manage risk in your business.
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
The staffing function learning objectivesafter completiariysn
The document discusses the staffing function and strategic human resource management. It provides an overview of Zappos.com's highly effective staffing model which emphasizes employee and customer satisfaction. Zappos.com carefully selects employees who demonstrate positive, customer-oriented attitudes and provides extensive training. This contributes to Zappos.com capturing 20% of the overall shoe market and 75% of their business coming from repeat customers. The document also outlines several key laws that form the legal environment for staffing, including those prohibiting discrimination and requiring reasonable accommodations.
The document discusses trends that hiring managers expect to see in the 2020 workplace based on a survey of over 2,000 managers. Some of the key findings include:
- 52% of managers expect to see more diverse, multigenerational teams consisting of multiple nationalities by 2020. 55% also foresee more workplace flexibility with options like schedule flexibility and virtual/mobile teams.
- 42% anticipate an increase in women in leadership roles by 2020. Developing markets like India (68%) expect more change in this area than mature markets like the UK (33%).
- Managers in countries like Malaysia (64%) and India (61%) were more likely to expect a rise in multigenerational teams compared
The document provides information about evaluating and comparing job offers in the IT field. It discusses considering financial factors like salary, bonuses, benefits, expenses, and relocation packages. It also emphasizes examining company culture, such as values, reputation, leadership, work-life balance, and technology used. The document stresses assessing job challenge, responsibilities, management style, opportunities for professional growth, and ability to do impactful work. It provides a systematic approach to evaluating multiple aspects of potential job offers in order to make an informed career decision.
The document discusses how the role of recruiters is changing due to new technologies and the increased connectivity of professionals. It identifies three emerging roles for recruiters:
1) Super Recruiters who will focus on strategic talent planning and employer branding.
2) Talent Attractors who will build long-term relationships with potential candidates through social media and publishing career content.
3) Logistics recruiters who will manage day-to-day hiring processes like scheduling interviews. Most recruiters currently fall into this category.
This document provides a summary of evidence from various studies and research that show a correlation between employee engagement and organizational performance. Some key findings include:
1) Research shows organizations with high employee engagement levels outperform those with low engagement in terms of total shareholder returns, annual net income, and productivity.
2) Studies from various companies found stores and business units with higher engagement delivered better financial results, including more sales revenue, higher customer satisfaction, and lower costs.
3) Data from over 23,000 business units showed those in the top 25% for engagement averaged 18% higher productivity than those in the bottom 25%. Additionally, engaged employees took fewer sick days.
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 workers across 31 countries. Some key findings include:
- 57% of workers globally said they would be willing to give up higher pay for opportunities to learn new skills, and 36% would give this up for a more flexible work schedule.
- 71% of workers said they would be willing to move for the right job, including 18% to another city/town and 14% to another continent.
- When choosing an employer, workers preferred mid-sized to large, global companies that are established, though 41% had no preference on company size.
- Europe was the most preferred region for reloc
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
This document summarizes survey results from 32 Canadian workplaces regarding current and desired workplace values:
- Currently, 24% of selected values are potentially limiting, including bureaucracy, hierarchy, and silos. Positives include customer satisfaction, teamwork, and accountability.
- Desired values focus more on accountability, teamwork, continuous improvement, and new values like coaching, balance, communication and trust.
- Employees desire a culture of transformation with learning and growth, rather than the current perfection-focused culture hindered by limiting values. They want a workplace better able to change and scale up.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
Engagement and Employer Branding - Presentation given to the Northamptonshire...Kier Group
Introduction to the subject of Engagement and Employer Branding given by Katherine Morris, Principal Consultant at Holistic People at the Northamptonshire Branch of the CIPD.
Also gave a presentation outlining the approach taken at RSA Insurance Group plc. Contact Holistic People for further information and support with your engagement and employer branding strategy.
Employer Branding: How To Recruit & Retain Strong Personal BrandsRyan Mickley
This document discusses employer branding and how to recruit and retain strong personal brands. It defines employer branding as an organization's reputation as an employer. Having a strong employer brand is important to attract top talent. The document provides case studies on top employer brands and discusses assessing an organization's employer brand by auditing existing content and researching competitors. It also covers defining an employer value proposition, communicating the employer brand through social media, and evaluating the effectiveness of the employer brand messaging. The document concludes that in today's world, personal brands are very important for both employees and employers.
The document discusses the role of HR in organizational transformation. It argues that HR often ends up defending the status quo instead of driving real change. It suggests HR should focus on promoting workplace ethics, corporate social responsibility, developing the talent ecosystem, managing diversity for value, and challenging wrong decisions. The presentation provides examples of how HR can build skills through apprenticeship programs, implement true diversity management, and advocate for fairness and justice. It concludes that for HR to be valued, it needs to help employees find meaning, difference, honesty, value and simple rules in their work.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Do you have what IT Hiring Managers are looking for?Kelly Services
The document discusses what IT hiring managers look for in candidates. It states that Kelly Services can help develop careers in IT as they work with 95% of Fortune 100 companies. While technical skills are important for securing interviews, hiring managers also emphasize interpersonal skills and finding candidates that fit the company culture. Nearly 70% say cultural fit plays an important role in evaluations. Ideal candidates are described as having a combination of strong technical skills, interpersonal skills, and cultural fit.
With the increasing call for businesses to be commercially successful while achieving positive outcomes for society and the environment. HCLI explores what makes for exemplary leadership of sustainable businesses - and HR's role in making this a reality.
For HR Leaders that recognise that a strong purpose creates a better place to work, engages employees and attracts talent
Download the full report at: https://www.hcli.org/research/doing-well-and-doing-good-asia
This document discusses strategies for employers to attract and retain baby boomer employees. It provides statistics about the baby boomer workforce, such as 57% of baby boomers aged 65+ enjoy their work. It also notes challenges, such as many baby boomers feeling less confident in their market value and concerns about ageism. However, baby boomers also have strengths like loyalty, experience, and entrepreneurial skills. The document recommends employers implement policies to appeal to baby boomers, such as flexible work arrangements, skills training, and phased retirement, in order to benefit from this talented pool of workers.
This project report examines mandatory corporate social responsibility (CSR) in India. It analyzes CSR approaches, spending levels, and activities of Indian corporations. The report reviews literature on CSR and describes the research design used, which involved analyzing data from 35 public companies. The analysis finds that most companies partner with foundations or NGOs for CSR and that activities focus on healthcare, education, and local communities. The report also projects increased CSR spending under new mandatory policies and suggests that companies develop scalable CSR models and leverage internal social activities to maximize impact.
The document discusses strategies for building a great workplace in six industries that frequently appear on the Fortune 100 Best Companies to Work For list, including information technology, healthcare, financial services, manufacturing, professional services, and retail. It provides an overview of each industry and examines elements of the employee experience, policies, and management practices at companies in these industries. For information technology companies on the list, the document notes that employees report the most consistently positive experiences and highlights strategies these companies use like providing ongoing training, allowing innovation to thrive, and empowering employees.
This document discusses how aligning an organization's talent strategy with its business strategy can drive better business outcomes. It recommends taking a structured approach to define the necessary organizational capabilities, identify talent implications, create an aligned talent strategy, and design integrated talent management processes to support the business strategy. By optimizing the links between talent and business strategy, an organization can build a "talent machine" that fuels strategy execution. Research shows that aligning talent strategy in this way can boost morale, productivity, innovation and financial performance while lowering turnover.
This document discusses the importance of employee engagement for organizations. It defines employee engagement as employees exerting discretionary effort and remaining loyal to the organization. Research shows engaged employees are more productive, innovative, and loyal with lower turnover. The document notes that while many organizations implement engagement initiatives, true payoffs are not always realized. It explores drivers of increased focus on engagement including people becoming the primary competitive advantage and retention challenges in the "war for talent". The researcher aims to study engagement levels in the apparel retail sector and relationships between engagement and factors like satisfaction and retention through surveys.
The staffing function learning objectivesafter completiariysn
The document discusses the staffing function and strategic human resource management. It provides an overview of Zappos.com's highly effective staffing model which emphasizes employee and customer satisfaction. Zappos.com carefully selects employees who demonstrate positive, customer-oriented attitudes and provides extensive training. This contributes to Zappos.com capturing 20% of the overall shoe market and 75% of their business coming from repeat customers. The document also outlines several key laws that form the legal environment for staffing, including those prohibiting discrimination and requiring reasonable accommodations.
The document discusses trends that hiring managers expect to see in the 2020 workplace based on a survey of over 2,000 managers. Some of the key findings include:
- 52% of managers expect to see more diverse, multigenerational teams consisting of multiple nationalities by 2020. 55% also foresee more workplace flexibility with options like schedule flexibility and virtual/mobile teams.
- 42% anticipate an increase in women in leadership roles by 2020. Developing markets like India (68%) expect more change in this area than mature markets like the UK (33%).
- Managers in countries like Malaysia (64%) and India (61%) were more likely to expect a rise in multigenerational teams compared
The document provides information about evaluating and comparing job offers in the IT field. It discusses considering financial factors like salary, bonuses, benefits, expenses, and relocation packages. It also emphasizes examining company culture, such as values, reputation, leadership, work-life balance, and technology used. The document stresses assessing job challenge, responsibilities, management style, opportunities for professional growth, and ability to do impactful work. It provides a systematic approach to evaluating multiple aspects of potential job offers in order to make an informed career decision.
The document discusses how the role of recruiters is changing due to new technologies and the increased connectivity of professionals. It identifies three emerging roles for recruiters:
1) Super Recruiters who will focus on strategic talent planning and employer branding.
2) Talent Attractors who will build long-term relationships with potential candidates through social media and publishing career content.
3) Logistics recruiters who will manage day-to-day hiring processes like scheduling interviews. Most recruiters currently fall into this category.
This document provides a summary of evidence from various studies and research that show a correlation between employee engagement and organizational performance. Some key findings include:
1) Research shows organizations with high employee engagement levels outperform those with low engagement in terms of total shareholder returns, annual net income, and productivity.
2) Studies from various companies found stores and business units with higher engagement delivered better financial results, including more sales revenue, higher customer satisfaction, and lower costs.
3) Data from over 23,000 business units showed those in the top 25% for engagement averaged 18% higher productivity than those in the bottom 25%. Additionally, engaged employees took fewer sick days.
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 workers across 31 countries. Some key findings include:
- 57% of workers globally said they would be willing to give up higher pay for opportunities to learn new skills, and 36% would give this up for a more flexible work schedule.
- 71% of workers said they would be willing to move for the right job, including 18% to another city/town and 14% to another continent.
- When choosing an employer, workers preferred mid-sized to large, global companies that are established, though 41% had no preference on company size.
- Europe was the most preferred region for reloc
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
This document summarizes survey results from 32 Canadian workplaces regarding current and desired workplace values:
- Currently, 24% of selected values are potentially limiting, including bureaucracy, hierarchy, and silos. Positives include customer satisfaction, teamwork, and accountability.
- Desired values focus more on accountability, teamwork, continuous improvement, and new values like coaching, balance, communication and trust.
- Employees desire a culture of transformation with learning and growth, rather than the current perfection-focused culture hindered by limiting values. They want a workplace better able to change and scale up.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
Engagement and Employer Branding - Presentation given to the Northamptonshire...Kier Group
Introduction to the subject of Engagement and Employer Branding given by Katherine Morris, Principal Consultant at Holistic People at the Northamptonshire Branch of the CIPD.
Also gave a presentation outlining the approach taken at RSA Insurance Group plc. Contact Holistic People for further information and support with your engagement and employer branding strategy.
Employer Branding: How To Recruit & Retain Strong Personal BrandsRyan Mickley
This document discusses employer branding and how to recruit and retain strong personal brands. It defines employer branding as an organization's reputation as an employer. Having a strong employer brand is important to attract top talent. The document provides case studies on top employer brands and discusses assessing an organization's employer brand by auditing existing content and researching competitors. It also covers defining an employer value proposition, communicating the employer brand through social media, and evaluating the effectiveness of the employer brand messaging. The document concludes that in today's world, personal brands are very important for both employees and employers.
The document discusses the role of HR in organizational transformation. It argues that HR often ends up defending the status quo instead of driving real change. It suggests HR should focus on promoting workplace ethics, corporate social responsibility, developing the talent ecosystem, managing diversity for value, and challenging wrong decisions. The presentation provides examples of how HR can build skills through apprenticeship programs, implement true diversity management, and advocate for fairness and justice. It concludes that for HR to be valued, it needs to help employees find meaning, difference, honesty, value and simple rules in their work.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Do you have what IT Hiring Managers are looking for?Kelly Services
The document discusses what IT hiring managers look for in candidates. It states that Kelly Services can help develop careers in IT as they work with 95% of Fortune 100 companies. While technical skills are important for securing interviews, hiring managers also emphasize interpersonal skills and finding candidates that fit the company culture. Nearly 70% say cultural fit plays an important role in evaluations. Ideal candidates are described as having a combination of strong technical skills, interpersonal skills, and cultural fit.
With the increasing call for businesses to be commercially successful while achieving positive outcomes for society and the environment. HCLI explores what makes for exemplary leadership of sustainable businesses - and HR's role in making this a reality.
For HR Leaders that recognise that a strong purpose creates a better place to work, engages employees and attracts talent
Download the full report at: https://www.hcli.org/research/doing-well-and-doing-good-asia
This document discusses strategies for employers to attract and retain baby boomer employees. It provides statistics about the baby boomer workforce, such as 57% of baby boomers aged 65+ enjoy their work. It also notes challenges, such as many baby boomers feeling less confident in their market value and concerns about ageism. However, baby boomers also have strengths like loyalty, experience, and entrepreneurial skills. The document recommends employers implement policies to appeal to baby boomers, such as flexible work arrangements, skills training, and phased retirement, in order to benefit from this talented pool of workers.
This project report examines mandatory corporate social responsibility (CSR) in India. It analyzes CSR approaches, spending levels, and activities of Indian corporations. The report reviews literature on CSR and describes the research design used, which involved analyzing data from 35 public companies. The analysis finds that most companies partner with foundations or NGOs for CSR and that activities focus on healthcare, education, and local communities. The report also projects increased CSR spending under new mandatory policies and suggests that companies develop scalable CSR models and leverage internal social activities to maximize impact.
The document discusses strategies for building a great workplace in six industries that frequently appear on the Fortune 100 Best Companies to Work For list, including information technology, healthcare, financial services, manufacturing, professional services, and retail. It provides an overview of each industry and examines elements of the employee experience, policies, and management practices at companies in these industries. For information technology companies on the list, the document notes that employees report the most consistently positive experiences and highlights strategies these companies use like providing ongoing training, allowing innovation to thrive, and empowering employees.
This document discusses how aligning an organization's talent strategy with its business strategy can drive better business outcomes. It recommends taking a structured approach to define the necessary organizational capabilities, identify talent implications, create an aligned talent strategy, and design integrated talent management processes to support the business strategy. By optimizing the links between talent and business strategy, an organization can build a "talent machine" that fuels strategy execution. Research shows that aligning talent strategy in this way can boost morale, productivity, innovation and financial performance while lowering turnover.
This document discusses the importance of employee engagement for organizations. It defines employee engagement as employees exerting discretionary effort and remaining loyal to the organization. Research shows engaged employees are more productive, innovative, and loyal with lower turnover. The document notes that while many organizations implement engagement initiatives, true payoffs are not always realized. It explores drivers of increased focus on engagement including people becoming the primary competitive advantage and retention challenges in the "war for talent". The researcher aims to study engagement levels in the apparel retail sector and relationships between engagement and factors like satisfaction and retention through surveys.
Corporate social responsibility (CSR) involves businesses addressing ethical, social, and environmental impacts in their operations. A 3 sentence summary is:
CSR is important for attracting employees, customers, and investors who value responsible business practices. While critics argue CSR distracts from profit-making, proponents counter that CSR strategies can reduce costs, drive innovation, and provide competitive advantages. Leading companies now report on their CSR initiatives to differentiate themselves and respond to growing stakeholder expectations for transparency around social and environmental performance.
Why Volunteering Programs are no longer just for Large CompaniesGaurav Bhattacharya
Employee Volunteer Programs are no longer only for large companies!
With the latest generation of cloud-based solutions, any sized company can now afford a great employee volunteering platform.
Presentation looking how the issues of reputation, reporting and communications in corporate sustainability. It focuses on drivers, practices, outcomes and emerging issues for large companies around the world.
Unlocking Workforce Engagement: The Critical Business Issue of the Decade James Sillery
Presented at Workforce Engagement, September 18, 2013
With today’s global economy dependent on people and their knowledge, skills and commitment, companies need to fully engage their workforce to be successful. The challenge is enormous. Demographics suggest critical talent shortages across industries and geographies. At the same time, we are experiencing record levels of employee disengagement. It has become the critical business issue of the decade. The company can effectively engage its workforce can create a significant competitive advantage going forward.
Human Resource professionals are positioned to play a key role in workforce engagement. In this presentation, you’ll hear specific strategies and tools for developing human capital solutions that are needed to unlock workforce engagement. We will provide participants with an understanding of concepts like behavioral economics, perceived values and amplified voices. As a result, participants will leave the presentation with specific actionable items that they can bring back to their workplace to immediately begin to drive cost effectiveness, improve productivity and increase company performance.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
CSIC research fellow Tracey Wright interviews 12 DC-area small businesses to explore how they use social media to communicate their socially responsible business practices to their stakeholders.
Get Customized Essays on Strategic Human Resource Management
visit: https://academiapapers.net/, thousands of academic assignments, essays and homework has been published there, so don't miss those.
This document discusses Edgar Schein's three levels of organizational culture (artifacts, values, assumed values), David Ulrich's four-role model for HR professionals (strategic partner, administrative expert, change agent, employee champion), and reasons for the dramatic shift in HR's emerging roles, including social media influence, personalization of employee benefits, feedback becoming more fluid, increased remote work, and the rise of HR analytics. Barriers to strategic HRM are also summarized, such as lack of growth strategy, high resistance to change, and interdepartmental conflicts.
This document provides an 18-page report on managing human resources at The Container Store. It begins with an executive summary highlighting how The Container Store uses effective HRM practices like extensive training and a culture of employee empowerment to motivate workers and achieve high performance, despite operating in a declining industry segment. The report then reviews literature on high-commitment HRM models and their application at The Container Store. Specific HRM practices at The Container Store like selective recruiting, long training programs, performance-based rewards, and emphasis on culture and communication are examined. Potential problems with flat career structures and non-transparent promotions are also discussed.
Over the past 25 years, research has shown employee engagement is linked to improved business outcomes like performance, innovation, and customer service. However, many organizations still struggle to fully utilize engagement data and see its impact. Moving forward, organizations need to focus on developing engaging leaders, building engaging cultures through clear strategy and accountability, and making better use of engagement data by connecting it to other metrics like performance, turnover, and business results. This will help organizations innovated what they do with engagement beyond just measuring it.
This document discusses employee attrition in the education industry. It defines attrition and attrition rate, and discusses reasons for attrition such as organizational factors, working environment, and opportunities elsewhere. It also discusses the costs of attrition for companies, including recruitment costs and training costs to replace employees who leave. The document then provides a formula to calculate attrition rate in an organization.
This document discusses employee attrition in the education industry. It begins with definitions of attrition and attrition rate. It then discusses the costs of attrition for companies, including recruitment costs and training costs to replace employees that leave. The document outlines a methodology for calculating attrition rate for an organization. It analyzes trends in attrition rates for an unnamed company over multiple years. Finally, it lists references used in the document, including academic books, articles, company publications, and websites.
This document discusses employee attrition in the education industry. It defines attrition and attrition rate, and discusses reasons for attrition such as organizational factors, working environment, and opportunities elsewhere. It then outlines the methodology used for the research study and analyzes attrition trends. The costs of attrition for organizations are recruitment costs, training costs, and costs associated with replacing employees. The attrition rate can be calculated by taking the number of employees who left in a year divided by the average number of employees that year and multiplying by 100.
The document discusses the triple bottom line concept which states that firms should measure their social, environmental, and financial impacts rather than solely focusing on profits. It was coined by John Elkington in 1994 and maintains that companies should focus equally on profit, people, and the planet. The triple bottom line seeks to assess a corporation's commitment to corporate social responsibility and environmental impact over time using these three dimensions or "Ps".
Corporate Social Responsibility (CSR) - The Fact's You Should Know 2013-14 euandouglas1
Corporate Social Responsibility (CSR) and Sustainability - The facts you should know. A review of some of the ground breaking research conducted over the past couple of years. Looking at; public perceptions, business leaders views, consumer trends, investors opinions, employee engagement, graduates, risks and where's the value. www.4frontconsulting.com
Meaning of CSR
Social Responsibility theories
Pyramid of CSR
Contemporary CSR
Corporate Sustainability
Reputation Management
Environmental aspect of CSR
Companies Practices : Environmental aspect of CSR
CSR models
Triple bottom Line
Drivers of CSR
CSR and business ethics
Cases on CSR
CSR and corporate governance
Similar to Lecture three - Engaging Employees in CR and Sustainability (20)
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2. Leadership:
The
big
picture
Simon
Sinek:
Why
good
leaders
make
you
feel
safe
Nadine
Exter,
Cranfield,
on
Employee
Engagement
in
Sustainability
3. Some
useful
extra
reading
A
study
of
the
link
between
Performance
Management
and
Employee
Engagement
in
Western
mulLnaLonal
corporaLons
operaLng
across
India
and
China
4. A
reminder….Employees
and
business
value:
Alex
Edmans
London
Business
School
and
Wharton
researcher
Alex
Edmans
Three
key
points
to
remember
about
the
latest
research
on
the
business
case
for
CSR:
1.
Employee
welfare
is
posi/vely
related
to
firm
value.
While
the
idea
that
“companies
do
beRer
if
their
workers
are
happier”
is
seemingly
intuiLve,
this
idea
is
contrary
to
tradiLonal
ways
of
managing
workers,
which
holds
that
a
dollar
paid
to
workers
is
a
dollar
taken
away
from
shareholders.
Human
resource
departments
are
not
just
cost
centres,
but
a
posiLve
source
of
value
creaLon.
5. Employees
and
business
value:
Alex
Edmans
2.
CSR
can
improve
firm
value.
TradiLonal
thought
is
that
considering
other
stakeholders
(e.g.
employees,
customers,
the
environment)
is
at
the
expense
of
shareholders.
Thus,
socially
responsible
invesLng
should
underperform
tradiLonal
invesLng,
since
responsible
companies
are
distracted
from
the
boRom
line.
His
paper
suggests
that
there
need
be
no
tension
between
CSR
and
profit.
3.
The
market
does
not
fully
value
intangibles
such
as
stakeholder
capital.
Results
suggest
that
the
market
doesn’t
immediately
recognise
the
benefits
of
stakeholder
capital.
As
a
result,
we
need
to
move
beyond
evaluaLng
managers
according
to
short-‐term
performance
to
encourage
them
to
consider
the
long-‐run
health
of
their
firms
–
and
society.
6. Academic
research
findings
Employee
Engagement
and
CSR:
TRANSACTIONAL,
RELATIONAL,
AND
DEVELOPMENTAL
APPROACHES
Philip
Mirvis
7. Evident
from
surveys
says
(1)
• Three
out
of
four
of
the
Millennial
GeneraLon
(born
1978-‐1998)
want
to
work
for
a
company
that
“cares
about
how
it
impacts
and
contributes
to
society.”
• Among
those
already
in
the
workforce,
nearly
seven
in
ten
say
that
they
are
aware
of
their
employer’s
commitment
to
social/environmental
causes.
• 65
percent
say
that
their
employer’s
social/
environmental
acLviLes
make
them
feel
loyal
to
their
company.
8. Evident
from
surveys
says
(2)
Sirota
Survey
Intelligence,
of
1.6
million
employees
in
seventy
companies,
found
that:
• Employees
who
approved
of
their
company’s
commitments
to
social
responsibility,
compared
to
those
who
did
not
approve
were:
• Far
more
engaged
on
their
jobs.
• More
apt
to
believe
that
their
employers
were
interested
in
their
well-‐being.
• They
also
had
more
favorable
percepLons
of
their
management’s
integrity
and
rated
their
companies
as
more
compeLLve,
too.
9. Evident
from
surveys
says
(3)
• A
2007
Towers
Perrin
survey
of
90,000
employees
in
18
countries
found
that
only
21
percent
reported
being
fully
engaged
on
the
job.
• The
rest
were
either
simply
enrolled
(41%),disenchanted
(30%),
or
disconnected
(8%).
• In
turn,
the
Gallup
Employee
Engagement
Index
reported
that,
on
average
as
of
2010,
some
33
percent
of
employees
were
engaged
by
their
companies,
49
percent
were
not
engaged,
and
18
percent
were
acLvely
disengaged.
10.
Mirvis
(2012)
explores
three
different
ways
that
companies
design
and
manage
their
efforts:
1. A
transac/onal
approach,
where
programs
are
undertaken
to
meet
the
needs
and
interests
of
those
employees
who
want
to
take
part
in
the
socially
responsible
efforts
of
a
company.
2. A
rela/onal
approach,
where
an
organizaLon
and
its
employees
together
make
a
commitment
to
social
responsibility;
and
3. A
developmental
approach,
where
a
company
aims
to
more
fully
acLvate
and
develop
its
employees
and
the
firm
to
produce
greater
value
for
business
and
society.
11.
12. So,
what’s
the
problem
• On
the
surface,
engagement
in
CSR/CR/
Sustainability
makes
perfect
business
sense;
• Studies
prove
it.
• Surveys
prove
it.
• So
why
don’t
more
companies
do
it
well?
13. So
why
don’t
more
companies
engage
employees
well
on
CR/Sustainability?
• Many
do:
But
they
tend
to
be
the
largest
ones,
such
as
PUMA,
Mars,
Alliance
Boots,
IBM
etc.
• OR
they
are
smaller,
mission
driven
firms
such
as
Patagonia,
Interface,
etc.
• There
are
lot
of
companies
that
are
not
in
the
global
leadership
group
nor
who
are
mission
driven
on
sustainability
and
CR.
• Probably
tens
of
thousands
of
them
globally.
14. These
companies
struggle
with
employee
engagement
in
CR
because:
• They
think
it’s
expensive,
and
some
of
it
is
(supply
chain
changes,
product
changes
or
system
changes
generally).
• They
don’t
tradiLonally
value
Human
Resources
as
strategic
so
don’t
hire
the
right
people
and
apply
the
right
resources.
• They
don’t
really
believe
the
numbers,
and
think
a
more
tradiLonal
business
approach
is
best.
• So
iniLaLves
like
this
in
a
company
like
this
are
sLll
rare.
15. • Company
grown
by
merger
since
2006.
• From
Boots
to
Alliance
Boots
now
merged
with
Walgreens.
• Company
in
Europe
has
appointed
40
(approx)
CSR
Champions.
• Based
all
over
Europe.
Idea
is
they
are
there
to
catalyse
change
in
the
business.
• Engaging
senior
execuLves,
other
employees
on
issues
from
energy
efficiency
to
social
innovaLon.
• Board
members
have
personal
tasks/targets
on
CSR
and
sustainable
business.
16. • Employee
champions
also
promote
Alliance
Boots'
work
with
anL-‐
cancer
network
EORTC.
• Trained
by
interacLve
video,
presentaLons,
workshops.
Graded
on
a
pass/fail
basis
as
part
of
their
annual
assessments.
• Company
also
communicates
their
targets,
policies,
and
work
using
company
intranet,
to
store
managers
and
other
employees.
• Board
of
the
company
has
CSR
CommiRee
which
meets
quarterly
to
review
progress.
• Aiming
to
roll
out
basic
video
training
on
"What
CSR
means
to
us"
across
the
whole
company.
17. Employees
and
CR
Case
Study:
Accenture
Gib
Bulloch
from
Accenture
on
ADP
18. Accenture:
“Human
Capital
Strategy”
• 246,000
employees.
• 35%
female
-‐
17%
of
Senior
ExecuLves.
• Big
picture
short
term
focus:
equipping
250,000
people
with
skills
to
get
a
job
or
build
a
business.
Claim
162,000
achieved
so
far.
19. How?
• Via:
cash
and
in
kind
support
"equivalent
to
$44.5
million"
from
$25
billion
turnover.
• Target
of
$100m
by
2013.
• Training
and
capacity
building
with
NGOs:
InternaLonal
FederaLon
of
Red
Cross/Red
Crescent.
20. What
does
this
mean
in
pracLce?
• DonaLons.
• In-‐kind
consulLng.
• "Train
the
trainer"
Lme
donaLons
with
NGOs
to
support/empower
vulnerable
people.
21. Junior
Achievement
Young
Enterprise
• Encouraging
student
business.
• Award
and
donaLons.
• Encouraging
Workplace
and
Entrepreneurial
Skills.
• 18,000
students
by
2012,
esLmate
that
15%
will
become
entrepreneurs
by
2016-‐18.
22. Big
on
donaLons,
short
on
exact
detail…
• Also
support
Save
the
Children
and
Plan
InternaLonal
with
donaLons.
• Claim
59%
of
contribu/ons
are
in
kind
(unclear
on
detail).
• Strategies
regionally
and
locally
adapted:
different
approaches
per
country
needs.
23. Employee
Engagement
Methods
A
mulL-‐channel
approach:
• Company
Intranet
• eLearning
programmes
• Volunteering/skills
matching
• Employee
surveys
• Local/small
group
meeLngs
• CR/Sustainability
Champions
24.
25. Accenture
Development
Partners
"Corporate
Social
Enterprise"
• Non
profit
model
helps
employees
make
a
difference
in
development
via
paid
secondments
to
NGOs
around
the
world.
• Two-‐way
innova/on
model:
Ideas
for
clients
and
help
for
NGOs
etc.
26.
27. Accenture
Development
Partners
• A
“key
vehicle”
for
driving
sustainability
experience
into
graduate
hires.
• 3-‐12
month
physical
placement
on
a
project
with
an
NGO
or
development
partner
in
a
developing
economy.
28. Accenture
Development
Partners
• Seen
as
a
“game
changer”
for
parLcipants
in
terms
of
experience,
career,
benefits.
• Rigourous
selecLon
process.
• Accenture
offers
support,
project
evaluaLon
and
a
peer
community
to
parLcipants.
• Valuable
for
clients
+
company.
29. Accenture:
Conclusions/Acknowledged
areas
of
improvement
• Online
tool
to
streamline
access
and
registraLon
for
community
events
and
track
volunteer
hours.
• Even
a
technology
company
struggles
with
measurement
and
data
collec/on…
key
challenge.
• A
good
example
of
current
beLer
prac/ce
in
services
industry…
31. Linklaters:
A
global
law
firm
5000
employees/partners
Four
Pronged
Approach:
1. Trusted
Advisor
2. Valued
Colleague
3. Engaged
Professional
4. Good
Neighbour
32. Linklaters:
Progressive
for
their
sector?
• Recognise
role/
responsibili/es
as
"trusted
advisor"
and
"voice
in
global
business”.
• Global
Engagement
Survey
• Includes
"global
responsibility
strategy"
from
2011.
• Anonymous
partner
feedback
mechanism
for
employees.
33. Embedding
CR?
• Partners
have
employee
development
KPI's
built
into
partner
performance
expectaLons.
• 17%
female
partners:
"we
clearly
have
much
to
do”.
• Clearly
realise
diversity
is
a
challenge:
Weaker
on
acLon…
34. "Women's
Leadership
Programme"
• Provides
learning,
coaching
and
mentoring
to
24
managing
associates
over
six
months.
• Gited
comprehensive
data
protecLon
training
to
Save
the
Children.
• Wellbeing
assistance
service.
35. Learn
for
Work
Programme
• 18
offices:
"hundreds
of
volunteers
enthusing"
9000
young
people
about
world
of
work,
careers,
sharing
skills.
• 57
university
scholarships
in
China.
36. • Learning
resources
on
dealing
with
stress.
• Recent
flexible
working
pilot
successful.
• Sponsored
"Good
Governance
in
Interna/onal
Development"
conference
in
2012.
ObjecLve
of
helping
employees
assist
in
int.
development
outcomes.
37. Linklaters:
State
of
the
art
on
employee
engagement?
• They
are
clear
how
non
core
legal
work
maRers
given
global
markets,
challenges
&
socieLes.
E.g.
Charity
trustee
work,
research,
policy
commiRees,
teaching
etc.
• Focus
on
skills
matched
volunteering
in
communiLes
and
with
chariLes.
38. Going
a
bit
beyond
the
usual…?
• Created
Italian
network
for
women
in
business.
400
members
in
two
years.
• Support
legal
advice
clinics
in
Hong
Kong,
London,
Paris
and
Warsaw.
• "CommunityMark"
award
from
BITC
in
2012.
39. Unfinished
measurement…
• Use
World
Environment
Day
&
issue
of
sustainable
food
sourcing
to
engage
colleagues.
• 25%
volunteering
rate
with
75%
skills
matching.
Further
incremental
targets
set.
• Community
impact
reporLng
lacking
but
is
a
target.
40. Much
more
to
be
done…
• Some
targets
weak:
"collaborate
with
clients"
on
Living
Wage.
• Retaining
talented
women.
• Individual
partner
plans
to
embed
ethics
/
values
/
diversity
and
measurement
of
that.
41. Conclusions:
Linklaters
• Making
good
gradual
progress.
• Overall
measurement
of
CR
parLcipaLon
a
significant
challenge.
• No
visible
stakeholder
engagement
beyond
charity/volunteering/
events.
• No
menLon
of
an
ethics
commiLee
with/without
external
viewpoints.
• No
external
feedback
mechanism.
• But
level
with,
or
ahead
of
peers
in
their
sector
globally.