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Designing an optimal employee experience is critical in making sure your organisation not only attracts, develops and retains top talent, but that you can also compete in a highly competitive market. So, how do you go about measuring and then defining and refining your employee experience?
A highly engaged workforce works harder, stays longer and leads to better business outcomes. But an employee's propensity to be engaged is linked to their personality. So how can companies hire candidates who are wired for engagement?
In past years, China’s economy was designed for rapid growth. Now, the emphasis is on building quality talent and sustainable businesses. To successfully navigate this transformation, HR and rewards managers should pay attention to four big developments.
The way organisations define ‘engagement’ can greatly influence the outcomes they derive. Increasingly, we see organisations setting engagement score as a KPI on their managers’ scorecards. But this leads managers to view engagement as an end in itself, rather than a means of achieving greater productivity and business performance. Why this is bad for business? Read on to find out.
A strong Employee Value Proposition (EVP) can go a long way in helping you attract, engage and retain talent. So how do top corporations like Commonwealth Bank of Australia and Empired Group approach EVP?
Aon Best Employers make their employees feel valued and respected by treating them the way they treat their customers. So how can you do the same to engage and motivate your employees?
Positive perceptions of an employer will lead the best available talent to choose an organisation over others. How does an employee determine this perception, and how can you shape it in your organisation's favour?
Your Employee Value Proposition (EVP) defines and differentiates you as an employer, and provides candidates as well as employees with a clear vision of what to expect when working in your organisation. So, what makes a compelling EVP?
Now more than ever, employers must change the way they think about keeping employees engaged. How do continuous feedback, insight, and action transform the approach to employee engagement?
As HR takes on a more strategic role in the organisation, the pressure to bridge the gap between people programme outcomes and business goals increases. So how can HR professionals design programmes that deliver maximum impact on business?
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