Neuroinclusion by design: Progressive HR strategies to drive team success

Organisations today face growing pressure to create environments that embrace all forms of human diversity – including the need to accommodate diverse ways of thinking. In a recent LinkedIn Live webinar, Dr Emily Cook, Senior Researcher and Paola Bottaro, People Director, both from Top Employers Institute, explored the insights behind our new paper, Neuroinclusive by Design: Creating a Thriving Team Environment for All.

The session offered a compelling blueprint for HR leaders seeking to embed neuroinclusion into the way work gets done – not just as a reactive set of accommodations, but as a proactive principle of workplace design.

Drawing on in-depth interviews with neurodivergent professionals and the experiences of certified Top Employers such as Tata Consultancy Services and Bentley, the research identifies three essential traits of high-performing neurodiverse teams: harnessing individual talents, co-creating clarity, and embracing empathy.

From accommodation to intentional inclusion

The concept of intentional neuroinclusion is gaining traction, shifting focus from making adjustments for individuals to proactively structuring work environments to both expect and support a wide range of cognitive and behavioural styles. This not only benefits neurodivergent employees, but also enhances the working experience for all.

Rather than responding to challenges as they arise, this proactive approach integrates flexibility, clarity and empathy from the outset. This in turn enables a more inclusive and productive culture that supports differing ways of thinking, communicating and working.

Unlock collective success by harnessing individual talents

Many neurodivergent employees bring distinctive strengths, such as pattern recognition, that employers are in danger of overlooking when using traditional role definitions and job descriptions.

Our research encourages HR teams to look out for new skills. Techniques like skills profiling, using internal marketplaces for talent and more intentional performance conversations can help uncover and leverage these often-hidden strengths.

Neurodivergent professionals also frequently contribute beyond their formal roles, engaging in innovation projects and employee resource groups (ERGs). Supporting and celebrating this kind of engagement is one way that organisations can help fully unlock individual potential and elevate team performance.

Define and commit to consistent ways of working

The research found that inconsistent or mismatched expectations around how work gets done – whether in meetings, communication styles or collaborative processes – can become significant barriers for neurodivergent individuals.

Flexible and inclusive ways of working can be achieved by co-creating team norms, rather than imposing top-down rules. For example, teams might need to agree on meeting cadences, notification boundaries, or which tasks are best tackled together versus independently.

This shared clarity creates an environment where all team members, regardless of their cognitive profile, understand what’s expected and feel able to contribute effectively.

Embrace empathy to build trust

Our research showed that trust and psychological safety emerged as foundational to neuroinclusive teams. Neurodivergent employees often feel pressure to conform to behavioural expectations, such as direct eye contact or small talk, that may not align with how they naturally interact. This “masking” can take a toll on mental health over time.

Empathy, in this context, involves understanding and accepting diverse forms of communication and engagement. Employers can reinforce this through formal systems like manager training and inclusive policies, and through everyday signals – such as how to deliver feedback or how to understand alternative working styles.

Regular check-ins that focus on employee experience, not just outputs, can play a vital role in normalising support-seeking and creating space for authenticity.

Adapt neuroinclusion for differing cultures and contexts

In response to a question from the webinar audience, it was acknowledged that while in this instance our research interviews did not cover all geographic regions, the broader research we do at Top Employers Institute draws on data and insights from organisations across multiple continents. The principles highlighted in the paper – flexibility, clarity, and empathy – are designed to be adaptable to local context and nuance.

Neuroinclusion strategies should never follow a “one-size-fits-all” model. Different regions, industries, and cultures bring varying approaches, vocabularies and challenges to the topic. The key lies in building environments that are fundamentally inclusive by design, yet flexible enough to reflect local norms and realities.

A strategic blueprint for a better world of work

The overarching takeaway from our webinar was that neuroinclusion should not be seen as an adjustment to existing systems, but rather as a framework for the design of modern work. Through intentional design, organisations can build environments that both expect and celebrate diversity.

Along with this research paper, we’ve introduced a new platform, HREdge | NeuroInclusion, as a practical support tool for organisations at any stage of their neuroinclusion journey, providing access to tailored insights, expert guidance and a global network of HR leaders. And as the research makes clear, organisations that commit to neuroinclusion are not just improving workplace culture – they are positioning themselves for greater adaptability, innovation and long-term success.

Download the full research paper to explore the detailed findings.

Culture as a competitive advantage: Leveraging the power of an employee-centric culture for organisational success

Organisational culture is more important than ever and the case for prioritising an employee-centric culture has never been stronger. The market for talent has never been as competitive, and it is changing with an ever-changing business landscape. Culture is now continuing to be a critical driver of sustainable business success, especially when it is employee-centric. Culture can be understood to be the collective heartbeat of the organisation. It shapes how employees engage with their work, make decisions, solve problems and view their workplace.

What is an employee-centric culture

An organisation with an employee-centric culture is one that not only welcomes but encourages open communication, encourages feedback and provides psychological safety to all employees. It is a culture that recognises and accepts that people are people and that these employees are multifaceted individuals with lives beyond the office.

According to Forbes, one of the most important aspects of creating a people-first workplace starts with creating a strong employee experience that can act as a firm foundation to support a sustainable culture. It is a culture that enables people to work in the best way that suits their needs and preferences, rather than requiring them to adhere to standard hours or procedures.

An employee-centric culture reenvisions the way that companies look to achieve success. An organisation will not succeed if it does not prioritise the needs of its people and an employee-centric culture recognises this and actively utilises its people to succeed.

Why organisational culture matters

A strong organisational culture acts as the operating system for every function within a company. Culture sets the tone. It influences everything from how meetings are run to how customers are treated. Companies that intentionally cultivate a positive culture see measurable benefits, from employee engagement to bottom-line results. The impact of culture should not be underestimated.

The link between employee-centric culture and employee engagement

Employee engagement refers to the emotional commitment an employee has toward their organisation and its goals. It encompasses both employee satisfaction, how content employees are in their roles and a deeper understanding of your employee’s sense of purpose, motivation, and connection at work.

An employee-centric culture drives engagement by making people feel valued, heard, and supported. When employees perceive that their thoughts and opinions matter while their wellbeing is prioritised, they are more likely to demonstrate discretionary effort, stay longer with the company, and act as ambassadors for the brand. In effect, that means that organisations can put more effort into upskilling and supporting employees.

There is a well-documented correlation between employee-centric practices and increased job satisfaction, engagement, and retention. Organisations with high levels of engagement consistently outperform their peers in productivity, profitability, and innovation.

Organisations should leverage tools like employee engagement surveys and pulse surveys to track and continuously improve engagement. These provide real-time insights into employee sentiment, highlight areas for improvement, and demonstrate a genuine commitment to listening and responding. It should be noted that just doing these surveys is not enough. HR teams need to take meaningful steps to engage with the feedback and make changes that reflect the needs of their employees. That requires an action plan that, as explained by insync, is not the focus of this article but will improve an organisation’s performance.

5 key components of an employee-centric culture

Organisations wanting to implement an employee-centric culture need to consider five key components, including:

1. Communication & feedback

Open, transparent, and two-way communication is the bedrock of trust. This includes formal mechanisms—such as structured feedback cycles—and informal touchpoints like check-ins or listening sessions. Leaders must actively listen, model openness, and use employee feedback examples to close the loop and take meaningful action.

2. Recognition & rewards

Recognising and rewarding employee contributions fosters a culture of appreciation. This extends beyond financial incentives to include verbal recognition, peer-to-peer programs, and team celebrations. A consistent focus on recognition of employees boosts morale, builds loyalty, and reinforces desired behaviours.

3. Growth & development

A growth culture empowers employees to expand their skills, explore new roles, and envision a long-term future with the organisation. This includes offering learning programs, mentorship, and clear pathways for career progression. Investment in development signals to employees that their success is a shared priority.

4. Wellbeing & work-life balance

Support for physical, emotional, and mental wellbeing is no longer optional. It’s a necessity for organisations wanting success in the current competitive landscape. From wellness programs and mental health resources to flexible work arrangements and respecting personal time, prioritising wellbeing results in healthier, more engaged teams.

5. Inclusivity & belonging

A culture of inclusion ensures that every employee feels valued, respected, and safe to bring their full selves to work. This requires proactive efforts to address bias, build diverse teams, and foster a sense of community where all voices are represented and heard.

In 2023, Paola Bottaro, People Director at Top Employers Institute, discussed how we’ve been able to attract, engage and retain top talent by having an employee-centric culture. You can watch that webinar session to get more real-world examples of how these components come together to create this kind of culture.

5 benefits of an employee-centric approach

Adopting an employee-centric approach delivers measurable organisational benefits:

1. Improved morale and retention: engaged employees are more loyal, reducing turnover and its associated costs.
2. Increased productivity and performance: employees who feel supported and motivated are more likely to perform at their best.
3. Enhanced employer brand and talent attraction: a reputation for valuing employees attracts top-tier talent in a competitive labour market.
4. Greater innovation and adaptability: empowered employees are more likely to contribute new ideas and adapt to change.
5. Better customer experience: satisfied employees create a ripple effect that leads to more positive and consistent customer interactions.

Final thoughts

Creating an employee-centric culture is not just an internal project; it’s a strategic imperative whose impact goes beyond the office. It affects the overall organisation’s performance. It aligns people’s practices with business goals and drives long-term performance to position a company as an employer of choice. Investment in a culture that allows employees to feel connected and empowered allows organisations to create a sustainable company that attracts, engages and retains top talent.

In our annual World of Work Trends 2025 report, we explore more of the tactics and practices that HR teams can utilise to navigate the rapid changes in the workforce and remain resilient in the face of the wider world of unpredictability. It outlines how organisations can engage their employees. Download it for free now!

The globally recognised Top Employers Certification Programme, along with our data-led insights, enables over 2,400 organisations across the world to advance their talent attraction, development, engagement and retention strategies. Are you ready to become an employer of choice? Start your Top Employers journey.

HR analytics and the employee experience: what it is, how to implement it and best practices to help your organisation excel

One of an organisation’s primary responsibilities to its employees is to ensure that they have a positive experience while working. This is often referred to as employee experience, and it is becoming an increasingly important factor in the success of businesses today. 

Beyond the trends, prioritising employee experience is also important to improve productivity, reduce turnover, and enhance satisfaction. However, with so many factors contributing to employee experience, knowing where to focus your efforts can be challenging. This is where HR analytics can be helpful. In this article, we will explore how HR analytics can be used to prioritise employee experience and improve overall organisational performance. 

What are HR analytics? 

HR analytics is the practice of using data to inform HR decision-making. It involves gathering, analysing, and interpreting data related to HR metrics, such as employee engagement, turnover rates, and compensation, to help organisations make more informed decisions. Organisations can use HR analytics to identify trends and patterns and make data-driven decisions that can significantly impact employee experience. 

What is the employee experience? 

Employee experience is the sum of an employee’s interactions and perceptions of their workplace. It includes everything from the work environment to company culture, management style, benefits and compensation, and overall job satisfaction. Employees with a positive experience are likelier to be engaged, productive, and committed to their jobs. 

It is effectively the sum of all the touchpoints a potential employee has with their employer, from when they are candidates to when they become part of an organisational alumni upon departure. 

What is the link between HR analytics and the employee experience? 

HR analytics is pivotal in enhancing the employee experience by offering data-driven employee insights into every lifecycle stage. The employee experience encompasses all employee interactions with an organisation, from recruitment and onboarding to development, performance management, and retention. 

The benefits of implementing HR analytics 

HR analytics empowers businesses to make informed decisions, optimise operations, and enhance employee experiences. Below are some key benefits of implementing HR analytics in your organisation: 

• Provides objective data: HR analytics can provide objective data that can help HR leaders identify areas of the organisation where employee experience may be lacking. For example, if data shows high employee turnover rates in a particular department, HR leaders can investigate the cause and take action to improve the situation. 

• Improved data-driven decision-making: HR analytics allows you to move from intuition-based decisions to evidence-based strategies. By analysing patterns in employee performance, engagement, and turnover, you can make more accurate decisions regarding hiring, promotions, and team management. 

• Improved talent acquisition: analytics can identify the most effective recruitment channels and strategies, helping you target suitable candidates faster. To optimise your recruitment process, you can assess candidate quality, time-to-hire, and cost-per-hire factors. 

• Employee retention and engagement: by analysing trends in employee satisfaction surveys, turnover rates, and performance data, you can identify at-risk employees and take proactive steps to boost engagement and reduce turnover, saving costs associated with rehiring and retraining. 

• Enhanced workforce planning: HR analytics helps you predict future talent needs based on business goals and trends. You can anticipate skill shortages and succession plans and align workforce capabilities with long-term business strategies. 

• Optimised learning and development programmes: with analytics, you can evaluate the effectiveness of training programs and identify skills gaps across your workforce. This enables the design of tailored learning programs that align with individual and organisational goals. 

• Cost reduction: HR analytics helps track and optimise labour costs, identify inefficiencies, and allocate resources effectively. This includes better management of overtime, absenteeism, and benefits costs. 

• Better performance management: implementing HR analytics can give you deeper insights into employee performance metrics and feedback. This can lead to more transparent performance appraisals, helping to motivate employees and improve productivity. 

• Informed compensation and benefits decisions: analytics provides insights into compensation trends within your industry and workforce, allowing for more equitable and competitive pay structures. It also helps optimise benefits offerings based on employee preferences and organisational goals. 

Key HR analytics metrics you can use (with examples) 

Your organisation can measure several HR analytics to understand your company better, but the right ones will depend on the needs and goals you want to accomplish. Here is a short overview of some of the most critical metrics to use for starting your HR analytics journey: 

• Voluntary and involuntary turnover rates: this metric gives insight into the percentage of employees who leave the organisation. The voluntary rate calculates the percentage of employees who decide to leave the company, while the involuntary rate calculates the percentage of employees who get let go.  

• Absence rate: the absence rate measures the total number of days an employee is absent from work; it does not include holiday periods. The absence is calculated by dividing the number of days worked by the total number of days the employee could have worked over a specific time. 

• Retention rate: the retention rate offers insight into how well your organisation keeps its employees working. It is calculated by dividing the total number of employees who decided to stay employed over a given period by the total number of employees over that same period. 

• Revenue per employee: this metric measures how much money the business brings in for every employee it has on staff and pays expenses, such as salary and benefits. It is calculated by dividing an organisation’s revenue by the total number of employees in the company 

HR analytics best practices 

When implementing a strategy that includes HR analytics, not one strategy suits every organisation. It will take time to find the right tools and metrics to support your overall goals and the needs of your people, but here are some best practices that can help guide you in the right direction:  

Promote a Data-Driven Culture 

For HR analytics to be effective, everyone in the organisation must embrace data-driven decision-making. Resistance to change can be a significant barrier. You can do this by educating and training your people and leadership on the value of analytics. Ensure they understand how data can enhance their decision-making processes. Encourage the use of data in meetings and performance discussions to reinforce its importance. 

Start Small and Scale Gradually 

HR analytics can seem overwhelming if you attempt to measure everything from the start. Starting with a focused pilot project allows testing, refinement, and quick wins. You can start with a small, manageable area (e.g., recruitment data, employee turnover) and focus on generating insights there first. As your people gain confidence and expertise, expand the scope of your analytics efforts. 

Invest in the Right Tools and Technology 

The success of an HR analytics strategy depends on the tools used to collect, analyse, and visualise data. Without the right technology, extracting insights can be labour-intensive and inaccurate. Evaluate analytics platforms that fit your organisation’s needs. Integrate with existing HR systems and provide robust reporting and visualisation features.  

Build a Cross-Functional Team 

HR analytics requires collaboration between HR professionals, data scientists, and IT specialists. A diverse team ensures that technical, analytical, and business perspectives are considered. You can succeed in your organisation by forming a cross-functional team where HR experts define the business questions, data scientists manage the analytics models, and IT ensures smooth data infrastructure and system integration. 

Monitor and Adjust Regularly 

HR analytics is not a “set it and forget it” strategy. As the business evolves, so too should your business’s analytics approach. To continuously monitor the effectiveness of your analytics projects you must collect feedback from stakeholders, measure the impact of initiatives, and adjust your analytics models, data sources, and strategies accordingly.  

The bottom line of using HR analytics to improve the employee experience 

Prioritising employee experience is critical for any business’s success. By focusing on employees’ needs and using HR analytics to address their concerns, organisations can help create a positive workplace culture, improve productivity, reduce turnover, and enhance customer satisfaction. 

While HR analytics can be a powerful tool for businesses to prioritise employee experience and improve overall organisational performance, it is also not the be-all and end-all of how organisations should approach the needs of their employees. Data can be used to identify areas where employee experience may be lacking and to make informed decisions about where to focus their efforts. There is still a human aspect to understanding employees through traditional methods like listening and reaching out to them to understand strategies to improve their organisation. 

As an HR leader, incorporating HR analytics into your decision-making process can help you stay ahead and ensure your organisation remains competitive in the marketplace.  

Another way to gain insights that help you stay ahead of the competition can be found in employees who are leaving the business. This can be done by conducting stay interviews. Learn more about this from one of our Top Employers now.  

Best Practice | Accenture Accentuates the Employee Experience



The programme “Change @ Work, Poland edition” started in 2019 as the first One Accenture initiative to promote a sense of belonging within the organisation. The programme aims to improve employee satisfaction by helping them feel more valued and connected to the organisation.

Using a dedicated AI tool, Accenture Poland engaged approximately 250 employees in real time to shape their culture of belonging. Based on extensive research, they have determined four main areas that most influence employees’ sense of belonging. Under this programme, Accenture Poland is running 15 amazing projects to shape a better world for more than 9 000 employees.

This is just a snapshot of Accenture’s innovative best practice. You can find the entire practice in our HR Best Practices database, which is exclusively available to Top Employers. Get inspiration and insight into the approach, challenges and learnings experienced by certified Top Employers. Access it now via the Top Employers Programme if you are certified or learn more about it here!

Why the practice was needed

During difficult and unpredictable times, Accenture Poland believes that leaders must act alongside younger colleagues to co-create the best solutions. Involving employees at all levels of an organisation can also help them feel engaged with the organisation in a meaningful way and could, therefore, help retain talent.

How the practice was implemented

Accenture’s Change @ Work, Poland edition consisted of three main steps:

1. Accenture Poland conducted research using individual in-depth interviews with approximately 50 employees to understand the main factors that determine a feeling of belonging within Accenture.
   • The analysed dataset included:
     • The anonymised personal data of respondents was obtained from internal human resource management systems.
     • Qualitative data – statements of respondents obtained based on the interview discussion guide.
     • Quantitative data – responses to questions asked using a five-point Likert scale.

2. Based on the research, the organisation designed four main activities that were most important for employees in terms of belonging.
3. Using an AI tool, Remesh, Accenture Poland involved approximately 250 employees in shaping final solutions that best met employees’ expectations.

The co-creation method was used, and the initiative was run by employees for employees as a way to understand and focus on their real needs.

Results of the practice

• More than 300 employees gave feedback to shape the final solutions.
• 15 initiatives are being implemented to increase employee satisfaction.
• Accenture Poland is moving from talent consumption toward talent creation, with Gen Z pushing for this change.

3 Employee Insights Your Organisation Needs to Succeed

Employee Engagement Insights

Despite their industry and offerings, organisations rely on their people more than anything else. That is why it is important for organisations to understand their employees as much as they understand their clients .

In this blog post we are exploring everything from what employee insights are to the three employee insights  organisations need to prioritise.

What are employee insights?

These  are valuable information and understanding from analysing people’s behaviour, attitude, and organisational feedback. They form the foundation upon which people strategies are built. As can serve as a starting point for information and a way for teams to monitor the success of their strategies.

Employee insights encompass aspects such as employee motivations, job satisfaction, work-life balance, professional development needs, and perceptions of the workplace culture. By systematically gathering and interpreting data through surveys, performance reviews, feedback sessions, and other tools, HR teams can use this data to comprehensively understand what drives their people.

How employee insights benefit and support organisations

Employee insights have a number of benefits for organisations, especially when it comes to learning what drives employee satisfaction. Some of those benefits include:

• • Enhanced employee engagement: when employees feel positive engagement it is reflected in the quality of their work as it becomes more than just a job for them. They show a level of dedication that means they are more likely to take pride in their work and that means that organisations can rely on them to go the extra mile for business success.
  • Improved retention of employees:recruiting and training new people is expensive and time-consuming and expensive. By retaining existing employees, organisations can save on recruitment costs, training programs, and the loss of productivity associated with new hires.
  • An improved work culture and environment to support employees:a positive work culture and supportive environment are essential for fostering employee well-being and productivity. When employees fee valued, respected and supported at work they are more likely to feel satisfied at work, and satisfied people are more likely to stay with the organisation and perform at their best.
  • Enable organisations to make more informed decisions:organisations that can make data-driven decision-making will find that it is crucial for strategic planning and operational efficiency. This alignment leads to better outcomes and a more motivated workforce.
  • Reduced costs: high turnover of employees can lead to hidden costs such as lost productivity, lower employee morale, and decreased customer satisfaction. By improving retention, organisations avoid these costs.

 

3 employee insights your organisation needs to know

Now that it is clearer about the benefits of identifying employee insights, we are going to go deeper into the ones your organisation needs to identify:

• How are the employee motivations within your organisation:Knowing what motivates your employees is key to fostering a productive and engaged workforce. While compensation is important, intrinsic motivators such as recognition, meaningful work, career growth opportunities, and a positive workplace culture often significantly impact long-term engagement. HR teams that can identify what motivates their people will be better able to align these needs with organisational goals, creating a work environment that supports the organisation while ensuring that employees are supported.
• How employees feel about their sense of belonging within the organisation:A sense of belonging is essential for a positive employee experience. Employees who feel included and part of the organisation are more likely to be engaged and committed. Organisations that have data and insights on these feelings will be able to make decisions to better engage their people and support them so that they are more engaged at work.
• How employees feel about their personal and professional growth opportunities at work:People want to feel that their careers are progressing and that their company supports their growth. Organisations also want to invest in the people they have rather than continually looking for new employees to fill their gaps. That is why investing in professional development through training programs, workshops, and continuous learning opportunities benefits employees and the organisation. HR teams prioritising getting data and insights into this area of their employees’ lives will feel more equipped to support their people while also boosting their loyalty and commitment to the organisation.

5 ways to gain employee insights

Employee engagement insights can be gained through a combination of quantitative and qualitative methods designed to gather comprehensive data on employees’ overall experiences, attitudes, and behaviours. Some of the methods that organisations can use to gain these insights include:

• Regular surveys and questionnaires:frequent use of surveys and questionnaire, can be an effective way for organisations to get a general picture of how employees are feeling at work. These can be annual engagement surveys, pulse surveys, or targeted questionnaires focusing on specific areas such as job satisfaction, work-life balance, and career development. These tools can also be effectively implemented using digital tools that will allow data to be analysed and trends to be easily identified.
• Regular one-on-one meetings and check-ins:regular perfomarmance reviews, like stay inteviews, provide valuable insights into employee performance, strengths, and areas for development. These discussions also offer an opportunity for employees to share their career aspirations, challenges, and feedback on their roles and the organisation. When using this method to gain employee insights, attention must be paid to creating a psychologically safe environment for employees to share their feelings.
• Exit interviews:Exit interviews with departing employees can reveal critical insights into why employees leave and what could have been done to retain them. This feedback helps identify systemic issues, areas for improvement, and opportunities to enhance the employee experience for current and future staff.
• Anonymous feedback channels:Providing anonymous ways to give feedback, like suggestion boxes or confidential online platforms, encourages employees to share honest opinions without fear of retaliation. This can surface issues that employees might be reluctant to discuss openly.
• HR Analytics: HR departments can leverage data analytics  to track and analyse various metrics such as turnover rates, absenteeism, performance metrics, and employee engagement scores. Advanced analytics tools can uncover patterns and trends, providing actionable insights for strategic decision-making.

Organisations that use a combination of these methods can gain a holistic understanding of their employees’ experiences, needs, and concerns. This can enable them to have a comprehensive approach to gathering employee insights.

Employee insights: final thoughts on their value 

Employee insights are essential for building a resilient and high-performing organisation in a competitive business landscape. It is critical that HR teams prioritise understanding and leveraging these insights to drive organisational success.

The Top Employers Certification Programme recognises excellent people practices to help organisations grow as an employer of choice. These excellent people practices are often improved by identifying important employee engagement insights to know where to make impactful changes.

Learn more about joining the Programme and how it can help you make  data-driven decisions: get in touch today, become employer of choice!

HR Practices to Elevate Your Workforce: Insights from Asia-Pacific’s Top Employers 2024



This year, we’ve certified 369 organisations in Asia-Pacific as Top Employers, and we have curated a selection of best practices from these esteemed organisations to inspire you. In this comprehensive resource, you’ll find insights and exemplary practices that have not only raised the global standard of HR excellence but also set the benchmark for others to follow. 

Download the ebook now to uncover invaluable insights. Here are some highlights you’ll find inside: 

• Learning and Development – Discover how AstraZeneca fosters a culture of lifelong learning to support its 2030 Bold Ambition. Learn how their 3Es Learning Framework (Experience, Exposure, and Education) empowers employees to embrace a ‘learning mindset,’ focusing on real-time application and long-term development through coaching and feedforward. Explore how initiatives like Degreed, P100, LEAP 50, and the Accelerate program enhance skills, broaden perspectives, and accelerate leadership development. Discover how AstraZeneca’s commitment to everyday development experiences drives innovation and delivers life-changing medicines to patients, reflected in high engagement scores and strong business performance. 

• Onboarding – Discover how NN Life Insurance Japan has transformed its onboarding process by integrating digital tools with personal communication. Learn how new hires benefit from instant access to essential information and e-learning resources, coupled with personal interactions such as welcome sessions with senior management. Explore how these efforts enhance talent retention and engagement by fostering strong connections within the organization. 

• Performance – Discover how Lyreco Thailand’s Performance Development Review (PDR) promotes ongoing learning and development. Learn how this holistic procedure integrates self-assessments, open communication, constructive feedback, and personalized development plans to align individual goals with company objectives. Explore how Lyreco’s PDR process, implemented through the Workday platform, has enhanced employee growth, reduced turnover, and increased engagement and satisfaction. 

• Sustainability – Discover how CHEP Australia fosters a culture of sustainability throughout the employee lifecycle. Learn how their sustainable practices are embedded from recruitment to onboarding and beyond, promoting a nature-positive economy through their pooling model. Explore initiatives like their annual Sustainability Week and Helping Hands program, which support employee engagement and community involvement, contributing to their ambitious sustainability goals. 

• Leadership – Discover how Servier Philippines anchors its leadership on the company value of CARE, fostering a highly inclusive and psychologically safe working environment. Learn how their transformation journey prioritizes acting on feedback, with initiatives like “You spoke, we listened” promoting open communication and continuous improvement. Explore how their psych safety training programs and workshops have built trust and collaboration, leading to high engagement and recognition as a Top Employer. 

• Talent Acquisition – Discover how GSK Indonesia’s Talent Pipeline strategy shifts from reactive to proactive recruiting, building relationships with passive external talent for future opportunities. Learn how this approach has streamlined the hiring process, reduced costs, and improved the quality of hires. Explore the steps of identifying, assessing, and engaging potential candidates, ensuring a ready pool of talent for critical roles. 

• Career Development – Discover how DLMI Malaysia supports employee career development through initiatives like Personal Development Plans, continuous dialogue, and career coaching programs. Learn how their internal digital career marketplace facilitates mobility and advancement, enhancing employee engagement and satisfaction. Explore how their annual Talent Reviews and Succession Planning process ensure the development of talents for critical leadership roles. 

• Offboarding – Discover how GEP India’s Alumni Network on LinkedIn keeps ex-employees connected to the organization. Learn how this professional network facilitates brand advocacy, rehiring of boomerang employees, and networking opportunities. Explore how GEP maintains relationships with former employees through engaging content and periodic alumni events.