In our latest Q&A with the team from ABB UK, we explore what makes ABB a Top Employer, its biggest people challenges, key HR initiatives, and what’s next.
Tell us about your organisation
ABB is a global technology leader in electrification and automation, enabling a more sustainable and resource-efficient future. By connecting its engineering and digitalization expertise, ABB helps industries run at high performance, while becoming more efficient, productive and sustainable so they outperform. At ABB, we call this ‘Engineered to Outrun’. The company has over 140 years of history and more than 105,000 employees worldwide.
Part of the ABB Group, ABB in the UK is headquartered in Warrington, Cheshire and employs 1750 people operating from 22 locations nationwide. We supply around £0.5bn of innovative solutions, products and services annually in the UK to clients in a wide range of market sectors.
What makes ABB UK a Top Employer?
ABB is dedicated to investing in its people with a global people strategy that focuses on three key components of ‘Empower’: our “high performance – high integrity” culture is grounded in empowerment and engagement, ‘Grow’: we innovate in a changing world to solve the challenges of today and tomorrow, taking responsibility to learn, connect and grow, and ‘Impact’: we impact a more sustainable, equitable and inclusive workplace and society.
ABB is a company that continually strives to improve for its people and its customers, challenging the status quo and exploring new ways to innovate. We are proud of the various people innovations and best practices launched at ABB such as our global DEI strategy, open job market, and our upcoming global transformation project, which will bring numerous efficiencies to our HR team, our managers, and our employees around the world.
What is the biggest people challenge your business currently faces? And what are you doing to meet this challenge?
ABB is no different to many other engineering organisations when it comes to increasing the number of females in engineering as well as skill gaps. As part of our overall People Strategy we are striving to become a more equitable and inclusive workplace.
In ABB UK we are proud to be partnering with educational establishments, including, primary schools, secondary schools and universities to inspire the talent of the future. These partnerships enable our employees to speak passionately about the opportunities available in the world of engineering, something which is available to all, either joining the organisation straight from school or as an apprentice or a graduate.
Tell us about a recent HR initiative you have instigated within your organisation that you are most proud of?
The UK HR team is set to launch a volunteering policy as part of our overall corporate social responsibility strategy. ABB already partner closely with Macmillan Cancer Support, which provides different opportunities to volunteer and raise both awareness. Our new volunteering policy will enable the business to expand on this and apply formal recognition and structure to our employees for their volunteering passions. The HR Team recently partnered with a local disability charity close to our UK Head Office. A team of six volunteers supported a local initiative ran by the charity aimed to positively impact young people with disabilities and their families over the festive period. We look forward to continuing this partnership and future partnerships and beyond.
How is AI affecting your business? Is it helping or challenging you in terms of your people practices?
ABB has already started using Generative AI, to the advantage of customers as well as internal applications. For example: Intuitive user interaction with ABB Ability™ Genix Industrial Analytics and AI Suite. AI@ABB’s aim is to accelerate the development, deployment and use of AI – both analytical and generative – across ABB divisions and functions to drive innovation for our customers, enhance internal efficiency and further strengthen our technology market leadership.
Which wellbeing offerings in your business are proving the most popular with employees?
ABB are proud to have an established wellbeing offering globally and locally. Influenced by our Wellbeing Board within the UK we offer a range of support mechanisms from our qualified wellbeing first aiders, local awareness campaigns and initiatives, and our Employee Assistance Programme providers are also on hand 24/7. Offering our employees a multidisciplinary approach enables individuals to select the best approach for them. Sine the impact of COVID, we have focused our initiatives on bringing people together to build connections and create networking opportunities without our various locations.
What’s next? Tell us about a new initiative for 2025 that you’re most excited about?
ABB is embarking on the implementation of a new people management platform, which will provide employees and line managers with access to data and processes at the touch of their fingertips. The new platform will create a more engaging workforce, which in turn will amplify many organisational efficiencies.
Neuroinclusive by design: A future blueprint for a thriving team environment
With an estimated 10-20% of the population identifying as neurodivergent, many organisations are seeking ways to harness their untapped potential. However, there is a paradox at the heart of the current debate around neurodiversity in the workplace. Research shows that teams with neurodivergent members experience up to a 30% increase in overall success, and individuals with ADHD score 41% higher in creativity tests. Yet many neurodivergent employees still face barriers, with over 50% fearing workplace stigma or discrimination.
Why is this – and what can be done about it for the benefit of businesses and employees alike?
At Top Employers Institute we’ve been delving deep into what makes neurodiverse teams thrive. Our forthcoming research paper, Neuroinclusive by design: Creating a thriving team environment for all, explores the steps organisations can take to build truly inclusive workplaces. It provides key statistics, and practical recommendations that HR can implement to create a more neuroinclusive workplace.
Traditional workplace structures are changing, and neuroinclusive practices are forming the blueprint for the future of work. For a true neuroinclusive workplace, however, HR leaders must shift from providing piecemeal adjustments to embedding systemic inclusivity into their hiring, team collaboration, and leadership development practices. Organisations that embrace neurodiversity in this way will not only enhance employee wellbeing but also gain a vital competitive edge.
Through extensive research and interviews with neurodivergent employees, we have identified three critical traits shared by successful neurodiverse teams:
Harnessing individual talents for collective success. Neurodivergent employees excel when given flexibility and autonomy, allowing them to leverage their unique strengths in a way that benefits the entire organisation.
Defining and committing to consistent ways of working. High-performing teams find the right balance between structure and flexibility, co-creating communication methods that work for everyone.
Embracing empathy and nurturing interpersonal trust. A culture of psychological safety, where employees feel understood and valued, fosters collaboration and engagement.
Being ‘neuroinclusive by design’ is about reshaping the workplace so that diverse ways of thinking, processing information and collaborating are naturally supported. This approach benefits everyone, leading to more innovative, adaptable, and high-performing teams.
Can your business afford to ignore the benefits of creating a thriving team environment for all? By championing neurodiversity within teams, companies are not just creating better workplaces—they are shaping the future of work itself.
Don’t forget to sign up to our waiting list for our forthcoming research paper ‘Neuroinclusive by design: Creating a thriving team environment for all.
Puma’s secret to their people-first culture and sustainable HR practices
Puma has achieved a remarkable milestone in 2025. They are Certified as a Top Employer on a Global and Enterprise level while also reaching the phenomenal achievement of being Certified in all 50 countries where they operate. This accomplishment underscores Puma’s unwavering commitment to fostering a people-first culture and sustainable HR practices. David Plink, CEO at Top Employers Institute, sat down with Dietmar Knoess, CHRO at Puma, to uncover Puma’s secret to their people-first culture and sustainable people practices.
How does Puma respond to the challenges of the future
The future is not something that HR teams can predict anymore. As Dietmar explained to David in their conversation, “We need to live with the new fact that we can’t predict the future anymore. We can hardly affect the next twelve months. That means that you need to be on your toes.” This sentiment shows how critical it is for Puma, an organisation that prioritises its people-first culture, to be proactive in facing the challenges of a changing business landscape. He continued, “You need to make quick decisions and communicate it to your organisation quickly.” That is the role that HR plays at Puma.
While Puma always felt that they had an exceptional HR team able to react to the challenges of the market, they wanted an unbiased assessment of their practices. That is where the Top Employers Certification helped Puma. It offers Puma validation of their people practices. It gives them access to benchmarking and analytics to improve their practices yearly, enabling them to stay competitive in the talent market.
This global recognition as a Top Employer celebrates Puma’s achievements and reinforces its commitment to continuous improvement and employee satisfaction. By fostering a culture that values and supports its employees, Puma sets a benchmark for excellence in the industry, allowing them to execute their goal of being Forever.Faster.
For more insights into Puma’s journey as a Top Employer, you can watch the entire conversation between Dietmar and David. You will be able to get a look into:
How Puma attracts, retains and engages top talent in a competitive talent market.
The biggest challenges shaping the future of work and how HR teams can respond to these challenges.
And what it means to lead the market with sustainable HR practices and policies.
What Is The Role of HR in Sustainability?
(Inside the Mind of an HRD – Sustainability)
Sustainability is one of the primary issues on everyone’s minds, as we look to the future and try to avoid the consequences of what the world may look like if we do not make significant changes. While the topic of sustainability has been discussed in various circles, we are now at a time where we need to make actionable changes. And the importance of moving these conversations into reality has not escaped the world of work. Instead, they have fuelled HR leaders to become a significant partner in creating and implementing sustainability strategies within their organisations.
The Three Pillars of Sustainability
Sustainability is a multi-layered concept. It is focused on meeting the needs of the present without compromising the ability of future generations to meet their own needs. There are three pillars of sustainability that are most interesting to us these are: economic, environmental, and social. More informally these pillars are profit, planet, and people.
The weight of sustainability issues has been focused on the environment, for good reason, as we try to maintain nature around us but that is not the full picture of sustainability. We are realising the need to focus on the other pillars of profit and people. While focus on the sustainability of people is more obvious, as people are one of our greatest resources, we also need to consider how we create sustainable profit. Without a sustainable profit there is no future for a company.
The Impact of Sustainability on Businesses
In 2012 the United Nations published their 17 sustainability goals for the world to reach by 2030. These sustainability goals have impacted all levels – from large governments, to corporations, and the everyday citizen. In many companies they have translated those 17 goals into session level goals for their business activities. This comes at a time when it is also now mandatory for listed corporations to publish information about their environmental, social and governance (ESG) behaviours. Meaning that they are now being held accountable for the impact of their actions in terms of sustainability. Bringing the importance of enacting these practices higher than before.
The emphasis on sustainability in the world has impacted many aspects of business that were previously taken for granted as we see the emergence of a new kind of business. These businesses are public benefit corporations (PBC) where their primary focus is geared towards having a positive impact on society, their workers, the community and/or the environment. These aspects of their business are legally defined in addition to their other, more traditional, goal of maximising profit for their shareholders. These companies are embedding sustainability into all their businesses practices and while they have been set up to work in this way, we can still make changes in our existing businesses structures to achieve similar goals. HR teams will become a big part of more traditional businesses making this shift.
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Corporate Social Responsibility versus Sustainability
As companies begin to embrace sustainability practices it is important to note what they have done previously and why their move to sustainable procedures will help them to secure their futures. Many businesses have been engaged in corporate responsibility practices, which has been focused on reporting what a business has done to contribute to the wider society. While this has created some good initiatives it has caused people to look backwards – rather than looking at future possibilities open to the company. It is also driven by the need to protect the reputations of the business in developed markets as the projects of the CSR are managed by communications teams.
This contrasts sustainability practices that are focused on looking towards what will happen next as they make plans that secure the future of their company. Some of the practices they may adopt as they lean into sustainability are centred around reducing waste, assuring supply chains, developing new markets, and building their brand. The driving force of sustainability is the need to create opportunities in emerging markets, and this work is managed by various players in the operations and marketing departments.
In simpler terms we can understand CSR as giving a man a fish, whereas sustainability is teaching a man to fish. One makes someone, or for businesses purposes something, reliant on you to be maintain the system while the other builds a system that can maintain itself.
HR’s Role in Sustainability
In our recent study around the practices of our Top Employers we saw that 92% of companies are making social responsibility an important building block of their business. For this many rely on engagement from their employees to make these goals actionable. This is one of the important places that HR will contribute to the overall goal of facilitating sustainable business practices. HR teams have always been focused on people and without their involvement in engaging the employees in the sustainability project, it would be nearly impossible to achieve the businesses’ sustainability goals.
When we talk about integrating sustainability practices into a business, we need to realise that it is a multi-layered process that is inclusive of other social responsibility components including CSR and ESG. The process also involves asking questions about whether the company is committed to enacting these changes, how will they involve employees in this process and how will it be communicated to them. Approaching it from this angle we can clearly see where HR plays a fundamental part in the sustainability goals of their organisations.
HR will be involved several pieces of the puzzle needed to help the sustainability goal. It will differ for each individual organisation, but some aspects that HR will be involved in are around facilitating conversations with employees and the board; defining a code of conduct; launching equity initiatives; and engaging with employees through training, competency models and leadership development. HR is crucial in aiding in the technological and cultural changes needed to help in the sustainability goals of their organisation.
While we have discussed some ways that HR will facilitate current employees to be involved in the greater sustainability project. It is key to acknowledge the role they will play in redefining their employer brand. They will also have a hand in identifying and attracting new talent to the company.
Final Thoughts
The need to make and meet sustainability goals is an issue that we are all juggling with as we look to building the future. It is a complex matter that concerns everyone. While we have taken a big picture approach to introducing the topic, it is one that we, and the Top Employers we work with, are making a concerted effort to expanding as we get closer to 2022 and beyond. Sustainability is not something that we can push to the next year, it is necessary to engage with it now.
Digital Employee Experience: why you need in your talent strategy today
The digital employee experience (DEX) is the experience employees have with the digital tools and platforms provided by their organisation. Although it extends beyond IT, it strongly involves HR clusters and reflects on your company culture.
As such, we are taking this opportunity to explore the topic in more depth, exploring what it is, why it’s important to employees as well as for employers, and how these can design and measure a digital employee experience.
What is the digital employee experience?
The digital employee experience is a subset of the overall employee experience that encompasses all the digital touchpoints an employee interacts with at work, be these apps and software or the devices they are equipped with (like a phone, laptop, etc.). However, DEX goes far beyond IT, involving crucial aspects of HR and workplace culture to play a crucial role in the overall business success.
Individuals are used to relying on smooth technology in their personal lives and anticipate the same degree of digital simplicity in their work environment. If workers find it challenging to retrieve information or accomplish daily duties with the given tools, it can adversely affect their relationship with your organisation.
Why organisations struggle to manage their digital employee experience
Managing and creating the best digital employee experience is fundamental to every organisation. This is where your talent strategy plays a pivotal part in the overall business success. The importance of DEX keeps increasing into the 21st century, with most companies struggling to keep up with the latest trends.
In 2024, 82.9% of Top Employers globally have a vision for the role of digital HR in the overall employee experience. This digital experience is not just a tool but a flexible solution that caters to all employees, whether they are in the office full-time or hybrid.
IT departments aim to enhance the overall employee experience. However, they’re perpetually trying to keep pace with swift digital evolution and intricate office technology. The advent of hybrid work and employees using various devices and settings further complicates IT’s task of managing the digital workspace.
This is where the Top Employers Institute can help: our extensive research into the world of work can provide organisations with best practices on DEX and the latest trends. If you want to learn more, check out the link at the bottom of the page and get in touch for free today!
6 benefits of implementing a strong DEX into your talent strategy
Creating, managing and measuring your digital employee experience is necessary to drive business success. Before diving into the steps and best practices, let’s find out how your organisation can benefit by implementing a strong digital employee experience into a talent strategy:
Boost your employer brand: making your company more attractive to potential candidates because of your strong digital experience. Showcasing your commitment to cutting-edge technology and a seamless digital environment can differentiate your organisation and your competitors.
Increase employee retention rates: Gartner’s Digital Worker Experience Survey found that “Workers [are] satisfied with applications indicate that they are twice as inclined to stay in their current organisation.” This stresses the importance of creating a seamless digital experience as it affects the rate at which employees feel they can stay in their current organisation.
Increase organisational agility: The ability to reach and engage their people in real-time allows organisations to act and mobilise them quickly and pivot rapidly. This quick reaction time makes organisations more agile and reactive to the world.
Improve employee engagement by creating shared values: A unified digital employee experience connects every person to their organisation, making it easier to survey employees and collaboratively develop a shared sense of purpose. That shared purpose can ultimately help organisations achieve their business goals.
Improved employee productivity: Digitalisation efforts in employee experience can automate tedious and monotonous business processes, which often leave employees feeling demotivated. Reducing these tasks can make employees more productive by proactively giving them the tools and applications they need to succeed when needed.
Enhanced security: Digital security is a major priority for organisations, and it can be enhanced when a company prioritises its digital employee experience. Many possible security breaches happen through digital means, and when the right tools and applications are in place, it is easier for organisations to manage security vulnerabilities.
How to create a digital employee experience in 5 steps
The digital employee experience encompasses all the tools, platforms, and technologies employees use to perform their jobs, communicate, and collaborate. Therefore, HR teams and organisations must carefully decide how to create this experience.
The steps that organisations need to take are:
Step 1: Assess current technology
Conduct a technology audit to understand the current tools and platforms.
Gather feedback from employees about their digital experience.
Step 2: Define objectives
Establish clear goals for what you want to achieve with your DEX.
Align these goals with your overall HR and business strategy.
Step 3: Select the right tools
Choose platforms and tools that integrate well with each other.
Ensure the tools are user-friendly and meet your organisation’s specific needs.
Step 4: Implement and train
Roll out new tools and platforms in phases to manage the transition smoothly.
Provide comprehensive training to ensure employees can use the new technology effectively.
Step 5: Monitor and optimise
Continuously gather feedback and monitor the usage of digital tools.
Use data analytics to identify areas for improvement and optimise the digital experience.
It should be known that creating a digital employee experience is not a one-time project but an ongoing process.
How to measure the digital employee experience
Measuring the digital employee experience can provide HR teams with valuable employee insights into productivity, engagement and employee satisfaction.
Organisations can measure their DEX by:
Implementing real-time feedback tools: Real-time feedback tools, such as pulse surveys and chatbots, allow HR and IT teams to capture employees’ sentiments and issues as they arise. These tools can be integrated into digital platforms to provide immediate opportunities for employees to voice their experiences and frustrations.
Utilising analytics and usage data: Digital tools and platforms often have built-in analytics that track usage patterns and behaviours. HR can use these analytics, and IT teams can leverage this data to gain insights into how employees interact with these tools.
Using employee surveys and feedback: One of the most direct ways to gauge the digital employee experience is through regular surveys and feedback mechanisms. Tailored questionnaires, like stay interviews, can help HR and IT teams capture employees’ perceptions with their digital tools.
Become a recognised employer of choice and enhance your digital employee experience
A comprehensive digital employee experience is no longer a luxury but necessary in modern business and talent strategies. Organisations will attract and retain top talent by investing in their digital environment and aligning HR and IT needs. By investing in the right digital tools and platforms, HR and IT can work together to create an environment that attracts top talent, enhances engagement and retention, boosts productivity, supports remote work, and drives innovation. Embracing a digital-first approach aligns with the expectations of today’s workforce and positions your organisation for sustained success in the future.
The Top Employers Certification Programme recognises excellent people practices across several HR topics, including engagement, that help organisations grow as employers of choice. These practices are often improved by identifying important insights for an organisation to determine where to make impactful changes in their business.
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.
Gen Z: Redefining the Future of Work
This year, the oldest member of Gen Z will turn 27. They already outnumber Boomers in most organisations. By 2025, Gen Z will comprise 27% of the workforce in OECD countries. America already has more than 6,000 Gen Z Chief Executives. McKinsey data shows that 38% of this generation want to be a CEO—more than any other generation—so we expect to see many more Gen Z bosses shortly.
There is no doubt that these new workers will make big waves in the world of work. But, beyond the headlines, what kind of future are they defining for themselves and the organisations they are joining?
At Top Employers Institute, we set out to answer this question. Through a large-scale survey of 1,700 people aged 18–27 across nine countries and four continents, we learned about Gen Z in their own words. We combined these insights with our learnings from 2,366 global Top Employers to understand whether businesses are ready for an influx of new Gen Z talent in the future.
Want to explore the research? Download it now for free! Just fill in the form for instant access to this exciting research!
If you aren’t convinced yet, get a sneak peek at some of the trends we explore in the white paper by reading the rest of this article. Here is your sneak peek:
Steady Steps, Stronger Success. Building a secure foundation for sustainable growth, one thoughtful step at a time.
Gen Z favours stability, sustainability, and safety. They want employers that support them in building their careers while enabling a healthy life outside of work. When we asked them what kind of organisation they would like to work for, the top three priorities were:
Provides me with development opportunities
Making the workplace safer and healthier for employees
Is a financially stable organisation
Your Wellness, Your Way. Personalising the wellness journey, prioritising what matters most to each employee.
When Gen Z talks about wellbeing, they discuss much more than avoiding physical and psychological illness. Of course, they expect organisations to have these offerings in place, but this is only the first step to them. When asked if they would accept a lower salary if it meant a better work-life balance, 62% said yes.
Connect & Thrive. Cultivating deeper bonds within your community to foster shared growth and belonging.
Gen Z is sometimes thought of as a lonely generation. Previous research shows that 19% of this generation feel lonely sometimes, a higher percentage than any other age bracket. The workplace is an opportunity to enjoy human contact. For 78% of our respondents, it was a place to build community, social connections, and belonging. 75% said it is important to them to have fun at work.
Leading with Empathy. Championing leadership that listens, understands, and inspires from a place of empathy.
Until Gen Z is ready to take on leadership roles, they are actively looking for the right leaders to follow in this changing work environment. When asked what kind of leader they want to work for, they chose emotional intelligence as the most important quality. For Gen Z, the critical part of being a leader is motivating and inspiring others. 81% said they expect senior leaders to listen to them.
Ethical AI. Ensuring technology developments that remain focused on enhancing human interactions and experiences.
This generation recognises that AI is here to stay and has some short-term benefits. However, we also saw anxiety about how it would impact the lives of the respondents and other employees in the long term. Only 60% agreed that it would positively impact their career.
Discover all the insights by downloading the report via our form.
Best practice | Yettel Bulgaria’s second shift programme
One of the strategic priorities of Yettel Bulgaria’s People and Culture long-term strategy is to position the organisation as an attractive employer among young people in Bulgaria. To this end, the company has school and university partnerships, specialised internships, and other initiatives that bridge the gap between its organisation and younger generations. One programme that they are particularly proud of is their Second Shift Programme, which is one-of-a-kind in the Bulgarian market.
This is just a snapshot of Yettel Bulgaria’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
Yettel’s ambition was to design a programme that remains relevant to the children of Yettel employees. It aimed to support their career orientation, give them a competitive advantage in the labour market, and build “Yettel Brand Ambassadors” among young talent.
Yettel Teen Academy and Second Shift programmes are designated for the children and close relatives of Yettel Bulgaria employees aged 12 to 18. The end goal is to help participants gain practical experience in a real work environment and teach them more about the place where their parents work. In participating, they also gain some basic knowledge of diverse business fields, including project management, efficient communication, and ESG work.
Yettel Bulgaria’s unique programme is situated well in the local market, addressing the gap between education and real business.
An additional benefit of the Second Shift programme is the support it provides to the business during vacation periods, such as summer months, with assistance in entry-level administrative tasks.
How the practice was implemented
The Second Shift Programme is an initiative for the children of Yettel Bulgaria’s employees. It aims to support their career orientation and position Yettel as an attractive employer among Bulgarian young people.In 2023, the organisation held its third edition of the programme, and it welcomed 64 participants between 12 and 18 years of age—all of them children or close relatives of Yettel employees who gained real-world work experience in a chosen field.During their four-week paid assignment, the youngsters had the opportunity to work with professionals from different units on real small-scale projects. Each participant had a mentor who supported the students during the programme. In 2023, Yettel expanded the Second Shift Programme by introducing Yettel Teen Academy, which covers a wider age group: 11 to 14-year-olds who, in the span of one week, have the opportunity to learn more about the different units in the company and the needed skills for their future careers.Participants are split into two groups, depending on their age. During the first week, the children between fifth and sixth grade had the opportunity to spend half a day with colleagues from different units, gaining knowledge about the company and the needed skills for their future careers, such as presentation skills, communication skills, Project Management skills, etc.The same content was adjusted slightly for the older age group – seventh to twelfth grade – and presented during the programme’s second week.All the sessions are part of the different modules of the programme and were delivered by company volunteers and fellow Yettel employees. In this programme and other initiatives, Yettel Bulgaria strives to put employees in the centre when designing and implementing HR projects; their needs are prioritised in both professional and personal life.
Results of the practice
During the programme’s first year, 15 participants were registered between fifth and sixth grade and 49 young people between seventh and twelfth grade. Since then, the programme has expanded further.Based on the positive feedback and the increased engagement that this initiative provides, the programme acts as a statement that is part of their HR projects portfolio and has been a proud winner in various national employer branding awards.
THE NEXT EDITION HR BEST PRACTICES CONFERENCE TACKLING CHALLENGES FOR 2025
HR BEST PRACTICES CONFERENCE: THE FUTURE OF HR IN 2024 AND 2025 REMAINS IN PEOPLE, TRENDS, TECHNOLOGY
We are excited to invite our Top Employers Poland to our upcoming HR Best Practices Conference event. On September 24, 2024 we will meet in Warsaw to share HR industry experts’ insights and discuss the best HR practices for managing and developing a successful workplace.
HR Best Practices Conference 2024 will be initiated with a business breakfast and a “Positive Relationships Session” with the speaker, mentor and networker – Grzegorz Turniak.
HR TRENDS FROM THE PERSPECTIVE OF EXECUTIVE BOARD MEMBER / CCO TOP EMPLOYERS INSTITUTE – ADRIAN SELIGMAN
The first keynote session will be dedicated to the essentials of (re-)humanizing the employee experience in the face of technological advancements, unleashing the power of data in organizational culture. Our Executive Board Member / Chief Commercial Officer at Top Employers Institute – Adrian Seligman will share the latest insights from Top Employers Institute on how HR leaders should balance tech advancements with human centricity, leverage data-driven insights to enhance the employee experience, all while maintaining empathy and connection in the workplace.
During our engaging discussion panel, we will talk about employee loyalty as a key to success in the context of achieving the organizational goals – in other words our HR experts will share insights of recruiting, enhancing employee collaboration with the company and retaining the talents in the workplace.
The Autumn HR Best Practices Conference will be simultaneously fired up by lectures on digitization, reporting and budgeting, HR transformation through AI, activities in the spirit of “Total Experience” (and effective employee engagement). Our speakers will also sparkle a conversation with the topic of the power of women in the current reality as well as we will accommodate the big return to ESG (Environmental, Social and Governance).
LIST OF PANELISTS AND SPEAKERS DURING THE HR BEST PRACTICES CONFERENCE, TAKING PLACE ON SEPTEMBER 24, 2024 IN WARSAW
During the HR Best Practices Conference event, we will have a chance to meet, among othes, the following speakers and panelists: Piotr Cykier, Dyrektor Biura Polityki Wynagrodzeń i Cyfryzacji HR, Bank Gospodarstwa Krajowego; Aleksandra Kubasiewicz, Ekspert, Pion Zasobów Ludzkich, Departament Zarządzania Rozwojem i Kultury Organizacyjnej, Bank Pekao SA; Dorota Benkowska, Senior Director HR, GEA; Małgorzata Makowska, Dyrektor ds. Rekrutacji i Marki Pracodawcy, Auchan Retail Polska; Dorota Zaperty-Łukasik, Senior HR Manager – C.H. Robinson; Łukasz Peliksza, Chief Employee Experience Officer, Santander Bank Polska; Aneta Trzcińska, Kierownik Biura Personalnego, Provident Polska S.A.
HR Best Practices Conference 2024 in Warsaw will be led by Katarzyna Konieczna – Senior HR Auditor at Top Employers Institute.
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:
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.
Based on the research, the organisation designed four main activities that were most important for employees in terms of belonging.
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.
Insights from the People Summit 2024
Today, 84% of the organisations are defining a vision for how technology contributes to the overall employee experience. That was the focus of the People Summit 2024, hosted by SAP and the Top Employers Institute, which took place on June 12, 2024, at the SAP Labs Campus in Bengaluru, Whitfield in India.
And we’re delighted to share some of the resources shared during the People Summit:
World of Work Trends 2024
Top Employers Institute’s World of Work Trends 2024 analyses the latest trends in people strategies and practices from leading organisations globally. In the report, our analysis showed five significant trends affecting workplaces in 2024. Those trends are:
Empower through AI
The Future Defined with Purpose
Dialogue for Transformation
Evolution of Wellbeing Effectiveness
Broaden the Horizon of DEI
These trends were unpacked by Adrian Seligman, Executive Board Member at the Top Employers Institue. You can download the report here, and watch Adrian’s Keynote here:
Throughout the People Summit, insights were shared by SAP which also featured many insights from the research they’re doing into the future of work. SAP have identified future of work trends three strategic dimensions. You can access an array of resources shared by SAP during the conference here:
Future-Proofing HR: Trends and Transformations in India
The People Summit also featured a wonderful panel discussion on future-proofing HR and discussing trends and transformations in the Indian Landscape. On the panel was Kavita Kurup, Global Head HR and Corporate Communications at UST, Shilpy Sharma, Regional HR Head at Empower, Kiran Sn, Vice President – HR, HCLTech, Shweta Mohanty, Head of Human Resources: India at SAP and Billy Elliott, Regional Director Asia-Pacific, Top Employers Institute.
They addressed the integration of technology, the distinction and enhancement of employee experience vs. engagement, the importance of diversity, equity, and inclusivity (DE&I), and strategies for skills development and talent management.
Key points included:
Technological Integration: Shilpy Sharma highlighted the evolving role of technology in HR, emphasizing advancements that boost organizational efficiency while considering potential drawbacks like job displacement and privacy concerns.
Employee Experience vs. Engagement: Kavita Kurup differentiated between the two concepts, sharing successful UST initiatives to enhance both through personalized approaches and flexible work arrangements.
Skills Development and Talent Management: Kiran SN discussed HCLTech’s approach to upskilling and reskilling, aligning talent initiatives with strategic goals, and addressing challenges like budget and time constraints.
Diversity, Equity & Inclusivity: Shweta Mohanty shared effective strategies and impactful programs at SAP to promote DE&I, acknowledging challenges like unconscious bias and tokenism.
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.
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