Moving beyond traditional talent acquisition and retention strategies

By Dr. Martin Hofmann, Executive Vice President of Human Resource, Orga & ITP of Volkswagen and David Plink CEO of Top Employers Institute

Executive summary

In this dramatic time of change, Top Employers must move beyond traditional talent acquisition and retention strategies to focus on economic value-based talent management. Regular organisational reviews as a way of adaption to business challenges, market impact and new technologies are forcing Top Employers across industries to rethink their human resource strategy and practices. Suddenly, there is an implicit challenge and criticism from employees to their employer, as cost efficiency, stricter performance orientation, a permanent exchange of competencies and, as a result, the steady renewal of organisational structures calls for new methods, tools, and processes. Managing the selection and separation of talents is becoming key for employers. Driving performance in the company to develop a high talent density organisation, applying new technologies with artificial intelligence to abolish inefficiency in processes and tools are core success indicators to keep the company a top performer and Top Employer in their industry. In this time, where major transformation has arrived in all industries, it is of utmost importance to every company to take care of the impacted talents in a professional manner. This needs new ways to define Top Employer excellence and correct the narrative that Top Employers are immune to professional separation management to maintain a dynamic, successful, and adaptable workforce.

Introduction

In today’s rapidly changing business environment, often called the “new normality,” driven by technological advances, globalisation, and evolving economic dynamics, the demand for skilled workers has skyrocketed, resulting in a growing talent shortage. A Korn Ferry study from 2021 predicts that skills gaps could result in more than 85 million unfilled jobs worldwide. Meanwhile, according to a 2022 Glassdoor report, 75% of job seekers consider a company’s reputation before applying. Being seen as a Top Employer has had a significant impact on talents and within the relevant industrial community.

The Top Employers Certification is the way to prove that the conditions for employees to develop themselves are at an adequate, often best practice level. A key attribute was to be attractive to potential recruits in talent acquisition and during their life cycle on board. However, this is has changed significantly, in the last few years after the COVID crisis.. As the economic landscape evolves, the influence of new technologies has arrived in all industries. Moreover, geopolitical impact and the disruption of value chains due to a global separation of spheres push companies worldwide into a mode where new efficiency requirements impact human resource management. High talent density approaches to strengthen employee performance and quickly adjusting organisational structures to new market needs are now essential.

In these tumultuous times, company success through a more efficient and leaner workforce is at the forefront of employers’ agendas. This leads to debate and confusion. On one side, the question is whether the investment companies have made in becoming a Top Employer over the past decade can be retained to win more and more specialised talents with rare skills. On the other side, the question is how to drive workforce reduction and create professional separation management. This contrast of investing in talents on one side and separating from talents on the other side is part of the same coin. However, the compounded technological shift in labour markets and industries now poses significant challenges for employers to innovate and remain competitive in a globalised economy. The key question is: what is the definition of a Top Employer in today’s environment?

Key human resource professionals from a variety of industries were interviewed to answer this question and share the practices of market leaders. These interviews provide valuable insights into the strategies used by leading organisations and help to reflect on what is needed for an up-to-date Top Employer definition. Additional case studies and practical insights were analysed to prove and support some key findings. Using thematic analysis, it was possible to synthesise key trends and strategies, especially those of Top Employers who can maintain their position in these ambivalent times. Three key areas are shaping an impactful part of an updated narrative when it comes to a Top Employer definition: first, core economic value and talent management; second, a consequent review of organisational and individual performance; and third, professional separation management.

Core economic value and talent management

Talent management has emerged as a cornerstone of success. Insights from Smith in 2020 suggest that companies excelling in this area enjoy a boost in employee engagement, productivity, and overall performance. This is not just about human resources; “Talent management is a strategic imperative that drives organisational success.” It is about recognising that the right people, effectively developed and engaged, can be the difference between a company that thrives and one that merely survives.

Under these circumstances, strategic workforce planning becomes a helpful solution. In practice, strategic workforce planning along certain competencies mostly gives good insight into what is coming and needed in the next two to three years. However, in long-term planning, it often remains a theoretical and analytical exercise. This needs to be converted into organisational renewal and consequent management of measures related to workforce capability and size.

Strategic workforce planning requires organisations to consider both economic trends and business developments in a rational, forward-looking manner. By aligning workforce planning with business value, organisations can minimise workforce size while ensuring that the right skills are in place to drive growth and profitability. This rational approach, combined with cascading action plans into the last business unit and clear economic indicators for each planning cycle, helps to optimise the workforce. This ensures it is right-sized and strategically positioned to meet current and future business needs, supporting better financial performance.

The research above links talent management to improved financial performance, while Collings & Mellahi’s research in 2009 found that it enhances a company’s economic value by optimising its workforce. Brown, in 2019, echoes this, noting that such practices lead to higher employee satisfaction and retention. Moreover, Jones, in 2019, observes that effective talent management is key to an organisation’s agility and resilience, allowing it to bend but not break in the face of challenges. The research paints a clear picture: organisations that prioritise action-based talent management see the benefits in their cost structure and business value creation. But this is not just theory; real-world examples show the impact of these strategies. It is a testament to the idea that considering economic value in talent management is more than a nice-to-have; it’s a must-have for organisations aiming to stay actively ahead.

Looking into the practice of human resources management teams in China within leading companies, it is demonstrated that management teams who manage their workforce with the principle of “right sizing to expected forward-looking volume” have faced severe challenges from both internal and external perspectives. Like many other top global companies, they have realised their overcapacity problem in the Chinese market in the recent past. They must take proactive measures to manage workforce structure under a new paradigm. Creating workforce flexibility while ensuring a stable supply of new competencies and having human resource strategies in place to adapt more quickly to shifting volume and competence demands is essential.

While the workforce must be planned forward-looking and more strictly according to product volume and competence demand, efficiency KPIs often do not allow contingency planning anymore. Active apprentice strategies, an ideal workforce structure of experienced senior and junior profiles, and innovative cells of internal talents and external experts need to be included in the planning to increase flexibility and adaptability during transformation times. As a result, Top Employers need concrete plans to size, up-skill, and re-skill their workforce, including necessary rotation if the structural aspect or competence level does not serve the business appropriately.

Consequent review of organisational and individual performance

An organisational review is not new to the Top Employer definition, as it linked strategic goals to the organisation for decades. However, the dynamic of how organisations structure their workforce and way of working is becoming a core criterion for success. Reviewing the current workforce structure helps identify skill gaps, inefficiencies, and areas for improvement. The overall organisation of work, processes, and decision-making structure amplifies success when reviewing Top Employer impact in different industries. Especially in disruptive industries, modern workforce and process structures are key differentiators of success in speed and efficiency.

Regular reviews and benchmarks help Top Employers make informed decisions about staffing, restructuring, and training. Make sure the workforce is adaptable to future needs. While this may be uncomfortable for units wishing for stability, it fosters operational efficiency and long-term growth. As Brown & Jones highlighted in 2019, regular assessments help identify inefficiencies and areas for improvement, leading to better performance. These reviews allow companies to assess their structures and operations, ensuring they are on track to meet both short- and long-term goals. Williams, in 2021, adds that companies that conduct these reviews are better equipped to identify new opportunities and mitigate risks, positioning themselves for success.

Companies should use a systematic, data-driven approach to conduct effective organisational reviews, including evaluating structure, employee performance and gathering stakeholder feedback. Researchers emphasise the importance of identifying bottlenecks, redundant processes, and skill gaps that slow performance. Continuous reviews, rather than one-time events, ensure organisations can fit market changes, improve efficiency, and refine strategies.

In practice, the final value of organisational renewal and restructuring always comes with reviewing and matching individual performance. Since organisations are composed of units, teams, and individuals, the questions come down to the core: who is the right person for the challenges ahead? Each function needs to be analysed for occupation or deletion. If there is a need to occupy the function, the question is, who can do it? In terms of competencies, skills, and performance, human resource strategies need to answer these questions during restructuring. Therefore, periodic personnel changes are essential to maintain competitive strength. A basis for this is not only excellent training and skill management but also a performance-driven culture, including a clear approach to differentiate talents. This includes the creation of talent relativity to award top performers and address low performers with the same distinction and clarity. Leaders and managers are crucial in this process but are often the weakest part of this value chain. It is essential for a high-performing organisation to address the right level of expectation and provide honest feedback to those who do not meet the set level. Human resources strategies need to support and select the performance and internal employability level in a revolving process.

Especially in challenging market situations, internal and external employability is key for talent development, which is not limited to the current position. Future companies that want to be Top Employers need to consider and address this openly and frankly, not just rest on good, solid, or acceptable performance in their current function. Taking transformation seriously and believing in the strategic role of personnel changes, most employees will likely be affected by new assignments, pivoting functions, or efficiency measures. As the organisation’s long-term health lies in its ability to renew and change, human resource strategies in this field are crucial to support high talent density in all aspects. Experience shows that managing resistance to change, especially during job cuts, is a critical success factor. The agility to change processes, tools, and methods is a differentiating factor for future Top Employers when assessing forward-looking, successful HR practices.

Professional separation management

One of the most common feedbacks during job cuts at Top Employers is the phrase: “Top Employers don’t lay off people.” However, the time to leave an organisation, voluntarily or involuntarily, is part of the employee journey. This process is necessary for Top Employers to maintain competitiveness, as it allows for the continuous renewal of the organisation with new influences, skills, traits, and competencies. This does not contradict talent retention strategies; rather, it complements them. Both parts underpin the need for companies to orchestrate healthy competition among talents based on transparent organisational and individual performance criteria and honest feedback.

When it is time to leave the organisation, effective separation management is critical to minimise the impact of employee departures on organisational performance and maintain a positive workplace culture. As Williams in 2021 points out, having professional separation strategies in place can significantly enhance an employer’s brand and reduce turnover rates.⁸ When managed well, separations can lead to higher employee satisfaction and morale, which in turn supports organisational stability. For example, one multinational company that implemented a comprehensive separation management programme saw a 10% reduction in turnover and an improvement in its employer brand. This example may be the best endorsement of this point of view. In addition, Smith in 2020 suggests that companies that implement professional separation strategies often report improved employer branding, which can attract top talent and create a more resilient workforce.

To achieve these benefits, organisations should establish clear, well-structured separation management systems, including well-defined policies and procedures to ensure fairness and consistency. Offering support to departing employees, such as career counselling or job placement assistance, can help make a positive impression and maintain strong relationships after they leave. In examining best practices, data from the Top Employers Institute shows a slight decline in the consistent use of formal offboarding programmes—from 85% to 79%. While most Top Employers maintain structured exit processes, this decline signals a potential concern. However, the increase in recognition of departing employees, from 50% to 54%, reflects a growing appreciation for their contributions. Similarly, the increase in post-departure conversations, from 18% to 21%, and alumni networks, from 16% to 18%, suggest an increased focus on maintaining positive relationships with former employees. These efforts can lead to a stronger alumni network, potentially aiding in rehiring and promoting the organisation’s brand.

While there is still significant room for improvement in this field across all industries, the trends observed in these practices point to a shift toward better recognition of departing employees and a greater emphasis on post-departure relationship management. Companies that excel in these areas are likely to experience not only reduced turnover but also improved employer branding and a more resilient workforce. The rise of more fluid employment relationships and the decline of lifetime employment are driving a shift toward long-term talent relationship management. Employers are increasingly focused on nurturing these relationships after employees leave, providing opportunities for future rehiring. Alumni networks and referral programmes allow organisations to stay connected with former employees, attract them back, or leverage their networks to identify new talents. This evolving approach reflects a dynamic and interactive talent ecosystem that extends beyond an employee’s tenure and contributes to long-term organisational success.

Based on other best practices, the approach to managing separations demonstrates a strong commitment to fostering positive relationships with departing employees while maintaining the integrity of the organisation. For managing separations, processes are needed to accompany this phase, starting with defining the ways to identify positions or functions that need to be abolished and defining selection mechanisms on the people side. Along with this first approach of a professional separation identification mechanism, it is important to integrate strategies for different incumbents in affected functions and positions. Best practices include programmes to facilitate departure for employees close to retirement age, programmes for re- and up-skilling, as well as measures of downgrading, ordered position transfer, secondments, and other assignments within the internal and external labour market. A significant trend among Top Employers is to invest in strategies to bridge this period and invest in this part of the talent lifecycle. It becomes clear that in challenging times, the last part of the departure process is as important as the talent acquisition part. However, not enough strategies are observable in the market.

A benchmark is a professional, clear, and structured process for separations, where the company ensures that both the management team and employees are well prepared for the transition and the ultimate decision of no longer working together. This is especially crucial in companies that have never experienced or applied a professional separation process. A key best practice was the on-site transfer hub, which allowed employees to cool off and maintain a connection with the company, creating a smoother exit process. In addition, the company’s focus on offering a variety of support options, such as on-site career consultations for employees, highlighted their care for departing employees, enhanced their employer brand, and fostered a resilient workforce. Furthermore, the company’s recognition of the importance of long-term professional relationships with former employees through alumni networks and referral programmes exemplifies a forward-thinking approach that not only aids in talent reacquisition but also strengthens the company’s reputation as an employer of choice.

Conclusion

Human resource management is no longer just about filling roles or managing processes. Companies must adopt strategic workforce planning, regular performance reviews, and effective separation management to navigate these challenges. These practices ensure that organisations remain competitive, driving growth and profitability. By focusing on core economic value and talent management, consequent review of organisational and individual performance, and professional separation management, companies can maintain their status as Top Employers and thrive in the “new normality.”

The Impact of Leadership and Organisational Purpose on Employee Engagement

The recognition of the growing impact of organisational purpose on employee engagement has not just risen significantly over the last few years but has become a key trend shaping the future of work. It is no longer new for Top Employers to have clear commitments to a ‘positive impact’ on the world. In our World of Work Trends Report 2023, we identified that the importance of a ‘lived’ purpose—one that comes straight from the heart of those within the organisation—would become a constant in everyday business decisions.

In our latest research, in our World of Work Trends 2024, we dived deeper into this trend as we recognised that organisations that provide opportunities for employees to reflect on their sense of purpose and connect this to that of the organisation enjoy higher engagement, revenue growth, and profitability. It’s not surprising that 2023 saw an eight-percentage point increase in adopting this practice among Top Employers.

The importance of organisational purpose and leadership

Looking at this year, we saw that this trend continues to evolve, especially as the world becomes increasingly unpredictable and trust in traditional institutions is declining. For example, trust in government and journalists is low (41%, 47%), while trust in CEOs currently sits at 64%.

This context is of interest to us in this article. The link between employee and organisational purpose is becoming more important and equally challenging as further disruption in the world affects the workplace and workplace values become increasingly diverse. In this changing environment, it will be the leaders within organisations who will be tasked with navigating this complex world and transforming company values into action.

We identified that organisations will only see employee engagement and financial benefits from a strong organisational purpose if they have the right leaders in place to bring it to life. Purpose-driven leadership will be critical to success in 2024 and beyond.

The impact of leadership and organisational purpose on employee engagement in numbers

We analysed the relationship between organisational strength and organisational purpose and collected information about employee engagement in 1 860 Top Employers. We found the following:

Companies with strong organisational purpose and good leadership had employee engagement rates of 79%.
Companies with strong organisational purpose without good leadership had employee engagement rates of 76%.
Companies with weak organisational purpose and good leadership had employee engagement rates of 79%.
Companies with weak organisational purpose without good leadership had employee engagement rates of 75%.

It is clear that leadership has a clear impact on how organisational purpose is felt and how that affects employee engagement rates. Therefore, we need to investigate what employees really want from their leaders. What makes employees trust their leaders?

What makes a great leader?

People are different, and what they want from their leaders reflects this difference, but there are still similarities in what people now expect from them. On big-picture issues, they want leaders to have a perspective beyond immediate business concerns. 60% of employees are interested in hearing their CEO speak about controversial social and political issues that they care about. It is now common for employees to closely review the actions and opinions of their leaders to see how they align with organisational values.

But empathy is really at the heart of purpose-driven leadership. When employees were asked about the criteria they used to decide who to trust, 79% cited empathy as a deciding factor.

Empathy as the Key Factor

It is clear that empathy stands out as a critical leadership skill. Empathy is the ability to understand and share the feelings of another. For people wanting to become empathetic leaders, here are key strategies to aid in this transformation:

Active Listening: Empathy starts with listening, and leaders who want to develop this skill need to take the time to proactively listen to their employees. That involves being fully present, understanding, responding, and remembering what employees say and share.
Open Communication Channels: Leaders must create an environment where open communication is encouraged and valued. This work can be done with regular check-ins and multiple feedback channels.
Recognition and Validation: Recognising employees’ hard efforts is a powerful tool for leaders to show empathy. Leaders should be trained to acknowledge both their team members’ achievements and emotional states. This validation helps employees feel seen and appreciated, boosting morale and engagement.
Conflict Resolution Skills: Empathetic leaders are skilled at resolving conflicts in a way that respects all parties involved. Training leaders in conflict resolution techniques can help them navigate disputes with sensitivity and fairness, ensuring that all voices are heard and considered.
Feedback with Compassion: Providing constructive feedback is essential, but doing so with empathy makes a significant difference. Leaders should be trained to deliver feedback in a supportive way that focuses on growth rather than criticism. This involves balancing honesty with kindness and offering actionable suggestions for improvement.
Leading by Example: Finally, leaders must lead by example. Demonstrating empathy in their interactions sets a standard for the entire organization. When leaders consistently act with empathy, it becomes a core part of the company culture, influencing the behaviour of employees at all levels.

Final Thoughts

Empathy in leadership is the cornerstone of an inclusive and effective workplace. Organisational purpose is an evolving, collaborative process that demands the lived commitment of every employee. Without authentic buy-in, neither the employee nor the organisation truly benefits. Once seen as a top-down process owned by the C-suite, strategy is facing a similar revolution. By prioritising this essential skill, HR professionals can help build a thriving, resilient organisation equipped to meet the challenges of the modern work environment.

Best Practice | Conscious Leadership Builds an Inclusive and Effective Culture at Boehringer Ingelheim

At Boehringer Ingelheim Mexico, leaders are crucial for shaping a culture where all employees can feel a sense of belonging within the organisation. As role models, they help to set the scene and show that diversity and inclusion are priorities. For the organisation, the meaning of diversity refers to diversity of thought, while inclusion is how they bring different perspectives and ideas together for innovation.

This best practice focuses on developing a new generation of inclusive leaders through a series of targeted training modules to enable them to foster psychological safety at all organisational levels and identify issues arising from micro-aggressions, harassment, discrimination, and unconscious biases. The basis for this transformation was a “Conscious Business Leadership Programme,” an Unconscious Bias e-learning course, and Psychological Safety & Speak Up workshops.

This is just a snapshot of Boehringer Ingelheim’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

Culture and leadership are inextricably linked: consciously or unconsciously, leaders foster the values and beliefs that underpin an organisation’s culture and imprint values and assumptions that persist for decades. An organisation’s leaders can also shape culture over time through their conscious and unconscious behaviours.

Boehringer Ingelheim Mexico recognises that being able to promote their organisation as one where different genders, identities, races, ages, and backgrounds are celebrated is directly linked to increased employee engagement, innovation, and productivity. Prioritising diversity and inclusion training at all levels, but especially for the role models who lead organisational culture, is key to facilitating true inclusivity. Without engaged leadership, such activities can become nothing more than corporate speak.

How the practice was implemented

Boehringer Ingelheim Mexico has implemented a Leadership Journey that includes comprehensive D&I training. Traditionally, in business, leaders are often selected based on their individual success. At Boehringer Ingelheim Mexico, developing leadership skills goes beyond technical skills; the ethical aspect of leadership has become imperative. Leaders are asked to grow in their roles in a human sense.

These programmes aim to evoke the internal commitment of the team members to accomplish the organisation’s mission with effectiveness and integrity. It means doing so with the understanding that their team members are human beings who will only do their best if they are inspired, feel safe, and believe they are truly included and have a sense of belonging in the organisation.

All leaders in the company are required to participate in training programmes to ensure that they all operate from the same basis for managing talent within the organisation. For D&I, their Leadership Journey includes four programmes:

Unconscious Bias e-Learning accessible through an online D&I channel

Psychological Safety & Speak Up leadership workshops

People Growth + Diversity & Inclusion + Belonging: D&I topics as part of management are addressed during the mandatory training for Boehringer Ingelheim leaders. The training includes skills and tools for communication, feedback, and feedforward.

Conscious Business Leadership Programme: developed and presented in conjunction with Fred Kofman, a renowned Executive Coach and Advisor on leadership and culture and Founder of the Conscious Business Center. Over the course of 32 weeks, leaders engage in learning about the following topics: leadership, culture, communication, responsibility, humility, collaboration, resolution (honesty), coordination (commitments), essentialism, co-evaluation (feedback), emotions, meditation, perspectives (empathy), stoicism (flourishing), teamwork, coaching, capitalism (ethics), anti-capitalism (justice), and the West (economy and citizenship).

The web platform, for leaders and direct reports, was created on the company’s intranet. This space is available to ensure that employees are able to find all the information they need and more to reinforce an open, just and equitable culture. In this way, leaders have access to information from anywhere, at any time, to be able to effectively address issues such as micro-aggressions, bullying, discrimination, etc.

The Conscious Business Leadership Programme was designed and aligned with the company’s corporate competencies, behaviours and code of ethics, allowing Boehringer Ingelheim Mexico’s leaders (Directors, Senior Management and Middle Management) to put the organisation’s philosophy and values into practice on a daily basis within their teams. Their leaders learn to manage by improving effectiveness, caring for collaborative relationships with their team and peers, as well as promoting the welfare of all involved.

Leadership is divided into three cohorts, and the programme is tailored accordingly. Thereafter, the training is cascaded throughout the organisation. Those three cohorts are:

Cohort 1: Senior Leadership

Cohort 2 and 3: Leaders across the business functions

The results of the practice:

To measure the effectiveness of this best practice, a global survey is undertaken annually across Boehringer Ingelheim countries, totalling 54 000 employees. Each country has its own results and a comparison with the global results. Below are a selection of the results Boehringer Ingelheim Mexico has obtained that are directly related to the leadership development trainings and coaching discussed in this best practice:

86% agree that leaders work effectively with people who are different from themselves.
93% agree that people are treated with respect in Boehringer Ingelheim, regardless of their job, level, etc.
98% agree that the values of Boehringer Ingelheim and the principles of the Code of Conduct support employees in their work on a day-to-day basis.

Notable Quotes:

“No matter what position you hold in the company, you can make a huge impact with what you say and how you say it.” Luis Carlos Pérez, Director of Communication

“Regardless of position or rank, lets demand that we work with the principles of Conscious Business. It is the most efficient and fastest way to establish a conscious business culture.” Augusto Muench, CEO

How Organisations Improve Employee Engagement with Emotionally Engaged Leaders

The world of work is permanently active. The business landscape is fast-paced and ever-evolving, but one thing that hasn’t changed is the importance of employee engagement. Employee engagement is a critical factor in an organisation’s success.

Engaged employees are more motivated, productive and stay in organisations longer, leading to higher levels of innovation and overall performance. One of the critical drivers of employee engagement is the presence of emotionally engaged leaders.

In this article, we will explore how emotional intelligence makes a leader emotionally engaged and how it impacts employees and their engagement levels.

Managers have a more considerable impact on people’s mental health than doctors and even therapists. Leaders that are emotionally engaged are better able to create a positive, supportive and psychologically safe work environment, which can improve employee wellbeing and employee engagement.

What is Emotional Intelligence?

In 1995, in the book Emotional Intelligence Daniel Goleman, the psychologist that coined the term defined emotional intelligence as a set of skills that help individuals recognise, understand and manage their own emotions, as well as the emotions of others. While emotional intelligence is usually emphasised more in personal relationships, it is critical to realise that emotional intelligence or a lack of it, also is essential at work.

In Emotional Intelligence, Goleman identified four traits of emotional intelligence, which are:

Self-Awareness: It is believed that the first step in developing emotional intelligence is self-awareness. Leaders and management should take time to understand the impact of their behaviour by reflecting on their own emotions. This needs to be done across different situations so that they have a fuller understanding.
Self-Management: The next step for leaders becoming emotionally intelligent comes from developing ways to manage their emotions; this can only come after becoming more self-aware. Self-management involves learning and using skills like stress management and mindfulness. If a leader is to engage with these skills, they must also practice active listening when interacting with coworkers.
Social Awareness: Leaders making an effort to become emotionally intelligent will need to develop the ability to understand and empathise with other people’s perspectives; this is especially important as more and more organisations become more diverse than before.
Relationship Management: The fourth trait of an emotionally intelligent leader is one of the most critical, and it relies on the other characteristics to truly achieve it. Relationship management uses emotional intelligence to build and maintain positive relationships, resolve conflicts, and influence and inspire others to achieve common goals.

You can download the World of Work Trends Report 2024 here for free.

What is an Emotionally Engaged Leader?

Emotionally engaged leaders are individuals who genuinely care about their team members, their wellbeing, and their professional development. These leaders demonstrate empathy, active listening skills, and emotional intelligence. They create a supportive atmosphere where employees feel valued, heard, and motivated to perform at their best. Emotionally engaged leaders also foster a sense of purpose and alignment by effectively communicating the organisation’s vision, goals, and values.

Three Ways that Emotionally Engaged Leaders Impact Employees

Trust and Transparency: Emotionally engaged leaders establish an environment of trust and transparency by being open and honest with their team members. This cultivates a sense of psychological safety, encouraging employees to share ideas, express concerns, and take risks without fear of negative consequences.
Personal and Professional Growth: Emotionally engaged leaders invest in their employee’s growth and development. They provide mentoring, coaching, and opportunities for learning and advancement. This commitment to individual growth enhances employee skills and knowledge and demonstrates that the organisation values their long-term success.
Motivation and Empowerment: Emotionally engaged leaders inspire and motivate their employees by recognising their achievements and providing constructive feedback. They empower their team members to make decisions, take ownership of their work, and contribute meaningfully to the organisation’s goals. This sense of autonomy increases job satisfaction and engagement.

How to Improve Employee Engagement with Emotionally Engaged Leaders

Understanding what makes a leader emotionally intelligent is essential; it is even more critical to see how they can improve employee engagement more concretely. We have four strategies that organisations can use to engage their employees with the help of emotionally engaged leaders:

Encourage Open Communication: Promote open communication channels within the organisation, allowing employees to voice their opinions, concerns, and ideas. Emotionally engaged leaders actively listen to their employees insights, seek their input, and take appropriate actions based on their feedback.
Leadership Development Programs: Organisations can implement programs focusing on emotional intelligence, empathy, and effective communication. These programs help leaders develop the skills necessary to connect with their teams on an emotional level and foster a positive work environment.
Regular Feedback and Recognition: Establish a culture of feedback and recognition where leaders provide regular, constructive feedback to their team members. Recognise and celebrate employee achievements, both big and small, to reinforce a culture of appreciation and motivate continued engagement.
Lead by Example: Leaders should model the behaviour they expect from their employees. Emotionally engaged leaders demonstrate integrity, empathy, and a strong work ethic. They are authentic, accessible, and approachable, creating a positive and engaging work environment that makes it safe for employees to model these behaviours.

Final Thoughts

Employee engagement is crucial for organisational success, and emotionally engaged leaders are pivotal in driving and nurturing team engagement. By developing emotionally intelligent leaders who prioritise trust, transparency, motivation, empowerment, and growth, organisations can create a culture that fosters high levels of employee engagement.

Investing in leadership development programs, promoting open communication, and recognising employee contributions are some of the effective strategies that can help organisations unlock the potential of their workforce, leading to improved productivity, innovation, and overall success.

Emotionally engaged leaders bring out the best in their employees and create a work environment where individuals thrive, and organisations prosper.

As the pace of technology accelerates, we must focus on the aspects of us that make us human- creativity, empathy, innovation and awareness. In the future workplace, our ability to capitalise upon this, and develop it in others, might ultimately lead to an organisation’s success or failure.

Get in touch today for free: become an employer of choice!

Recruit, Retain and Return – ‘3Rs’ for International Women’s Day

International Women’s day, celebrated on 8^th March, shows us how far organisations have come in advancing the cause of women in the workplace, but it also demonstrates how far there is to go.

This year’s campaign theme is #EmbraceEquity – and for good reason. Equality at work is no longer enough: different women are starting from different places, so true inclusion and belonging requires equitable action.

With this in mind, it’s encouraging that the UK’s Top Employers have made great strides over the last year. Over four in five (81%) of certified UK Top Employers now have dedicated programmes to empower women, an increase of 12% on the previous year.

The key for these businesses has not only been to advance opportunities for women facing their many different barriers to progress, but to do so in a way that spans the employee life cycle.

This means from the moment they are recruited, to the actions taken to retain them and in ways to enable their return at key moments in their careers.

Recruit

Empowerment of women begins with the hiring process. Numerous studies identify unconscious bias at specific touch points throughout the recruitment and candidate journey, starting with technology. This bias doesn’t only affect women, but when it comes to gender it has been recognised and acted upon. Many changes are being implemented to ensure female top talent isn’t being missed in the recruitment process. For example, certified UK Top Employer East Midlands Railway, amongst others, is using “anonymous” recruitment techniques within the recruitment process to remove any possibility of unconscious bias among hiring managers.

Retain

Women can thrive through sponsorship networks. UK Top Employer Group M recently introduced its first Sponsorship programme which brought senior leaders together with underrepresented high performing talent from minority ethnic backgrounds. These leaders acted as sponsors, helping the participants to move through to promotion and Senior Leadership. The first cohort completed their 18-month programme in 2022. Women made up half those being sponsored, with 57% winning promotion. A further 10% moved into a new role or gained greater responsibility whilst also building contacts, skills, confidence, and a career path towards promotion.

Later this year, the business will launch its second Sponsorship programme, focussing on a wider group of underrepresented talent, specifically targeting areas of improvement identified from its gender pay gap analysis. Complementing this will be a Women in Leadership programme and a Mentorship programme, creating equitable ways forward for women at every level of their career.

Return

The challenges for helping women return to work are particularly acute in businesses relying on STEM (Science, Technology, Engineering, and Mathematics) skills. UK Top Employer Virtusa has implemented its Disha programme; a successful initiative that welcomes women back to business after career breaks.

Disha is a training capsule that includes a blend of technical and soft skills, in the form of workshops led by leadership and industry leaders. After a week-long training period, participants are invited to present their solutions to a hypothetical business problem, to assess their knowledge and cultural fit. Participants of the workshop are then given the opportunity to interview for open roles at Virtusa. In January 2023, Virtusa completed its fourth edition of this programme, held for the first time at Virtusa UK, and the organisation is looking to extend the initiative to other regions.

These 3Rs from these and many other UK Top Employers give business organisations a strategic way forward in the drive to #EmbraceEquity for women at every stage of the employee lifecycle.

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Reintegration Programmes for Women After a Career Break

According to data from the Spanish National Institute of Statistics, the chance of unemployment among women increases with the number of children they have. In fact, women with three or more children have an unemployment rate of up to 26% higher than their childless counterparts. There is a clear relationship between childbearing and the decline in the employment rate. However, the opposite is true for men as research shows that their unemployment rate decreases with each child.

“The role of childminding is usually assumed by women. This leads to a widening wage gap. Returning to work after a long absence is often a complicated journey. The longer you stay out, the harder it can be to get back in,” explains Massimo Begelle, Regional Manager of Top Employers Institute in Spain and Italy.

Some of the main problems encountered by women who have put their careers on hold to have a family, or for other reasons, are related to feelings of obsolescence around the current technologies and skills required to reintegrate into the workplace. “They are going to discover a different world than the one they knew,” Begelle points out, “and they may suffer from insecurities after years away from the world of work.

In leading organisations, initiatives to assist women who have taken career breaks to re-enter the labour market are an emerging best practice, with programmes that include ideas such as offering them new work experience (permanent or temporary, to serve as a platform for them to carry out another role), training in new skills, or coaching support.

“The focus of these programmes,” continues Begelle, “is not only to comply with the CSR or diversity and inclusion policies of organisations but as a way to acquire valuable, experienced talent with a wealth of life experience who, aware of these new professional opportunities, participate with a high degree of commitment.

In top organisations, these programmes are complemented by others designed to ensure that women do not have to quit their job when they have children. 74% of Top Employers in Spain already have good flexibility practices in place to adjust working hours in order to accommodate childcare. Moreover, 58% offer special leave to care for children.

Schindler and Banco Santander are two examples of companies with programmes designed for the reintegration of women who have taken career breaks.

Women Back to Business, Schindler’s Talent Recruitment Programme

In 2021, Schindler launched the Women Back to Business programme, aimed at incorporating into its organisation women who had taken a career break of several years for personal reasons, and who, despite being ready to return to the labour market, were facing a number of obstacles to re-integrate. More than a corporate social responsibility project, it was a talent recruitment programme and was approached as such.

After an intense communication campaign lasting several weeks, they set up a web page for the programme and received more than 600 applications from different profiles. They hired nine women from different areas to take on commercial and supervisory positions as middle managers.

Santander Reencuentra, a successful programme

Banco Santander’s Reencuentra (“Reunite”) programme is aimed towards women who left their professional careers for family reasons and is designed to help them re-enter the labour market with a company in their area.

This programme offers participants a professional experience in Santander in an office close to them, formative retraining that includes the completion of an Online MBA and training in digital skills, coaching for employment, and outplacement firm services, all with the aim of finding them a stable job.

In its first edition, the programme had 100 participants, with an average age range of between 38 and 46 years, returning from a professional break of between 5 and 10 years. 84% of these participants managed to find employment during the course of this initiative. Santander plans to launch the next edition of this programme in 2023.