How neuroinclusion drives a thriving team environment
How neuroinclusion drives a thriving team environment
Neurodiversity is gaining increasing attention in workplace discussions. A non-medical umbrella term that includes the conditions autism, dyslexia, dyspraxia, dyscalculia and ADHD, neurodivergence is evident in around 10-20% of the population.
As the workforce becomes more diverse, many employees will be working alongside a neurodivergent colleague in the coming years. And so, in this age of the collective workforce – the central theme of our newly launched World of Work Trends 2025 report – the ability to design workplaces that are intentionally neuroinclusive has become essential.
Our latest research paper, Neuroinclusive by Design, builds on this theme and explores how leading HR teams are embracing a systems-thinking approach to inclusion, building team environments that are collaborative, adaptive, and resilient by design.
The research offers a blueprint for organisations ready to move beyond isolated DEI efforts toward truly integrated talent strategies that ultimately tap into collective strength through individual empowerment.
Organisations could and should therefore be seeking a positive step change in productivity through their recruitment and retention strategies for neuroinclusion. Even so, many struggle with where to begin. So, to understand what makes neurodiverse teams excel, Top Employers Institute conducted in-depth interviews with neurodivergent employees and organisations, to offer guidance on how HR professionals can take immediate actions for the benefit of both.
Our resulting neurodiversity research paper, Neuroinclusive by design, explores the steps organisations can take to build truly inclusive workplaces.
Here are three actions that HR can take immediately to create a culture of neuroinclusion by design in their organisation:
1. Harness individual talents for collective success. Many neurodivergent individuals value opportunities to explore different roles, projects and responsibilities. By building teams where individual strengths are recognised and supported by colleagues with different skill sets, HR can ensure that everyone can contribute meaningfully to the team’s success.
2. Define and commit to consistent ways of working. This practice involves HR establishing explicit behaviours and rules, creating clarity and allowing all employees – neurodivergent and neurotypical alike – to contribute effectively.
3. Embrace empathy and nurture interpersonal trust. HR needs to create a culture where empathy is prioritised, and assumptions are avoided. When colleagues approach interactions with neurodivergent employees with patience and willingness to understand their perspective, they foster a more inclusive and supportive environment.
From accommodation to acceleration
HR leaders can apply these three practices to better support neurodivergent employees and unlock their full potential as a strength within their organisation. If they can, they will cultivate workplaces that embrace diverse ways of thinking, communicating, and working. This in turn encourages ongoing reflection on how work gets done — and whether there might be better ways.
What we can learn from high-performing neurodiverse teams
Neurodiversity research tells us that teams that leverage individual strengths, co-create clarity in how they work, and prioritise empathy form a strong blueprint for building more inclusive, high-performing teams across the organisation. They lead to more adaptable, resilient, innovative – and yes, more productive – organisations.
By championingneurodiversity best practices research within teams, companies are not just creating better workplaces, they are shaping the future of work itself and creating a thriving environment for all.
Neuroinclusion in practice: From awareness to action
Our recent webinar, Neuroinclusion in the workplace: From awareness to action, showed HR leaders how to take a giant leap forward from understanding the importance of neuroinclusivity to embedding it across leadership and teams at every level of an organisation.
Sarah Andresen, Chief Product and Technology Officer at Top Employers Institute discussed best practice neuroinclusivity with Eline Jammaers, Assistant Professor at Hasselt University and Tristan Lavender, Founder & Chair of Philips Neurodiversity Network.
The case is made, so let’s move to action.
HR leaders should already know that neuroinclusion helps organisations widen their talent pool, unlock latent potential and create stronger, more connected teams. There is no shortage of research showing that inclusive organisations have a better chance of meeting the expectations of socially-conscious consumers, while employees working there are more likely to feel engaged – and stick around.
Top Employers Institute’s new paper Neuroinclusive by design: Creative and thriving team environment for allechoes these findings and goes much further. It identifies three features of thriving, inclusive teams: harnessing individual talents, co-creating clarity and embracing empathy to drive better business performance.
Below are just some of the practices that the webinar looked at to show best practice inclusivity in action.
1. Start with leadership: Role models set the tone.
Senior leaders play a pivotal role in introducing neuroinclusive practices. When leaders are open about their own neurodivergence, it sends a powerful and positive message. It normalises differences and encourages psychological safety, especially among younger employees and others unsure about disclosing their neurodivergence.
Line managers are also vital role models. Their ability to sit and to listen, respond with flexibility and ask the normal day-to-day questions, such as ‘What support would help you do your best work?’ can be transformative.
One enduring myth that the webinar also explored is when neurodiversity is billed as bringing ‘superpowers’ to the workplace. While neurodivergent employees do bring unique strengths, these must be wholeheartedly supported. The true value of neurodivergence is only unlocked with the active encouragement of leaders and managers; a passive acceptance that we are all different is simply not enough.
2. Continue with teams: Embed psychological safety as an everyday instinct.
To move inclusion beyond good intentions means teams must also play their full part. Psychological safety needs to be a daily given, built through small, consistent behaviours. Both leaders and their teams should, for example, ask new hires about communication preferences, environmental needs or work styles as an instinct, without the need for a formal diagnosis. Simple common-sense actions like these have a wider purpose – they reduce barriers and improve collaboration among not only neurodivergent employees but everyone.
Inclusion happens in these ‘micro-moments’ of work: how to run meetings, give feedback, and handle discussions. Leaders and teams need to model empathy and openness, not just in policy but in day-to-day behaviour, until it becomes deeply embedded.
This needs to be visible externally, to attract future talent. Personal stories of neuroinclusion attract the job candidates of the future, as well strengthening internal alignment.
3. Reinforce through ERGs and metrics: A key role for HR.
Our Neuroinclusive by Design research describes a necessary mindset shift from ‘accommodation’ to ‘intentional inclusion’, building flexibility, clarity and empathy proactively into team culture from the outset. And HR has a key role to play in driving this forward in several ways.
For example, Employee Resource Groups (ERGs) are a powerful tool for accelerating inclusion. They provide safe spaces for connection, education and advocacy. For them to flourish, HR leaders must support them in a similarly active way, with funding, time and clear links to organisational strategy.
The webinar showed how companies like Philips have introduced formal neuroinclusion policies at a national level to make sure that ERG insights translate into organisation-wide support. And this is the kind of structural reinforcement that Top Employers’ new platform, HREdge | NeuroInclusion, has been designed to support. It provides the necessary tools, insights and expert guidance for embedding inclusion across the employee lifecycle.
Measuring neuroinclusivity also remains a challenge for many employers. One practical way for HR to play a role is to embed questions within existing wellbeing or engagement surveys, to align with key desired outcomes like job satisfaction or a sense of belonging. This requires trust, with participants needing to believe that their responses will not only be anonymous but used constructively. ERGs can play a unique role here too, for example through running pulse surveys or providing qualitative insights from neurodivergent communities.
Final word…
Neuroinclusion by design in 2025 is no longer only for the neurodivergent. It is a journey from awareness to action for all, a framework for designing better work for everyone, at every level of an organisation.
To explore how to start or scale your neuroinclusive practices, download our research paper or for tailored business recommendations and benchmarking solutions, find out more about our new platform, HREdge | NeuroInclusion.
Neuroinclusion by design: Progressive HR strategies to drive team success
Organisations today face growing pressure to create environments that embrace all forms of human diversity – including the need to accommodate diverse ways of thinking. In a recent LinkedIn Live webinar, Dr Emily Cook, Senior Researcher and Paola Bottaro, People Director, both from Top Employers Institute, explored the insights behind our new paper, Neuroinclusive by Design: Creating a Thriving Team Environment for All.
The session offered a compelling blueprint for HR leaders seeking to embed neuroinclusion into the way work gets done – not just as a reactive set of accommodations, but as a proactive principle of workplace design.
Drawing on in-depth interviews with neurodivergent professionals and the experiences of certified Top Employers such as Tata Consultancy Services and Bentley, the research identifies three essential traits of high-performing neurodiverse teams: harnessing individual talents, co-creating clarity, and embracing empathy.
The concept of intentional neuroinclusion is gaining traction, shifting focus from making adjustments for individuals to proactively structuring work environments to both expect and support a wide range of cognitive and behavioural styles. This not only benefits neurodivergent employees, but also enhances the working experience for all.
Rather than responding to challenges as they arise, this proactive approach integrates flexibility, clarity and empathy from the outset. This in turn enables a more inclusive and productive culture that supports differing ways of thinking, communicating and working.
Unlock collective success by harnessing individual talents
Many neurodivergent employees bring distinctive strengths, such as pattern recognition, that employers are in danger of overlooking when using traditional role definitions and job descriptions.
Our research encourages HR teams to look out for new skills. Techniques like skills profiling, using internal marketplaces for talent and more intentional performance conversations can help uncover and leverage these often-hidden strengths.
Neurodivergent professionals also frequently contribute beyond their formal roles, engaging in innovation projects and employee resource groups (ERGs). Supporting and celebrating this kind of engagement is one way that organisations can help fully unlock individual potential and elevate team performance.
Define and commit to consistent ways of working
The research found that inconsistent or mismatched expectations around how work gets done – whether in meetings, communication styles or collaborative processes – can become significant barriers for neurodivergent individuals.
Flexible and inclusive ways of working can be achieved by co-creating team norms, rather than imposing top-down rules. For example, teams might need to agree on meeting cadences, notification boundaries, or which tasks are best tackled together versus independently.
This shared clarity creates an environment where all team members, regardless of their cognitive profile, understand what’s expected and feel able to contribute effectively.
Embrace empathy to build trust
Our research showed that trust and psychological safety emerged as foundational to neuroinclusive teams. Neurodivergent employees often feel pressure to conform to behavioural expectations, such as direct eye contact or small talk, that may not align with how they naturally interact. This “masking” can take a toll on mental health over time.
Empathy, in this context, involves understanding and accepting diverse forms of communication and engagement. Employers can reinforce this through formal systems like manager training and inclusive policies, and through everyday signals – such as how to deliver feedback or how to understand alternative working styles.
Regular check-ins that focus on employee experience, not just outputs, can play a vital role in normalising support-seeking and creating space for authenticity.
Adapt neuroinclusion for differing cultures and contexts
In response to a question from the webinar audience, it was acknowledged that while in this instance our research interviews did not cover all geographic regions, the broader research we do at Top Employers Institute draws on data and insights from organisations across multiple continents. The principles highlighted in the paper – flexibility, clarity, and empathy – are designed to be adaptable to local context and nuance.
Neuroinclusion strategies should never follow a “one-size-fits-all” model. Different regions, industries, and cultures bring varying approaches, vocabularies and challenges to the topic. The key lies in building environments that are fundamentally inclusive by design, yet flexible enough to reflect local norms and realities.
A strategic blueprint for a better world of work
The overarching takeaway from our webinar was that neuroinclusion should not be seen as an adjustment to existing systems, but rather as a framework for the design of modern work. Through intentional design, organisations can build environments that both expect and celebrate diversity.
Along with this research paper, we’ve introduced a new platform, HREdge | NeuroInclusion, as a practical support tool for organisations at any stage of their neuroinclusion journey, providing access to tailored insights, expert guidance and a global network of HR leaders. And as the research makes clear, organisations that commit to neuroinclusion are not just improving workplace culture – they are positioning themselves for greater adaptability, innovation and long-term success.
How Top Employer, CME, transformed its People Strategy and gained business influence
In a media landscape defined by fierce competition and rapid transformation, Central European Media Enterprises (CME) did something bold: it made people strategy a business priority.
A few years ago, the HR team at CME operated with limited visibility, minimal influence, with no consistent processes across its regional markets. Employee engagement wasn’t measured, employer branding was uncharted territory, and HR did not have a seat at the table when the organisation discussed its business agenda.
That was the landscape Soňa Schwarzová stepped into as she took on the role of Chief People and Sustainability Officer, but fast forward to today, and the company is being recognised for its excellent people practices as a Certified Top Employer. That milestone reflects how the organisation.
From marginal to mission-critical
Fast forward to today, and CME stands tall as the first media company in Central and Eastern Europe to be Certified as a Top Employer. But as Soňa is quick to emphasise, the Certification itself wasn’t the final goal. It was the catalyst for continuous change and improvement.
The process of going through the audit is more important than the Certification. That’s more the cherry on top. — Soňa Schwarzová
The Top Employers Certification Programme acted as a powerful framework for CME as it gave the team data-led insights that allowed them to prioritise creating alignment, unlocking collaboration across markets, and transforming the HR function from reactive to strategic.
What changed for CME?
The case study reveals a roadmap for HR transformation:
Structured audits became CME’s annual People strategy blueprint
Cross-country collaboration flourished, empowering smaller HR teams
HR gained credibility, influence, and internal legitimacy
Employer branding accelerated, enhancing CME’s appeal across talent markets
HR now informs business strategy, not just supports it
As Soňa notes, Every country CEO included the Top Employers [insights] in their top-to-top presentations. That’s a major shift. We’re on the agenda.
The key takeaway
This isn’t just a success story. It’s a strategic playbook for HR leaders navigating complex environments, limited resources, and growing expectations.
Whether you’re rethinking your HR operating model, seeking to elevate your employer brand, or striving for business alignment, CME’s journey offers concrete, replicable insights.
Discover how our globally recognised Certification Programme, along with our data-led insights and advisory expertise, enables you to advance your talent attraction, development, engagement and retention strategies.
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 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.
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.
Haier Europe: Elevating its People Practices with the Top Employers Programme
About Haier Europe
Haier Europe is a global leader in home appliances and consumer electronics, recognised for 15 consecutive years as the world’s No.1 brand globally in major appliances, selling under the Candy, Hoover and Haier brands. The organisation comprises of 750 colleagues in the UK&I and 100,000 globally.
Haier Europe’s Top Employers Journey
Haier Europe had been on an improvement journey, investing heavily in people systems, processes and benefits and whilst colleagues inside the business would have seen the transformation, they wanted to receive external recognition in order to attract great talent, and give candidates the confidence to know that they had been certified by an external, independent validation process. They therefore joined the Top Employers Certification Programme, and following completion of the HR Best Practices Survey and Validation Process, were certified as a UK Top Employer 2023.
Elevating its People Practices
“We have definitely seen the profile of our employer brand increase, we see our candidate numbers are very strong and our retention figures are improving in key areas, but the most important outcome from joining the Top Employers Programme is that it has really made Haier Europe a better workplace for our colleagues because it has given us the impetus and direction to keep improving.” Matthew Given, Group HR Director UK & Ireland, Haier Europe
Having achieved Top Employer Certification in year one, the Haier Europe team immediately started work on its action plan to further improve its HR, using the Top Employers Results Dashboard. They did this by:
Having a dedicated team of specialists within the HR team working on the Top Employers Certification project.
Aligning the Top Employers HR Best Practices Survey topics and results with the action plans and choosing focus areas which would add most value to the business.
Regularly reviewing with the team each quarter to ensure that improvements were being made within these focus areas.
Impressive results
In year two, following on from the action planning, Haier Europe increased their score on the Top Employers Best Practices Survey by 20% points.
They had prioritised Employee Listening, wellbeing and DEI, with the new colleague listening strategy bringing great insights and making sure that they really understood how colleagues felt about the business and its programmes. They also mapped, explored and improved many more colleague and candidate journeys.
The leadership team has also taken notice of the tremendous progress and are now championing many new initiatives across engagement, wellbeing and DEI.
How to Manage and Succeed with a Multigenerational Workforce
By Sinakho Dhlamini, HR Content Specialist, Top Employers Institute
Across today’s modern workforce, many organisations are witnessing a unique blend of generations working side by side. From Baby Boomers and Gen Xers to Millennials and Gen Zs, the workplace has become a melting pot of diverse experiences, perspectives, and work styles.
As leaders and managers seek to create a productive, inclusive and welcoming environment for all these different groups, it is essential to understand and effectively manage this multigenerational dynamic to foster collaboration, innovation, and overall team success. Cultivating this understanding will help to better utilise everyone’s talents from an individual and a generational level.
In 2023, there are currently five generations working side-by-side. Those generations are:
The Silent Generation: This generation was born between 1928 and 1945, making them some of the oldest in the workplace. Many have already retired, but many still choose to participate in the labour force. It is estimated that they still make up 3% of the workforce in the USA. It can be easy to underestimate the number of older people still active in the workplace, especially when you consider that according to the United States Bureau of Labor Statistics, in 2030, 11.1% of those 75 and older will still be active participants in the workforce in 2030.
Baby Boomers: This generation was born between 1946 and 1964 and currently makes up around a quarter of the working population in the United States. The youngest members of this generation will start retiring in the upcoming years. Still, some of this generation have already begun retiring, this many because they are further along in their careers and often hold higher positions of power at work.
Gen X: Born between 1965 and 1980, this is one of the smaller generations compared to the ones that came before it and the ones that are coming after it and many in this generation.
Millennials (also known as Gen Y): Millennials are often quite technologically adept because they have lived through some of the most significant technological advancements. They were born between 1981 and 1996, and they make up the biggest group in the workforce in the USA, making them around 35% of the working population.
Gen Z: The youngest generation to enter the workforce were born between 1997 and 2012, and they are remarked to be the first actual tech generation as they have never known a world without the internet. While many are still in university, the first groups are becoming active participants in the workforce. As such, organisations need to learn how to support them.
What are the Benefits of a Multigenerational Workforce?
In many places, we hear about the difficulties of generational differences affecting people’s ability to relate to each other, but there are many benefits for organisations. Those include:
Skill Diversity: Different generations tend to have distinct skill sets. For example, older employees might excel in interpersonal skills and relationship-building, while younger employees might be adept at leveraging technology and digital tools. This mix of skills can enhance the team’s overall capabilities.
Knowledge Sharing: Older generations often possess valuable industry experience and institutional knowledge, which they can share with younger team members. This knowledge transfer helps bridge the generation gap and ensures that essential insights are passed down to the next generation. Equally, the younger generation can share knowledge that older generations may have previously ignored, making the sharked knowledge sharing a fruitful opportunity.
Diverse Perspectives and Ideas: Each generation brings unique life experiences, perspectives, and approaches to problem-solving. This diversity can lead to a broader range of ideas and solutions, fostering innovation and creativity within the team.
Adaptability: A multigenerational team is often more adaptable to changes in the business landscape. Younger members might embrace new technologies and trends, while older members can provide stability and a long-term perspective during times of transition.
Reduced Bias and Stereotyping: Working closely with colleagues of various generations challenges stereotypes and biases. Team members learn to appreciate each generation’s strengths and qualities, breaking down preconceived notions.
Effective Communication: Interacting with colleagues from different generations can improve communication skills. Team members learn to adapt their communication styles to accommodate diverse preferences, leading to more precise and effective information exchanges.
Enhanced Problem Solving: Multigenerational teams can bring diverse problem-solving approaches to the table. This diversity allows the team to tackle challenges from multiple angles, increasing the likelihood of finding effective solutions.
Market Insights: Different generations have varying consumer behaviours and preferences. A diverse team can help the organisation better understand and connect with a broader range of target demographics.
Mentorship Opportunities: Multigenerational teams provide natural mentorship opportunities. Older employees can mentor younger ones, offering guidance and wisdom, while younger employees can offer insights into new technologies and trends.
Increased Employee Engagement: Recognising and leveraging the strengths of each generation can boost employee engagement. When team members feel valued for their unique contributions, they are more likely to be motivated and committed to their work.
How Organisations Can Get the Best Out of Their Multigenerational Workforce
The benefits of having a multigenerational workforce show that having a work environment that is diverse in age range creates a positive impact on organisations and their employees; it is still important to figure out how organisations can foster that environment. Some of the ways that HR professionals can learn how to manage their workforce to foster collaboration and innovation effectively include:
Embracing Diversity and Inclusion: A multigenerational team offers diverse skills and perspectives. By fostering an inclusive environment, HR professionals and leaders can help team members feel valued and respected regardless of age. Encourage open dialogue that celebrates the unique strengths and experiences each generation brings to the table. They can organise cross-generational mentorship programs to facilitate knowledge sharing and skill development.
Flexibility in Work Arrangements: Different generations often have different expectations regarding work-life balance and remote work options. By offering flexible work arrangements, organisations can accommodate the diverse needs of their multigenerational team. Allowing for flexibility in where employees work, flexible hours, and job-sharing opportunities ensures everyone can maintain a healthy work-life balance.
Continuous Learning and Development: Promoting a culture of constant learning to keep all team members engaged and up to date. Provide opportunities for professional development, training, and upskilling. Encourage cross-generational learning by pairing experienced employees with newer ones to facilitate knowledge exchange.
Flexibility in Leadership Styles: Different generations may respond to different leadership styles. Some may appreciate a hands-on approach, while others prefer a more autonomous working environment. HR professionals should understand these preferences and adapt leadership strategies to manage and motivate their multigenerational teams effectively.
Conflict Resolution and Mediation: Generational differences can sometimes lead to misunderstandings and conflicts. HR professionals and leaders should be equipped with effective conflict resolution and mediation skills to address any issues that may arise. A proactive approach to resolving disputes can prevent them from escalating and disrupting the team’s harmony.
Managing a multigenerational team requires a thoughtful and inclusive approach. By embracing diversity, fostering open communication, offering flexibility, recognising individual contributions, promoting continuous learning, and adapting leadership styles, organisations wanting to get the best out of their people can work to create an environment where everyone thrives. Suppose they successfully create this environment by navigating the complexities of a multigenerational team. In that case, they will not only be able to enhance team performance, but they will also be able to cultivate a workplace where everyone feels valued.
Becoming LGBTQ+ Allies: Going Beyond DEI Initiatives for Pride Month
By Sinakho Dhlamini, HR Content Specialist, Top Employers Institute
Over the past several years, organisations have used Pride month to begin, reinvent or sharpen up their DEI efforts for members of the LGBTQ+. But it only happens once a year; for many people, more is needed beyond this concentration of action once a year. Instead, organisations will need to become active allies for the LGBTIQ+ community throughout the year by creating an inclusive environment at work. The work of becoming an active ally to support co-workers of the LGBTQ community involves more than just celebration, and this article will examine some of the ways businesses can show their commitment to not only raising awareness for the rights of the community but also to prioritise equal rights.
What is an ally?
In a few words, we can understand that being an LGBTQ+ ally means actively supporting and advocating for the rights, dignity, and wellbeing of lesbian, gay, bisexual, transgender, and queer individuals. In the workplace, being an ally involves creating an inclusive and accepting environment where LGBTQ+ colleagues can feel safe, valued, and respected.
5 Ways organisations empower their employees to be allies for the LGBTQ+ Community.
Develop and Enforce Inclusive Policies and Practices: Policies protecting LGBTQ+ employees from discrimination and harassment are essential for organisations, including and supporting community employees. That can be done by ensuring inclusive language in company communications and having policies that ensure that LGBTQ+ individuals have equal opportunities for career advancement, promotion, and leadership roles. Organisations must set the tone for their employees, which requires action and intention.
Provide Education and Training: Organisations must provide comprehensive education and training on LGBTQ+ issues, terminology, and experiences. That can be done by offering workshops, seminars, or online resources to increase employee awareness and understanding. The education should cover topics such as LGBTQ+ history, intersectionality, and the challenges faced by the community. Educating employees on issues like this will teach them to listen, respect and look at their prejudices – helping them become better allies to their co-workers.
Create Employee Resource Groups (ERGs): Establishing LGBTQ+ employee resource groups or affinity networks within the organisation to help create a safe space for discussion. These groups provide a safe and supportive space for LGBTQ+ employees and their allies to connect, share experiences, and collaborate on initiatives that promote inclusion. Organisations can support these groups by allocating resources, budget, and executive sponsorship.
Leadership Support: Leaders and managers should openly support LGBTQ+ employees and allyship efforts. They should set the tone by demonstrating inclusive behaviours, including using inclusive language and addressing any discrimination or bias in the organisation. Leadership support helps create a culture of acceptance and sets expectations for the entire organisation.
Establish Feedback and Listening Channels: Establish feedback mechanisms where employees can provide suggestions, voice concerns, or share their experiences related to LGBTQ+ inclusion. Actively listen to employee feedback and make necessary improvements based on their input; this demonstrates that the organisation values employee perspectives and is dedicated to continuous improvement.
Why is it important for Organisations to Support the LGBTQ+ Community?
Supporting the LGBTQ+ community promotes a culture of inclusivity and diversity within the organisation. Embracing and celebrating differences, including sexual orientation and gender identity, fosters a sense of belonging among all employees. In addition, when employees feel valued for who they are, regardless of their sexual orientation or gender identity, it increases employee morale, engagement, and productivity.
It also has additional benefits, including:
Attracting and Retaining Talent: Creating a supportive environment for the LGBTQ+ community helps attract and retain diverse talent, especially in the current competitive job market, where many candidates actively seek organisations prioritising inclusivity and equality.
Employee Wellbeing and Mental Health: Supporting the LGBTQ+ community directly contributes to the wellbeing and mental health of LGBTQ+ employees. Employees who feel supported, accepted, and respected experience reduced stress and anxiety levels.
Brand Image and Reputation: Organisations that champion LGBTQ+ rights and inclusivity contribute to building a positive brand image and reputation. Consumers, clients, and stakeholders increasingly expect businesses to prioritise diversity and social responsibility.
Social Impact and Corporate Social Responsibility: Organisations can make a positive social impact by supporting the LGBTQ+ community. By actively engaging in initiatives, sponsorships, and partnerships that promote LGBTQ+ rights and equality, companies can contribute to broader social progress.
Final Thoughts
June is a time for celebration, but, more importantly, it is a time to raise awareness for LGBTQ+ people and educate people to become effective allies in the community. It is only one month, but the issues are significant throughout the year. Organisations should use June to be more active in communicating their policies and initiatives, but it should have already been a part of their people practices strategy. It is also critical to allow LGBTQ+ people the space to become powerful voices while their friends and coworkers support them by taking action to become an ally.
Make inclusion a part of your organization, get in touch for free to become an employer of choice!
Balancing AI and Human Expertise in HR: Insights from SABIC India and Top Employers Institute
Artificial Intelligence (AI) is rapidly growing in various industries, including HR. While AI technology offers numerous benefits, such as increased efficiency and reduced bias, it raises concerns about the lack of personal touch. In a recent LinkedIn Live event, Preet Boparai, Head of HR for India, at SABIC and Billy Elliott, Regional Director for APAC at Top Employers Institute, discussed the emerging use of AI in HR and the importance of maintaining a balance between AI and human expertise. The webinar explored examples of how AI has proven beneficial and the potential downsides of relying solely on technology. The session also provided insights into how SABIC India leverages AI while retaining the human element in HR operations. Here are some key learnings from the session:
Read ahead to get a snapshot of some of the session’s highlights; fill in the form to get the recording of the webinar to watch whenever you have a moment.
Balancing the Benefits and Concerns of AI in Human Resources: The Need for Human Oversight and Intervention
Using AI tools in HR has proven successful in saving time and effort. For example, AI tools have proven successful in recruitment by saving time and effort for recruiters and offering personalised feedback to candidates. These tools employ natural language processing and facial analysis technology to evaluate the fit of candidates for job positions. However, a critical issue with AI tools in recruitment is the potential for bias and discrimination. In a notable case, a recruitment tool demonstrated a preference for male candidates over female candidates. Therefore, it is necessary to have human oversight and intervention to ensure that algorithms are not giving biased results.
SABIC Shows How AI Tools Can Help HR in Employee Engagement and Retention
SABIC, a global leader in diversified chemicals, has harnessed the power of AI to enhance employee engagement and retention. Here are some ways they’ve implemented it:
Development of a chatbot for employee experience: SABIC developed an advanced chatbot called Amber, which has proved invaluable during the pandemic. It acted as a seamless two-way communication tool, promoting connection and dialogue by regularly seeking feedback from SABIC employees about their experiences working in an evolving, flexible environment. The chatbot is used to identify disengaged employees and those who are at risk of leaving. By proactively identifying these employees, SABIC has been able to retain them, thereby reducing its attrition rate. However, SABIC also emphasised the importance of informing employees about the tool and ensuring that conversations between employees and HR are confidential.
Gathering feedback from employees: SABIC has also used AI tools to gather employee feedback during the COVID-19 pandemic. This feedback was used to launch SABIC Care, a flexible employee health benefits plan.
Personalised learning journeys: SABIC also uses Percipio, a platform that offers a range of courses and content for employees to upskill and reskill themselves. This platform uses AI to personalise the learning experience and improve the efficiency and effectiveness of the learning process.
Balancing AI and Human Intelligence
While AI tools can provide valuable insights and baseline information, SABIC emphasised the importance of involving human intelligence in decision-making. The solutions SABIC created were well thought through and catered to the entire organisation. SABIC also recognised that AI tools are not infallible and that there may be instances where the predictions made by these tools need to be corrected. Therefore, the company has created a feedback loop where human intelligence can correct and improve the accuracy of AI tools.
Fostering Collaboration Between AI and Humans in the Workplace: HR’s Vital Role
In today’s fast-paced, technologically driven world, it’s easy to get caught up in the idea that machines and algorithms can do everything better than humans. However, as we rely increasingly on artificial intelligence (AI) in the workplace, it’s essential to remember the value of the human touch. Recent studies have shown that many employees negatively perceive their HR departments. Some don’t even know who their HR representative is, while others don’t trust that any action will be taken if they report a concern, such as harassment or discrimination. With the increasing use of digital tools, this gap between HR and employees could widen further.
However, the solution isn’t to eliminate AI and go back to the days of paper forms and in-person meetings. Instead, HR departments need to remember that technology should be used to enhance and support human interaction, not replace it entirely. The key is to maintain honest and meaningful conversations with employees. This means closing the loop and letting employees know what actions are being taken in response to their concerns, even if the news isn’t always positive. No amount of technological advancement or process improvement can replace regular communication and connection between HR and employees.
Ultimately, the best approach is to view AI and humans as a united team working together to empower the future of the workplace. It’s up to us to take responsibility for making positive changes and not depend solely on technology to solve all our problems.
Changing the Game: New Rules at Work
If there is one topic on the agenda in all organisations, it is undoubtedly to need to design – and implement – a new working model. While it is a priority it is also the topic that raises the most questions amongst HR leaders and decision makers.
Hybrid, flexible, personalised, digital we are all familiar these terms. But as we incorporate these terms into our organisations strategic objectives, we continue to look around us at the most cutting-edge businesses, to find ideas that work, initiatives that inspire us, and of course, the right results.
To begin with, we seem to have the dilemma of number – what is the optimum percentage of time to work remotely? Data shows that since the emergence of the pandemic 80% of the companies certified as Top Employers worldwide have defined a work from home policy for their employees that clarifies this working model. It also shows that for 21% of Top Employers, employees are able to work remotely between 80% and 100% of the time. Moreover, if we expand this range, we see that in 35% of them it is possible to work remotely more than 50% of the time, usually depending on the job position.
A Model of Total Flexibility
The debate on the number of days of remote work is beginning to become obsolete. Looking at certified Top Employers, we can observe that the most advanced organisations are opting for a total flexibility-type model in their working policies. Flexibility means personalisation and it prioritises the employee’s ability to choose. More than half of Top Employers worldwide place decision-making power in the hands of the employee and promote a high degree of autonomy and flexibility since they are companies based on a culture of trust and responsibility.
Obviously, there are practical limitations or restrictions that prevent the application of full flexibility in certain jobs, but in that case, alternatives are offered to employees to allow them to make decisions about how to organise their work. It is a cultural approach, which far exceeds a model based on percentages of working from home time. Companies that have a culture of autonomy and flexibility have indicated that employee satisfaction is very high, with these organisations report a score of more than 9/10, and short-time working has been noticeably reduced. Now the focus is on monitoring whether mental and emotional well-being improves in the medium term.
Physical and Virtual Spaces for Collaboration
As organisations look to incorporate new ways of working to be successful, they will need to redesign the workspaces, both physical and virtual. Flexibility and collaboration are the concepts that inspire this new work environment. In newer offices, flexibility allows you to choose the workspace you need at that moment, with quiet rooms for work requiring concentration, as well as rooms for connecting, sharing, chatting informally, and taking a break – and, of course, rooms for working together as a team. If flexibility is the first key to this new work environment, the second is the plan for collaboration.
The plan to optimise and encourage collaborative work among employees should be embodied in the new design of the physical company facilities and should extend to virtual spaces. Doing this work in the virtual spaces is done to make it easier for people to connect, share ideas and work collaboratively. Tools such as Microsoft Teams, Google Suite, Slack, Trello, etc. are already part of our lives and are evolving rapidly, moving towards a more immersive experience which will undoubtedly arise in the years to come. Nine out of ten Top Employers design not only their virtual workspaces, but also their physical ones, to meet both needs – flexibility and personalisation, and collaboration. Moreover, companies have noted that the plans they have implemented are by no means definitive; these plans are constantly evolving because the needs of employees shape the setup of their workspaces.
Initiatives for digital disconnection
Inevitably, in this new working environment, digital disconnection initiatives have emerged at an accelerated pace. 76% of companies certified as Top Employers explicitly discourage working extra hours and reinforce this particularly in the case of remote work. Half already have policies to discourage the use of email outside of established working hours, and it is a growing practice. Disconnection extends to the holidays, and a third of Top Employers have implemented a “do not disturb” policy during the holidays, and of course, paid leave for all. Alerts in the form of pop-up windows are already frequently displayed with an alert whenever any of the disconnection rules are about to be violated. This, by the way, is meant as a right, not an obligation. The goal is to significantly improve the well-being of employees, helping them to disconnect, freeing up time which can be used for personal care and enjoyment.
This reinvention of the working model generates new challenges; employers must learn to benefit from this new way of working while simultaneously limiting the risks involved.
