Case Study | JTI’s Candidate Survey

Do your candidates value your status as a Top Employer? 

By Top Employers Institute

JTI is a certified global Top Employer with 46 000 employees present in more than 130 countries. Since achieving their certification, they have consistently included their certification status in job adverts, career pages and other recruitment channels. 

After nine years of implementing best practices, the company sought recruitment data to answer a question related to employer branding. Their question was: How important is it for our candidates that we’re a certified Top Employer? 

Read More: Case Study: Deutsche Post DHL 

In 2019 JTI selected Talenthub, a technology platform that integrates with existing HR systems, to collect real-time candidate feedback during the recruitment process. With their technical help, JTI captured accurate feedback from candidates while allowing them to reach out directly to follow up on provided feedback and improve the process where needed. 

Download the Case Study to discover how:  

• They set up a digital survey on their career page and Applicant Tracking Software (ATS) system for candidates who applied at JTI. 
• JTI verified the impact of the candidate’s journey at all stages and found trends that enabled them to understand the behaviour of their applicants. 
• JTI implemented a new initiative to track and benchmark their candidate’s application process against other companies to optimise their process. 

T-shaped Skills: A Simple Approach with Big Results with Boehringer Ingelheim

How T-shaped skills can bring clarity, alignment, and focus to employees and the employee journey. 

By Jonas van Wees, HR Auditor, Top Employers Institute 

Like many other companies, Boehringer Ingelheim, a certified Top Employer, had to expedite operational changes during the COVID-19 pandemic to meet customer needs while adhering to safety recommendations like social distancing. Face-to-face meetings were the norm in the pharmaceutical industry, making Boehringer Ingelheim’s transition to remote meetings a significant adjustment. However, maintaining the highest level of service remained a top priority. “As a business we sat down and asked how can we support our customers and patients in the best way possible? That is when we really sped up the T-shape initiative,” Helen Doeswijk-Lindley, People Growth Manager for Boehringer Ingelheim, explained.  

Helen and I discussed how a T-shaped approach enhanced company operations and benefited employees as part of our conversation during the 2022 Top Employers Institute Best Practices Week. In this article, I want to share the wealth of insights we discussed, highlighting how this approach not only enhanced overall efficiency but also empowered employees to recognise and voice their needs effectively. 

What is a T-shaped Approach?  

The T-shape is a symbol that illustrates an individual’s strengths. The vertical line represents expertise and knowledge in a specific field, while the horizontal line represents cross-discipline competencies and the ability to collaborate effectively with professionals from various industries or roles. Helen simplified this concept, stating for employees, “The T-shape allows you to understand what general skills you need, the horizontal line, and what you need to be an expert in, the vertical line.”  

Boehringer Ingelheim began implementing T-shaped job descriptions with the customer-facing teams. Helen explained that the first step was for everyone to individually consider the skills and competencies required for a specific role. After comparing notes, they compiled a list of thirty-four competencies. Helen described what happened next to narrow down the list, “We really got crisp. What are we asking our team to do? Where does responsibility start with one team member or one job role and where does it end? We really defined the skills for each role.” They arrived at a final set of fourteen competencies, nine general skills and five unique skills, that everyone agreed fit the respective role. 

Their process of individual and team workshops was used throughout the organisation to define roles using the T-shaped approach and followed these general steps:  

• Employees individually consider the required skills and competencies for specific roles, 
• Teams gather and discuss the skills and competencies each person identified, and 
• Teams collaboratively narrow down the identified skills and competencies to one list.  

Helen shared that they were pleasantly surprised by this approach’s far-reaching impacts, “What actually came out of those workshops is that we could take the T-shape and really start looking holistically at what we were offering to our employees – all the way from providing a clear job description to assisting with career progression planning to helping us recruit talent.”  

Benefits of the T-shaped Approach 

The T-shaped approach offers numerous benefits to both employees and the company. Employees are better able to engage in self-reflection with a T-shaped job description. They can evaluate their competencies and have meaningful conversations with their managers about growth opportunities. Helen elaborated on this benefit, “I can say from [the] feedback I’ve received that the T-shape has given employees clarity. It’s also given them a voice to express where they need support to do their job effectively, whether that’s from an educational standpoint or from a process standpoint.”  

Furthermore, the T-shape creates a shared understanding of skills and competencies across the company. Helen explained how this clarity led to the restructuring of various roles, “We actually started to change key processes. We didn’t want certain roles to have to do certain things anymore because it was slowing them down.” To support these changes, Helen developed skills-based training tailored for the newly defined roles, which enhanced operations and better-equipped employees for career advancement.   

A T-shaped skills approach is a powerful tool for self-reflection. As our conversation concluded, Helen challenged the audience, “Create a T-shape for your role. Review your job description and ask yourself: Is my role the same today as when I started in terms of the required skills? What is needed for the future? The T-shape is a straightforward way to look at your general skills and expertise and identify opportunities for growth.”  

Whether utilised by individuals or organisations, investing in T-shaped skills brings clarity and focus to future development. This approach enhances efficiency and facilitates meaningful discussions, ultimately driving progress.  

Inspiring HR Practices from Asia-Pacific’s Top Employers

Are you ready to unlock a world of innovative HR practices and transformative ideas? Look no further! We are thrilled to present our ebook, "Inspiring HR Practices from Asia-Pacific's Top Employers," 

In this comprehensive resource, we have curated insights and best practice examples from a select group of our esteemed Top Employers in APAC. These organisations have not only raised the global standard of HR excellence but also set the benchmark for others to follow. 

Download the ebook now to uncover valuable insights. Here are some highlights from the ebook:

• Diversity, equity, and inclusion – Discover how Avanade partnered with the Autism Resource Centre (ARC) Singapore to train adults on the autism spectrum with digital skills and provide them with full-time technical roles. Learn how this initiative contributes to large-scale digital transformation projects at organisations in Singapore. 
• People strategy – Explore Boehringer Ingelheim’s cultural framework called FOCUS, which defines their purpose and serves as a guide for their day-to-day work. Gain insights into how this framework supports their business objectives and is interwoven throughout the entire organisation. 
• Employer branding – Learn about PUMA’s commitment to creating a premier workplace by developing a set of Employer Values that align with the actual employee experience. Discover how these values contribute to PUMA’s mission of becoming the fastest sports brand in the world. 
• Purpose & values – Dive into DHL Express’ annual Employee Opinion Survey (EOS), which allows employees to voice their opinions, share feedback, and help shape the DHL culture. Understand how this survey helps create an inclusive and comfortable working environment while also identifying areas for improvement. 
• Talent acquisition – Explore MCC Singapore’s strategic talent acquisition approach, which focuses on attracting and developing competent leaders, executives, and specialists in alignment with their organisation’s sustainability goals. Discover how this approach ensures a strong leadership and talent pipeline. 
• Onboarding – Learn about Saint-Gobain Sekurit’s New Hire Orientation programme, designed to help new employees adapt to their roles effectively. Discover the three-phase programme that ensures new hires are ready for the company, its culture, and their specific job requirements. 
• Organisation & change – Explore Sampoerna’s adoption of a Leadership Model and the Three Hands philosophy, which empower individuals’ growth and support internal transformation. Learn how these approaches create an inclusive working environment and drive high performance. 
• Learning & Development – Delve into the TCS’s innovative continuous learning culture, designed to empower employees to drive their own career development. Explore the diverse ecosystem featuring various learning formats, democratizing skills and talent, which ensures individuals are not just ready for roles, but are future-ready for evolving careers.  
• Rewards & Recognition – Discover SAP’s internal Compensation Assistant Tool launched in April 2022, allowing employees in India to view their pay-range. This initiative has significantly boosted employee engagement and trust, clarified compensation paths, dispelled misperceptions about rewards, and reinforced the fairness and equity of decision-making processes within SAP

These are just a few examples of the invaluable insights you will find in the ebook. Download your copy today to unlock a world of innovative HR practices and transformative ideas that will help you excel in the dynamic field of human resources. 

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:

1. 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.
2. 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.
3. 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.
4. 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

1. 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.
2. 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.
3. 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.

Read More: Winning the Battles for Talent

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:

1. 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.
2. 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.
3. 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.
4. 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!

Personalisation in 2023: How the Employee Experience Will Be Impacted by Increasing Personalisation at Work across Asia-Pacific



 “What we realised is that we can’t design a programme without involving our employees. All of our organisations’ initiatives are crafted in partnership with our employees,” said Rashmi Raghuraja, Senior HR Consultant at SAP India, during one of our Top Employers Inspire sessions.

This partnership with employees in crafting employee experiences is synonymous with achieving a more personalised approach. This particular trend of involving employee groups in the design of the organisation and work can be seen in 87.6% of Top Employers in the Asia-Pacific region. In 2023, companies of all sizes are actively competing to not only attract and retain top talent but also to cultivate a work culture that empowers employees to unleash their full potential, and this is synonymous with the emphasis on involving employees in shaping their experiences.

Recognising that employees are the heart of any successful company, businesses are embracing a collaborative approach to work. The inclusion of employees in shaping various initiatives not only boosts engagement but also results in a more compelling and meaningful work environment. While competitive salaries and benefits remain fundamental, the emphasis is now on fostering a culture of co-creation, where employees feel valued and have a sense of ownership in the organisation’s progress. This paradigm shift marks a critical evolution in the way companies view their workforce, placing employee well-being and fulfilment at the core of their strategies.

A Paradigm Shift in the Post-Pandemic Workplace

In the post-pandemic world, a period of reflection has allowed employees to identify what truly matters to them. In response, employers have been compelled to become increasingly innovative in their efforts to attract, develop, and retain their top talent. As the employee experience takes centre stage as a critical differentiator, personalisation emerges as the key to its success.

Notably, one of the most significant trends in the APAC region is the substantial growth in employee involvement in engagement action plans, rising to an impressive 84% compared to 75% in the previous year (2022). This means that employees are actively participating in the development of action plans through engagement in employee focus groups and sounding boards. Moreover, they are regularly consulted to ensure alignment on progress and ensure the plans’ effectiveness and relevance to their needs and aspirations.

This trend underlines the growing importance of involving employees insights in decision-making processes. In doing so, organisations in the APAC region are striving to create a work environment that truly resonates with and supports their valued employees.

Personalising the employee experience means understanding and catering to the unique needs, preferences, and aspirations of each employee. It involves tailoring well-being, training and development opportunities, work environment, and work-life balance to suit the individual. As observed in the World of Work Trends Report 2023, personalisation has become a necessity for organisations that want to create a productive workforce. And the role of digital and technology cannot be understated as it uses intuitive tech to personalise the experience. Our research among Top Employers worldwide shows that the Asia Pacific is leading the way in digital personalisation, with significantly wider implementation of practices, compared to the rest of the world.

What are the benefits of emphasising personalisation at work?

The personalisation of consumer needs has been a challenge for organisations for some years, and now employees expect to be treated as “internal” customers. The rise of individual employee needs will have much further to run in 2023 – what has been until now been “people-centric” will become “person-centric”. As such, organisations have been able to see a positive relationship between this personalisation and their employees ‘ experience of work.

We’ve seen a couple of examples of some of our Top Employers in Asia using personalisation to great effect in the workplace:

• Global and Regional Asia-Pacific Top Employer Tata Consultancy Services (TCS), for example, created a platform called Xcelerate – a career guidance management platform that generates a personalised learning path based on an employee’s current skill sets and desired career trajectory. The platform provides career insights, including learning paths of employees in desired roles, competency gap analysis, and engagement indexes.
• SABIC, certified as a regional APAC Top Employer, uses a platform called Percipio that uses AI to personalise the learning experience of employees, as well as improve the individuals’ efficiency and effectiveness of the learning process.

Top Employers are not personalising employee experience just for the sake of it. Personalising the employee experience offers a diverse array of benefits that span various aspects of the organisation:

• Personalisation helps organisations create a positive work culture. By prioritising the unique needs of each individual employee, organisations foster a culture of belonging and inclusivity. Organisations that personalise their employees ‘ well-being and communication efforts will be able to see a noticeable improvement in their overall company culture. That is because employees who feel seen and appreciated are more likely to stay with the organisation and refer others to join. This can help reduce turnover and recruitment costs while also improving the quality of candidates. Employee involvement plays a pivotal role in personalisation, as the more involved an employee is, the more personalisation can be tailored to certain programs. There has been a noticeable trend among Top Employers in the APAC region, who have 72% of employees involved in designing well-being initiatives, as opposed to 58% in 2022. This trend reflects the growing emphasis on personalisation in the workplace, as organisations recognise its positive impact on employee satisfaction, wellness, and retention.

• Another benefit of personalisation is increased employee engagemen This is especially important as many organisations struggle to keep engagement rates high as they find new ways of working after the upheaval of the COVID-19 global pandemic. Prioritising employee experience is relevant for all companies because when employees feel seen, heard, and valued, they are more likely to be invested in their work and the organisation. Engaged employees are also more likely to be motivated, productive, and willing to go above and beyond for the company. This can lead to higher quality work, increased attraction of new employees, and increased retention of talented employees for prolonged periods.
• However, it’s concerning that less than 50% of Top Employers in the Asia-Pacific have an employee listening strategy in place, despite its crucial role in fostering a culture of openness, trust, and employee empowerment. Implementing an effective employee listening strategy is essential for organisations to understand their employees’ needs, concerns, and aspirations, enabling them to make informed decisions, boost engagement, and drive long-term success.
• Another benefit of personalisation is improved performance management. Personalised feedback and coaching can help employees identify areas for growth and development, leading to improved job satisfaction and career growth. By personalising training and development opportunities, organisations can also help employees acquire the skills they need to succeed in their roles, leading to improved job performance. This is seen as an important factor for Top Employers in Asia, where 83% of Top Employers’ performance management approach allows for variation in philosophy, process, and timing to cater to the needs of different target audiences and/or business needs – recognising the need for personalisation of performance management.
• Lastly, another benefit of personalisation is an improved sense of autonomy for the employee. Personalising an employee’s ability to choose where they work from, whether that is fully from home, always in the office, or hybrid, allows employees to feel that their organisations trust them to do their best work. That feeling of trust is important as it allows employees to feel as though they are not only a part of a company but rather that they are a trusted member of the organisation. Additionally, allowing employees to personalise their work schedule gives employees a chance to work when they are at their best rather than the traditional 9-5.

What makes for a great personalised experience for employees?

When it comes to increasing personalisation at work, we can see that certified Top Employers are leading the pack. If we look at how Top Employers personalise the employee experience, the answer is clear. They embrace conversations with employees and allow them to choose and shape their experiences. Personalisation is used most prominently in the evolution of flexible working practices, including remote and hybrid working, in Top Employers’ offerings in well-being, compensation & benefits initiatives. And in the development processes, especially careers, onboarding, and leadership development.

The growing availability of a highly digital employee experience creates the opportunity for a far greater degree of personalisation. This personalisation does not need to start from when the employee is hired, but for many organisations, it can incorporate personalisation from the talent attraction stage.

Winning the Battles for Talent

How technology and digital tools can assist in personalising the employee experience

The widespread use of technology is being put at the service of employees, with the data it provides used to act and improve each employee’s experience. IT systems used by organisations must be designed around the needs of employees if it is to contribute positively to their experience. In 2023, 89% of Top Employers in Asia Pacific conduct regular assessments of HR technology (compared to 83% globally), and 83% of Top Employers in APAC are personalising their HR technology (compared to 78% globally). There should be regular assessments of HR technology to make sure that any features that remain unused or do not contribute to the user experience are removed, with employees given the power to self-manage, control, and edit their environment based on their preferences.

Technology is being leveraged to collect and analyse data, enabling organisations to act and enhance each employee’s journey. Top Employer SABIC exemplifies this by utilising AI to create personalised HR technology experiences. To learn more about how SABIC uses AI to optimise employee experiences, check out the dedicated article on this topic.

While technology and digital HR are key drivers of personalisation, neither of them provides a guarantee of a great personalised employee experience. Organisations and their leaders, along with individual employees, will still need to define a clear vision for the role of digital HR for the whole organisation. We can already see this for certified Top Employers as 78% of them have a vision of the role of digital HR in the overall employee experience.

When the vision and direction are clear, the hard work on the employee experience begins. Organisations will need to go through the employee’s entire journey map, from the latter’s perspective. In 2023, we will see a commitment to detailed employee journey mapping in order to leverage the employee experience.

Employee journey mapping is a valuable tool for continuous improvement. It highlights all the touchpoints and experiences an employee will go through, designed from their subjective experience, alongside the information the organisation collects from various channels. The aim is to trigger a process of continuous improvement at every stage and across an employee’s digital and non-digital experience.

How Top Employers around the world are prioritising digital personalisation

Our research among certified Top Employers worldwide shows that the Asia Pacific and Middle East regions are leading the way in digital personalisation, with significantly wider implementation of practices, compared to the rest of the world. This fits with other more widely available data showing an accelerated investment in digitalisation when compared globally.

There have been two factors at work here. Firstly, in the drive to mitigate the adverse impacts of the pandemic, many businesses adopted digital technologies rapidly, effectively creating a digital “Big Bang”. Secondly, for a young and tech-savvy workforce, the expectation of a flexible and personalised digital experience has become a priority for their everyday employee experience.

Final Thoughts

Personalising the employee experience will be crucial for organisations worldwide in 2023. It helps create a happy and engaged workforce, a positive work culture, and improved performance management. Organisations that invest in personalisation will have a better chance of attracting and retaining top talent, driving innovation, and achieving long-term success. In 2023, the Asia-Pacific region will witness a surge in personalising the employee experience, with certified Top Employers leading the way in embracing collaborative approaches and involving employees in shaping initiatives. Leveraging digital technologies, such as AI-driven solutions, companies like Tata Consultancy Services and SABIC are tailoring learning paths and optimising HR technology to cater to individual needs.

This employee-centric approach yields benefits like a positive work culture, increased engagement, improved performance management, and a sense of autonomy. To succeed in this transformative era, organisations must define a clear vision for digital HR’s role and focus on detailed employee journey mapping for continuous improvement.

Find out today what it means to become an employer of choice!

Prioritising Skilling and Upskilling Young People on World Youth Skills Day

By: Sinakho Dhlamini, HR Content Specialist, Top Employers Institute 

Our current work landscape is changing more than ever with technological advancements, labour market shifts and more – the world of work has never been a more complex place to enter. A recent study by McKinsey showed that 90% of employers will require significantly different skill sets in 2030 than before. And while young people are more able to access information from across the internet and the world, the skills gap has never been wider. 

World Youth Skills Day was initiated by the United Nations in 2014 when they saw a growing need to support young people to be prepared for a world of work as they grow into a changing employment landscape. By doing this work, enlightened organisations will be able to positively impact the youth of today and the youth that are still to come. 

In this article, we will explore what organisations can do to support young people as they prepare to enter the world of work? And how can they show their commitment to skilling the youth of the future, and what are Top Employers doing? 

World Youth Skills Day and Positive Impact  

One of the trends we identified in the World of Work Trends Report 2023 was that organisations were finally making a clear commitment to ‘positive impact’ as it became the -new North Star for everything that enlightened businesses to do in 2023. In the report, which is available for download now, we broke down this trend into three parts: 

1. A “a ‘lived” purpose works best when it comes straight from the heart of all those who work there – and remains a constant in their everyday decisions. 
2. Secondly, the purpose of any organisation can only ever be as good as the views it allows itself to hear. So enlightened attitudes to diversity and inclusion are not only imperative for the positive impact and momentum they create in all organisations. 
3. Finally, sustainability is critical in how an organisation ensures its continuity through a positive broader impact and in how it behaves as a good employer. 

On World Youth Skills Day, we can see how this trend aligns with the importance of businesses in skilling today’s youth, especially as the barrier to entry for work only gets more difficult for young people. 

The UN encourages us to unite in recognising the potential of young people as catalysts for change by committing to providing them with the skills needed to build a sustainable and prosperous future for all as we celebrate this World Youth Skills Day and for organisations, it is vital to understand the role that they can play in creating this future. 

How Organisations Can Work to Skill Young People 

While many organisations have begun committing themselves to creating a better world, many still need to learn precisely what they can do to have the positive impact they would like. Still, large and small businesses have the unique opportunity to contribute to improving the workspace for young people. Some of the ways that they can do that include: 

• Establishing training programmes, like boot camps or in-school programmes. 
• Partnering with charities and other organisations that are committed to educating young people. 
• Forming Coaching, training and mentor programmes aimed at young people who have yet to enter the workforce. 
• Establishing apprenticeship programmes. 
• Funding scholarships at universities and schools. 
• Create project-based learning opportunities and programmes for young people. 

UST’s Partnership with Tech She Can 

During Top Employers Inspire 2023, UST recently shared details of their partnership with Tech She Can. Tech She Can is a charity committed to changing the ratio of women in technology; they do this by providing free resources to help inspire young women to study technology subjects and inevitably choose a career in a technology field. While they focus on young women, they also work with all kinds of young people to feel inspired to choose a tech career. They do this by connecting them to relatable role models working in the jobs they may consider for themselves. 

Certified Top Employer, UST, has partnered with Tech She Can as they want to play a role in having more representation for young women in tech. During UST’s session in Top Employers Inspire, Seena Mohan noted that ‘It is important to inspire women and girls to get into tech careers so they can become equals in creating and developing new technology businesses to shape our future.’ 

Final Thoughts 

On this year’s World Youth Skills Day, we encourage businesses to commit proactively to skilling the youth of today and the young who will follow them. They need to do this by addressing their challenges and supporting or creating programmes and initiatives that seek to upskill young people for the changing world of work. Whether through their own initiative or if organisations need to leave a positive impact on the world beyond their offices’ walls. 

Businesses prioritising improving the world will see wins for themselves and their community. We can shape a better future together and create a future that doesn’t leave anyone behind. Find out to day what it means to be an employer of choice! 

Best Practice | How NTT DATA Colombia are Reassessing the Employee Value Proposition

By: Top Employers Institute 

NTT DATA Colombia has created a human-centric value proposition explaining what working at the organisation is like. Advocated by a clear Employee Value Proposition (EVP) that employees and potential candidates can understand the working experience and company brand. The EVP includes their corporate values and the company’s purpose and reflects professional benefits from the development model and personal benefits for the employees and their primary team. 

Read More: Purpose and Employee Experience Take Center Stage at the APAC Top Employers 2023 Certification Celebration in Singapore 

This is just a snapshot of NTT Colombia’s innovative best practice; you can find the entire practice on 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 or learn more about it here!  

Why was the practice needed?  

NTT DATA Colombia carried out an exercise to redefine its value proposition during the Covid-19 pandemic as it understood that employees deserved personalised and agile solutions. The organisation realised the market, habits, expectations, and lives of their current and prospective employees had changed. The company needed to better reflect their value to everyone encountering their organisation.  

For NTT DATA Colombia, this EVP helped define and communicate their framework of action, corporate culture, and values, plus delivered on their company purpose and leadership principles. They wanted to guarantee consistency between what they did and what they said.  

How the practice was implemented  

Through exercises such as focus groups, surveys, workshops and social listening, NTT DATA Colombia redefined their value proposition by finding convergent points based on their employees’ needs and personal purposes. The company then generated offers personalised according to the multiple archetypes they found.  

Some highlights of the new EVP:  

• One of the challenges was maintaining their employees’ closeness, contact and trust during the pandemic.  
• Perception studies, surveys, focus groups and social listening were used.  

Results  

• A new EVP adjusted to the needs of the employee and the market, which is flexible, personalised and diverse.  
• There has been a 23% increase in their staff, and the EVP has also helped develop both new talent and existing employees.  

Read More: Winning the Battle for Talent  

In 2023 we published the World of Work Trends Report 2023, which identified how the employee experience would become more personalised. In the post-pandemic world, employees have had a chance to reflect on what truly matters to them. And their employers have had to become increasingly inventive to get, grow and keep their very best people. 

Only businesses that work hard to provide a genuine and heartfelt commitment to a personalised experience will generate the emotional reaction necessary to create a high-performance culture, align purpose, vision and values and develop new leadership capabilities. 

Learn more about the impact of this personalisation by downloading the World of Work Trends 2021 Report now for free.  

Unleashing The Power of Employee Networks: Insights from Tata Consultancy Services UK & Ireland

By Claire Matthews, Global Account Manager, Top Employers Institute 

As part of the 2022 Top Employers Institute’s Best Practices Week, I had the privilege of discussing employee networks with Anshoo Kapoor, Head Recruiter, and Ieva Jankelaityte, Diversity, Equity & Inclusion Lead at Tata Consultancy Services UK & Ireland (TCS), a certified Top Employer.  

Recognising the often untapped potential of employee networks, TCS made a strategic decision to establish formal networks. The goal was to facilitate connections between employees and leverage the collective resources of these groups. By nurturing existing relationships, TCS aimed to harness their positive influence within the company, the community, and the lives of the individuals involved.  

Read More: Key Takeaways Top Employers Inspire 2023 

Here are some of the key insights shared during our engaging conversation.  

The Power of Employee Networks 

We started by discussing TCS’s motivation to bring all the employee networks under one umbrella and create the Networks of Networks. Anshoo explained, “Employee networks are nothing new. We all have them. What we’re really trying to do is create exponential value.” She explained that by formally bringing employee networks together they could learn from each other, pool resources, and have a significant collective impact on the company.  

At TCS, each network has defined roles to provide structure: a business sponsor, network chair, and council members. The business sponsor offers strategic guidance and advocates for the network’s initiatives. Network chairs oversee the agenda, often driven by their passion for a specific cause. These positions rotate every couple of years to help foster fresh perspectives and broaden participation. The council serves as a crucial bridge, bringing together business and employee networks. Each business unit nominates a senior leader to join the council, enabling seamless communication between the networks and various company departments. 

Collaboration between the networks and the company at large extends beyond the council. “Two-way communication is very important with employee networks,” Ieva explained, “For our decision-making process – whether it’s policies or practices – we come to our employee networks and ask for their feedback. Sometimes the networks even approach us asking if certain practices can be reviewed.” This approach ensures that TCS benefits from the valuable insights and perspectives of its employee networks, cultivating a culture of continuous improvement.  

Read More: Best Practice | Count Me In: Diversity & Inclusion at Mitie 

Building Bridges for Inclusion 

Employee networks are employee-driven, and participation is voluntary. As the programme has grown, they have discovered alignment between the networks’ goals and those of the company. Ieva described this shared mission: “With the help of our employee networks, we are trying to empower our network members to use their influence for inclusion without exception because that is essentially what we are striving for. We want to create an environment where everyone can thrive and be their full authentic selves.”  

In collaboration with employees, eleven distinct networks were established, each addressing specific areas of diversity and inclusion. The networks are: 

• The Hive Gender Diversity, 
• QOLORS – LGBTQ+ & Allies, 
• Enable, 
• Culture Ambassadors, 
• Workplace Parents, 
• TCS Minds & Mental Health First Aiders, 
• Learning Influencers, SME & Faculty Network, 
• Maitree & Community Champions, 
• UNO Parenting Club, 
• BRIDGE, & 
• Arise. 

They are bringing all these groups under the unified banner of the Networks of Networks to foster allyship. Additionally, by centralising these networks, new joiners gain valuable insights into the level and nature of engagement within each group. Moreover, individuals who identify with multiple employee networks can remain connected to all groups even if they lack the time to participate in more than one.  

Read More: Showcasing the Best in People Practices from Top Employers 

Realising Untapped Potential 

TCS greatly emphasises on cultivating a diverse workforce encompassing various backgrounds and life experiences. The recruitment process is the foundation of an individual’s relationship with the company; therefore, ensuring inclusivity from the very beginning is crucial. Anshoo elaborates, “I can say we have been on our toes trying to get the best people in. There are a lot of untapped talent pools, and the employee networks are a great reminder to ensure we are inclusive, making reasonable adjustments to ensure people of different backgrounds can come into the workforce and have the opportunity to blossom and grow.”  

Employee networks serve as a critical asset in promoting diversity and helping employees feel valued and accepted. In addition to tapping into employee networks, TCS recognises the significance of considering key people segments during recruitment. Each position is carefully evaluated with these segments in mind to ensure that potential candidates from these groups are given equal consideration. The people segments TCS identified are:  

• Gender diversity,  
• LGBTQ+ 
• Culture, race, & ethnicity,  
• Veterans
• Disability, neurodiversity, & mental health, & 
• Generations/age diversity.  

Through establishing the Network of Networks, TCS has successfully strengthened its commitment to creating a diverse and inclusive environment. This initiative has not only contributed to the company’s mission but has also significantly enhanced employee satisfaction. A recent survey among network participants revealed that an overwhelming 95% of respondents acknowledged the employee network’s positive impact on their professional success.  

Read More: Making an Impact: GroupM’s DEI Sponsorship Programme 

Empowering Individual’s Growth & Transformation



In the rapidly evolving landscape of education and professional development, traditional learning methods, jargon, and frameworks are giving way to a new era of sophisticated and personalised learning fueled by cutting-edge technology. This seismic shift has ushered in an unprecedented level of personalisation in the learning experiences of individuals, particularly in the corporate world. Employees now expect to be treated as “internal” customers, and employers are increasingly prioritising a “person-centric” approach that profoundly impacts the way learning is delivered and experienced. 

In a recent LinkedIn Live Event, Dwen Hwee, HR Head, Singapore and Korea at Tata Consultancy Services and Billy Elliott, Regional Director for APAC at Top Employers Institute, discussed an outstanding best practice of how they make learning available to anyone to learn anytime, anywhere, using any content or any device. 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.   

TCS’s Culture of Learning and Democratizing Skills 

TCS, a renowned global leader in IT services and consulting, has fostered a culture of learning by creating a comprehensive learning ecosystem. This ecosystem encourages employees to take charge of their careers and focuses on people, purpose, and the democratisation of talent and skills within the organisation. TCS offers a range of learning formats, including self-paced learning, virtual classes, game-based learning, and more, supported by partnerships with external training providers. 

Building a Robust Learning Ecosystem: Addressing Digital Demands and Driving Business Success 

TCS recognised the need to develop a comprehensive learning ecosystem to address the evolving demands of digital technology and ensure the continuous growth and development of its employees. Several factors contributed to the development of this learning ecosystem, including: 

• The need to have Talent Fungibility as a strategic value 
• Learning as a driver of business success 
• The need for the organisation and employees to have relevant skills  
• The Digital Transformation Wave and remain innovative 

To build a learning culture within TCS, which translates to purpose-led talent development, they developed it across five pillars:  

1. Providing training opportunities – Linking learning with career and rewards 

1. Being a partner function – Fueling business growth by being a part of business strategy & operations 

1. Onboarding more training partners – Creating innovative & seamless learning ecosystems 

1. Provisioning learning content – Building agility and hunger to learn and unlearn 

1. Conducting technology or leadership programs – Nurturing growth & transformation mindset while focusing on cost & efficiency 

TCS has developed various initiatives to support these pillars:   

• Talent Development Digital Ecosystem – TCS developed a talent development digital ecosystem anchored in their HR and resourcing teams. They engage, retain, and develop employees across the globe, aligning closely with the business to support its growth. The ecosystem includes the iEvolve learning and competency management system, which offers a diverse range of learning formats and proficiency levels. The iEvolve system serves as a one-stop-shop for employees to access training and certification records, whether internal or external. Various learning formats are on the platform, including in-person workshops, hackathons, self-learning and Gamification. As an example, under the digital ecosystem, TCS uses a virtual iQclass, where employees can learn from other employees overseas in a live session. The digital learning ecosystem enables TCS’s 5As of learning – which is for Anyone to learn Anytime, Anywhere, using Any content delivered on Any device.  
• The T-Factor – using an in-house built Algorithm using AI, provides a measure of relevant skills for all TCS employees. TCS employs a unique approach called the T-factor to cater to employees at different experience levels. This approach encourages employees to develop expertise in multiple digital technology skills while also excelling in one or a few specific areas. The T-factor was introduced to anticipate the increasing demand for digital technology skills, and it ensures that employees are prepared and trained to apply these skills in real business contexts and support customers in transforming their businesses.  

• Xcelerate  – This is TCS’s career guidance management platform designed to help employees navigate their career paths. Through Xcelerate, employees can log in and input their desired roles, preferred technologies, and a timeframe for progression. The platform then generates a personalised learning path based on the employee’s current skill sets and desired career trajectory. Xcelerate also offers interactive features such as 360-degree feedback, where colleagues and supervisors provide comments and feedback, fostering holistic development in both technical and soft skills. Employees can participate as mentors or choose mentors from a registered list. The platform provides career insights, including learning paths of employees in desired roles, competency gap analysis, and engagement indexes. Xcelerate seamlessly integrates with TCS Elevate, a talent framework comprising three pillars: Junior Talent, Mid-level Talent, and Emerging Leader and Senior Leadership paths. 

Driving Career Advancement: Transformative Benefits of TCS’s Learning Ecosystem 

Over 170 000 employees across TCS have been placed in projects across the business, which will help them reach the roles they desire in future. At TCS, their learning ecosystem results in numerous benefits for our employees. They gain a wide range of digital technology skills while specialising in specific areas, positioning themselves for career advancement. Through personalised learning paths and continuous access to training programs, they engage in ongoing learning, ensuring their skills remain relevant. Our interactive platforms, like Xcelerate, provide holistic development opportunities through 360-degree feedback and mentorship, nurturing well-rounded professionals. By actively participating in shaping their learning journeys, employees experience increased engagement, ownership, and motivation. 

Our HR priorities are all about accelerating the impact of our talent



What are your key HR priorities for 2023 and why?

Our HR priorities revolve around maximizing the potential of our talent and fostering a culture of high performance by focusing on:

• Driving our cultural transformation through a leader development & culture program “Engage – Shape – Perform”
• Empowering and supporting all our people to take ownership of their careers, enabling them to reach their full potential
• Shaping a caring environment, in which wellbeing & employee experience at scale is key
• Implementing future ways of working (digital – data analytics – virtual assistant & automation)
• Embedding Diversity, Equity and inclusion further into everything we do

Which trends do you think will be central in the world of HR in 2023 and beyond?

Important trends in HR that we are taking into account in our strategies are the:

• Move from intuition & bias to evidence based working through data analytics
• Switch from job based to skill based working
• Hybrid working and new office concepts
• Focus on selfcare – more focus on preventive action over curative

How has being a Top Employer helped your employer brand?

The Top Employer certification helps to benchmark our company against other top employers and provides useful insights into areas we can still develop or innovate further.  It is of course also an important employer branding tool, which can differentiate us from competitors.  Many candidates are very well aware of it, and as the labour market is candidate driven, it is really supportive for our brand and for attracting the right candidates.

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. 

Key Takeaways: Embedding Systemic Inclusion with Tata Consultancy Services

Virtual Fireside Chat with Preeti D’Mello, Tata Consultancy Services, and Adrian Seligman, Top Employers Institute. 

There is no diversity without inclusion. 

Inclusion is now an integral part of any organisation’s diversity offerings. Leading organisations, like certified Top Employer Tata Consultancy Services, are integrating it into their overall business strategy. Creating an inclusive workplace culture differs from simply creating a diverse company culture. An inclusive work culture allows employees to feel included irrespective of who they are or how they identify themselves. 

In this webinar, Preeti D’Mello, Global Head of Diversity, Equity & Inclusion & LeaD Academy at TCS, and Adrian Seligman, Executive Board Member at Top Employers Institute, spoke about how to adopt a holistic and systematic view of diversity, inclusion, equity and belonging to create, nurture and sustain an inclusive culture. 

Throughout the session, they touched on how organisations, and their HR leaders, can build their capacity for emotional intelligence, embodied self-awareness, compassion and sensitivity. While also touching on how individuals can demonstrate personal impact and accountability through good actions for themselves and others. 

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. 

TCS is a large multinational organisation with around 600 000 employees; Adrian and Preeti began their conversation about inclusion by exploring how TCS sees its employees as individuals. Following that, Preeti expanded on the question by sharing some best practices from TCS:

• While the company is large, TCS manage to keep their everyday operating teams small. It allows them to operate similarly to a country with states, counties and townships. In simpler terms, they manage to organise their large employee numbers into smaller groups to keep it manageable. It also allows each group to interact within and outside of their group. 
• At TCS, they also maintain a company culture of open communication where feedback is not only encouraged but also helps to facilitate collaboration. They provide space for teams to voice their opinions openly without fear. While this is difficult, they ensure their company structure supports this culture. 
• They also know that they must keep evolving to maintain their inclusive culture. 

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How TCS’s DE&I strategy fits into their talent attraction strategy.

• When hiring and advertising open positions, they ensure clear messaging around the diverse identity groups they have in their organisations. TCS also partner with organisations that promote certain identity groups to ensure that they get the best candidates and a diverse range of candidates. 
• They use word of mouth to help find new employees as they value the opinions of their current employees and want to find new employees who will be a neat cultural fit in the organisation. They also look at the internal dynamics of their current employees to help inform recent hiring decisions.
• At TCS, they make sure that their DE&I strategy is communicated internally and externally so that you are aware of the organisation’s strategic objectives, whether you are new or old to the company. 

How TCS help, their leaders succeed in creating a culture of belonging across the organisation. 

• There is a mandate for inclusion and belonging that is now a mandate for business results. They did this when they understood that there was a clear relationship between doing the right thing and improved business results. It first began to gain momentum in the United States and then became a worldwide phenomenon. 
• They ensure that their organisation has a precise value alignment with those who work in and outside the company. It is a part of their big message that while business is about products and solutions, it is also about the quality of people a business works with. 
• To engage with their leaders, TCS started by showing them some of the positives of working within an inclusive organisation. 
• They encourage open and honest conversations with their leaders and employees to share the positives of working in a diverse and inclusive environment. 
• They foster learning about conscious and unconscious bias throughout the organisation.

The fundamental shift in their culture has come from the organisation realising that they will need to step outside of themselves and critically look at what they are doing and how they can improve that. It’s about making small steps every day to improve their culture. 

Learn more about how TCS makes their DE&I strategy work by watching the full Virtual Fireside Chat now. Fill in the form now and get your link to the session.