Best Practice | Accenture Accentuates the Employee Experience

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

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

Why the practice was needed

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

How the practice was implemented

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

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

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

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

Results of the practice

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

3 Employee Insights Your Organisation Needs to Succeed

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

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

What are employee insights?

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

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

How employee insights benefit and support organisations

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

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

 3 employee insights your organisation needs to know

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

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

5 ways to gain employee insights

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

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

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

Employee insights: final thoughts on their value 

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

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

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

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



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

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

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

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

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

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

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

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

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

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

Meet the New Top Employers

Earlier this year, Top Employers Institute proudly announced that over 2 300 Top Employers had received the Top Employers Certification in 2024. Those Top Employers were recognised across 121 countries and regions.  

In June, we are excited to share that 58 new Regional Top Employers and one European Top Employer joined our global community of organisations committed to excellence in people practices. This recognition underscores these organisations‘ commitment to fostering outstanding HR strategies and people practices globally. 

As the global authority in recognising excellence in people practices, the Top Employers Institute Certification Programme is an extensive process involving an independently audited and fact-based HR Best Practices Survey and validation to ensure truthful answers. The survey covers six domains and 20 subtopics:   

In 2023 and 2024, organisations and leaders had much to consider, with many things in flux. David Plink, CEO of Top Employers Institute, observed: “In a world where geopolitical, societal, and macro-economic developments follow each other in rapid succession, the Top Employers 2024 are showing once again that they are a beacon of stability and reliability. Top Employers have shown that despite turbulent times, their focus remains on creating the best workplace possible for their people to thrive.”   

When asked what makes a Top Employer, David Plink shared: “In my 16 years with the company, there are two characteristics that I have observed consistently within the members of the Top Employers community. First, certified Top Employers go above and beyond for their people. They are the embodiment of people focus. Secondly, not a single Top Employer got certified without always striving for more. To learn, to become better and to stay curious at all times. People-focused and a growth mindset. It sounds so simple in summary, but it takes a lot to consistently live up to these principles.” 

See the full list of the newly Certified Top Employers, below: 

Australia 

• Indetix Australia 

Azerbaijan 

• The International Bank of Azerbaijan OJSC 

Brazil 

• AXA Brasil 

• Mondelez Brasil 

China 

• Inditex China 

• Socomec China 

Colombia 

• Ceva Logistics Colombia 

Czech Republic 

• Albert (Ahold Delhaize) 

Denmark 

• WSA Denmark 

Egypt 

• Telecom Egypt 

France 

• Axereal 

• HOLCIM CORPORATE FRANCE 

• Malakoff Humanis 

• Vossloh Cogifer 

• Inditex France 

Germany 

• Atlas Dienstleistung für Vermögensberatung GmbH 

• Bayerische Beamten Lebensversicherung a.G. 

• Deutsche Leasing AG 

• Indetix Germany 

• Plusnet GmbH 

Greece 

• Athenian Brewery SA (Heineken) 

Hungary

• Yettel Hungary

Italy 

• Arag Assicurazioni 

• Cassina 

• Inditex Italy 

• RDS 

• Umbra Group 

South Korea 

• Inditex South Korea 

Mexico 

• Inditex Mexico 

• MANE Mexico 

• MG Motor Mexico 

The Netherlands 

• GrandVision Benelux 

• Inditex Netherlands 

Nigeria 

• GZ Industries Limited 

Portugal 

• Inditex Portugal 

• Zurich Portugal 

Saudi Arabia 

• ALJ Motors 

• Egis Saudi 

Serbia 

• DDOR Novi Sad a.d.o. 

• NLB Komercijalna Banka 

Sierra Leone 

• Orange (SL) Limited 

Slovakia 

• Billa Slovakia 

• Tatra Banka a.s. 

South Africa 

• CEF Group 

• IQ Business 

• Mondi South Africa (Pty) Ltd 

• Shoprite Checkers PTY LTD 

Spain 

• Baleària 

• Clariane Spain 

• Grupo Jorge 

• Grupo Sese Spain 

• Inditex Spain 

• Randstad 

Switzerland 

• Autoneum Management AG 

Turkey 

• Enerjisa Uretim 

United Kingdom 

• Salutem Care & Education 

• Inditex UK 

United States 

• Inditex USA 

3 Trends Changing the Diversity Equity and Inclusion Landscape

In today’s rapidly evolving business landscape, Diversity, Equity, and Inclusion (DEI) principles are more critical than ever. In our World of Work Trend 2024, we discovered a significant shift in the prioritisation of DEI for Top Employers. Despite the challenges of 2023, there was an 18 percentage point increase in the prioritisation of DEI. This means that two in five Top Employers were continuing to prioritise DEI, a trend that underscores the growing importance of DEI in the business landscape.

As HR teams and leaders, you hold a significant role in fostering an environment that embraces these values. Understanding DEI and its benefits can transform your organisation, driving innovation, employee satisfaction, and overall success. Your actions are key to making a difference.

What is DEI?

• Diversity refers to the variety of differences among people in an organisation. These differences include race, ethnicity, gender, age, sexual orientation, disability, and education. Diversity is about recognising, respecting, and valuing the unique attributes that each individual brings to the table.
• Equity is the principle of fairness in processes and outcomes. While equality implies treating everyone equally, equity involves recognising that people have different needs, experiences, and opportunities and adjusting policies and practices accordingly. It ensures that everyone has access to the same opportunities and is not disadvantaged due to systemic barriers.
• Inclusion creates an environment where all individuals feel welcomed, respected, supported, and valued. It goes beyond simply having diverse representation to ensuring that diverse individuals are actively included in all aspects of organisational life and decision-making.

Put in simpler terms, DEI is a set of closely held values by organisations that aim to support and include different groups of individuals, including people of different races, ethnicities, disabilities, gender identification and more. It’s about creating a workplace where everyone feels valued and included.

Benefits of DEI

1. Enhanced Innovation and Creativity: A diverse workforce combines many perspectives, experiences, and problem-solving approaches. This diversity of thought fosters creativity and innovation. Studies have shown that diverse teams are likelier to introduce new ideas and solutions than homogenous teams. By embracing DEI, organisations can unlock the full creative potential of their employees.
2. Improved Employee Performance and Engagement: When employees feel valued and included, their job satisfaction and engagement levels rise. Inclusive workplaces are characterised by higher morale and a sense of belonging, which translate into increased productivity and performance. Employees who believe their organisation is committed to DEI are more likely to be motivated, loyal, and willing to go the extra mile.
3. Greater Talent Attraction and Retention: In an increasingly competitive job market, organisations prioritising DEI have a significant advantage in attracting top talent. Job seekers today, particularly younger generations, place a high value on diversity and inclusion. A commitment to DEI signals that an organisation is forward-thinking and socially responsible, making it an attractive workplace. Additionally, inclusive workplaces tend to have lower turnover rates, saving costs for recruiting and training new employees.
4. Better Decision Making: Diverse teams bring diverse perspectives and experiences, leading to more well-rounded and informed decision-making. When considering various viewpoints, organisations can identify potential pitfalls and opportunities that may have been overlooked.
5. Increased Employee Innovation: An inclusive environment encourages employees to share their ideas and take risks without fear of being marginalised or dismissed. This culture of open communication and respect can lead to a higher rate of innovation and continuous improvement within the organisation.

Trends in DEI

The consideration of diversity will become intersectional and will expand far beyond single demographic segmentations

DEI initially focused on a handful of single demographic segments, such as interventions related to gender or race. While these groupings will remain focus areas, 2024 will see a shift towards a more nuanced approach to DEI. The aspects of employee identities acknowledged and welcomed in the workplace will expand.

Top employers increased their offerings and policies to better support employee needs related to disability, parents and carers, social class, educational background, LGBTQ+, and ageing in 2023. Neurodiversity was measured for the first time in our HR Best Practices Survey. While only 22% currently have specific practices or policies regarding Neurodiversity, 72% expect the importance of Neurodiversity in people’s practices to increase by 2026.

Analytics and metrics will increase in sophistication

One reason why many organisations have focused on race and gender in DEI initiatives is that it is relatively easy to measure. Not all demographics are straightforward to capture. However, we have learned from progress in gender representation that data is critical to improvement.

This information is typically gathered by encouraging respondents to voluntarily and anonymously self-identify regarding belonging to underrepresented groups. Each demographic comes with distinct challenges. For example, in specific geographies, asking employees to share LGBTQ+ identities could result in legal and physical danger.

For others, inconsistency in definitions could muddy the waters. Social class includes considering a person’s social and economic future, shaped by where they start. The parent’s educational and occupational history is sometimes used as a proxy but can also be deceptive. Resolving these obstacles will depend on an organisation’s unique context, with priority always given to employee safety, respect, and the right to define their identities rather than data clarity.

The impact of artificial intelligence on DEI

Artificial Intelligence (AI) development is poised to impact DEI initiatives within organisations profoundly. AI technologies offer numerous opportunities to enhance DEI efforts, from improving recruitment processes to ensuring fairer workplace practices. However, the integration of AI also presents challenges that must be navigated carefully to avoid reinforcing existing biases and inequalities.

AI can play a crucial role in fostering an inclusive workplace culture. AI-powered analytics can monitor and analyse employee interactions and engagement, identifying patterns that may indicate issues of exclusion or discrimination. By providing real-time insights, AI can help HR leaders address potential problems proactively and develop targeted interventions to promote inclusivity. Furthermore, AI-driven training programs can educate employees about unconscious biases and inclusive behaviours, fostering a more equitable and respectful work environment.

The deployment of AI in DEI initiatives is not without risks. If AI systems are trained on biased data or if their development lacks diverse perspectives, they can perpetuate and even exacerbate existing biases. For example, an AI tool trained on historical hiring data from a homogenous workforce may inadvertently favour candidates who resemble past hires, thus reinforcing a lack of diversity. To prevent this, organisations must implement rigorous checks and balances, including diverse teams of developers and ongoing audits of AI systems to ensure fairness and accountability.

Final Thoughts

Diversity, Equity, and Inclusion are not just buzzwords or trends but essential components of a thriving, modern organisation. Organisations can drive meaningful change by embedding DEI into the core of their organisational culture. By doing so, they can unlock many benefits, from enhanced innovation and employee engagement to improved decision-making. Embracing DEI is not just the right thing to do—it’s the smart thing to do for the future success of your organisation.

The Impact of Leadership and Organisational Purpose on Employee Engagement

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

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

The importance of organisational purpose and leadership

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

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

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

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

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

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

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

What makes a great leader?

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

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

Empathy as the Key Factor

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

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

Final Thoughts

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

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

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

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

Why the practice was needed

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

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

How the practice was implemented

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

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

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

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

1. Psychological Safety & Speak Up leadership workshops

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

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

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

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

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

• Cohort 1: Senior Leadership

• Cohort 2 and 3: Leaders across the business functions

The results of the practice:

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

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

Notable Quotes:

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

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

How to Build a Strong Company Culture in a Global Organisation with NTT Data

Every organisation has a culture, whether it was intentionally or passively created. A healthy workplace culture is one of the fundamental elements of a successful company. In today’s global landscape, businesses extend their operations across borders and cultivate diverse workforces. Developing and maintaining a strong culture in this context presents some unique challenges. A positive work environment benefits a company in numerous ways, which is why it is essential to build that culture rather than leave it to chance.

During our insightful conversation filled with personal anecdotes at the 2023 Top Employers Inspire event, Kim Curley, VP of People & Organisation at NTT DATA, shared valuable perspectives and actionable strategies on the art of crafting and nurturing a strong corporate culture. Kim’s role is unique in that she’s responsible for NTT DATA’s internal change management process and for the organisation’s consultancy services in that space, which she called „the personal side of business where all the wonderful messy, human things happen.“ Experiencing change from the inside and managing it as a third party for other organisations has given her great insight into how to successfully build a strong culture.

Crafting a Culture

Like many companies, NTT DATA re-evaluated its priorities and values during the massive societal and workplace changes brought on by the pandemic. Kim explained, „We had been through a tremendous amount of change in the past three years and we wanted to assess what aspects of our culture had weakened that we needed to strengthen.“ Trust, community, and success were the three values identified through their discussions.

The next step was deciding how to strengthen those values in their workplace culture. Kim shared that the discussion began with a guiding question: „How do we define these values that make us special and make us a place where people want to come work and a place that clients want to hire?“ Three strategies emerged as important aspects of crafting their culture.

1. Involve employees in developing initiatives around the three core values. If culture is not built from the ground up, it will be very difficult to enforce it from the top down.

1. Create a social accountability contract. Foster a sense of responsibility among employees to embody and uphold the core values.
2. Anchor to a career coach model. Resources extend beyond hierarchical, mentor-like relationships to help employees develop across the different roles they hold as consultants and over the arc of their careers.

Download Now: Navigating a Dynamic Workforce

Overcoming Common Challenges

Mindset

Changing people’s mindsets is one of organisations‘ most significant challenges when implementing new initiatives. „It takes a tremendous amount of energy not only from the people trying to encourage the change but also from the brave souls trying to make the change. That’s always the hardest part, to be a supporter and to step into that new space,“ said Kim. This process was an excellent opportunity to lean on the social accountability contract and encourage employees to support one another as they adapted.

Silos

Silos are another familiar challenge companies face, and this challenge becomes even more pronounced when a company operates on a global scale. One of the significant problems posed by silos is their potential to impede the growth of a company-wide culture. To confront this issue head-on, Kim’s team developed a proactive strategy. She described their process, „We look at what our company values mean for each team. What can be done to make these values come to life in our individual geographies, business units, and ways of working?“ For example, the community looks very different for a team co-located in the same geographic area with an office space than for a remote team working from different countries. Community is equally essential in both scenarios, though initiatives to cultivate a sense of community will look very different.

Organisational Hurdles

Aligning policies and procedures with company culture is essential to NTT DATA’s success. „When you’re trying to change culture, one of the things that will trip you up the fastest is if the organisational elements of your business do not support the cultural change,“ Kim said to elaborate on this point. Changes to a company’s infrastructure have far-reaching effects and can either support or hinder how the culture evolves. Therefore, it is critical to be intentional about company policies and structure them in a way that supports the culture.

Read More: Virtusa’s Talent Digital Transformation

A Continuous Process

Kim compared their approach to caring for a garden to summarise how her team fosters a strong company culture. „You have to constantly nurture it to help it grow and be very aware of what you add to it,“ she explained. Ultimately, a positive company culture is a constant work in progress. Although building it requires time and effort, the long-lasting benefits are immense. Low turnover rates, boosted productivity, and high morale are all results that help a company achieve success.

One of the things I enjoyed most about our discussion was hearing about Kim’s personal experience with NTT DATA’s cultural changes and how those changes impacted her daily workflow and her relationships with colleagues. I encourage readers to check out our full conversation for even more insights and a personal perspective on what a strong culture can mean to employees.

Watch the video on our YouTube channel now!

Artificial Intelligence at Work: How to Enhance the Employee Experience

Increase employee engagement and boost morale by implementing Artificial Intelligence (AI) technologies. 

 Engaged employees are essential to an organisation’s success. Employee engagement is the emotional investment employees make in their role and organisation. This personal investment is reflected in how employees execute their responsibilities and contribute to company culture. Unsurprisingly, organisations with high engagement outperform those with lower engagement levels.  

Organisations have traditionally struggled with defining and quantifying engagement. Despite sincere efforts and investments of time, effort, and money, achieving high employee engagement can remain an elusive goal that is difficult to measure. Thankfully, artificial intelligence (AI) technology is changing that. 

AI tools are revolutionising the workplace landscape by changing both employer and employee expectations. The benefit most quickly recognized is increased productivity. However, that’s just the beginning of how AI-power tools can enhance the employee experience. This article will explore other benefits AI can provide for the employee experience like expedited access to support, data-driven insights into employee sentiments, and personalised learning and development opportunities.  

Four Ways AI Enhances the Employee Experience 

1. Increased Productivity 

By automating repetitive, time-consuming tasks, AI tools give employees more time to focus on complex matters. The majority of their energy can be devoted to problem-solving, innovation, critical thinking, and relationship building. For example, AI algorithms can analyse large data sets and generate insights, saving employees numerous hours of data collection and entry. Using AI for this type of task also offers the added benefit of reducing inevitable human errors.  

Streamlining administrative tasks is another way AI can increase employee productivity. Virtual assistants can organise documents and schedule meetings, enabling teams to focus on more meaningful tasks. Algorithms can also analyse team members’ skills and availability to recommend employees for upcoming projects.  

1. Expedited Support 

Chatbots are a valuable resource that can help employees instantly access critical information. These tools can search through the organisation’s repository of knowledge and policies, reducing time spent searching for information or waiting for colleagues to respond. If an answer is not available, the chatbot can alert the appropriate Human Resource (HR) team member to answer the employee’s question. AI chatbots also help HR teams deliver information like policy updates, professional development tools, benefits information, and more.  

In addition to expediting HR services, AI chatbots are an efficient way to collect anonymous feedback. AI can easily synthesise this feedback with data from other sources like performance reviews and exit interviews to generate insights about areas of concern or opportunities for improvement. Regularly monitoring feedback data ensures employees remain engaged and enables organisations to identify potential red flags early. 

1. Data-driven Sentiment Insights 

Employee engagement efforts are traditionally focused on promoting positive morale. Prior to AI-power technologies, organisations had very few ways to gauge employee engagement beyond surveys and other types of self-reported feedback. Through data mining and machine learning, AI tools can analyse and predict employee needs and behaviour.  

Sentiment analytics software offers detailed insights into what impacts employee morale across various themes like compensation, professional development, and benefits. As themes are identified, comments on surveys can be categorised and compiled. Then, comments in each category can be tagged with a sentiment–positive, negative, or neutral–offering the HR team a useful data set to review and act on. Automating the process of compiling and analysing data gives the HR team more time to focus on personal interactions and strategic initiatives.  

1. Personalized Learning and Development Programs 

AI-powered learning platforms offer an unparalleled level of personalisation. Each employee’s skills, pace, and learning methods are assessed by the platform. Based on that information, the platform generates a customised study program for each person, recommending relevant courses and resources.  

As employees advance through their training, the platform continuously adapts to their progress, suggesting new content and challenges to keep them engaged. Such a tailored approach ensures that employees acquire the necessary skills for their role, keeps them motivated, and enables them to effortlessly take ownership of their professional development.  

Organisations using AI-based learning platforms often notice the added benefit of promoting a culture of continuous learning. The platform can automatically generate recommendations for additional opportunities once a study program is complete. Because the platform understands the employee’s preferred learning method and desired skill set, these recommendations are personalised to their needs and preferences, increasing the likelihood that they will continue training.  

Read More:  

Factors to Consider Before Launching AI 

Before introducing any new technology or tools to employees, there’s a lot to consider. With such incredibly powerful AI-based technology available, organisations need to carefully vet platforms to minimise security and privacy risks and develop training resources. Organisations that wait too long to introduce AI-power technology may find that employees are using these tools on their own or that their competitors are already reaping the benefits of this technology. 

To successfully integrate AI-based tools, carefully evaluate how well they will fit employees’ needs. Here are key factors to consider:  

• Ease of Use: Ensure the platform is intuitive and will not require extensive training to use. Assess how well the platform will integrate with other software systems already in place. A positive user experience will expedite adoption across the organisation. 
• Scalability: Tools need to be able to serve employees’ needs today and grow with the organisation. Finding a platform with robust and flexible features will ensure the technology has long-term value and aligns with the organisation’s growth trajectory.  
• Data Analytics: Confirm the selected platform has the ability to capture the desired data. For example, is the motivation primarily to collect data on employee sentiment or provide more personalised professional development opportunities? It may be necessary to launch several tools, rather than expect one platform to meet all of the organisation’s needs. Defining metrics for success will help evaluate the technology’s impact. 
• Internal Trust: The prospect of automating tasks is often associated with the idea that jobs will be eliminated. However, these tools are meant to support employees, not replace them. Organisations can reduce anxiety about job displacement by clearly stating the purpose of launching these tools and implementing reskilling and upskilling programs to equip employees to thrive once these new technologies are in place.  
• Maintenance and Support: Someone in the organisation will have to manage this technology and troubleshoot when issues arise. Identify and properly train that person or team before all employees start using it. Create on-going training opportunities for the support team to ensure the technology scales along with the organisation to fully maximise its capabilities.  

Download Now: World of Work Trends 2024 

Conclusion 

Organisations are still in the early phases of adopting AI-powered tools in the workplace. As a result, the list of benefits and possibilities are constantly expanding. This huge potential means it’s even more important for leadership to have a clear understanding of why the organisation is implementing these tools. Ultimately, any technology is only as effective as the strategy behind it.  

While the implications and applications of these technologies are constantly evolving, one constant is how these tools enhance the employee experience by giving them more time to focus on strategic initiatives. This shift fosters innovation and creates a more enriching work environment. Many employees are pleasantly surprised when they see that introducing AI-based technology in the workplace actually makes it more human.  

Best Practice | Virtusa’s Talent Digital Transformation



Certified Top Employer, Virtusa, committed to an 18-month-long HR digital transformation to dramatically change the digital experience for their employees, covering everything from recruiting and onboarding to learning and development, inclusion, and rewards. The organisation did not simply make small incremental changes; they reimagined all their processes and radically transformed them into a single, fully integrated, hyper-personalised employee platform. 

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

Why the practice was needed:  

Although technology is at the core of their business, Virtusa struggled to make technology work correctly for their employees. They had too many disjointed systems that were not creating a seamless employee experience. The systems were not driving engagement or speaking to one another. Eranga Pathirage, VP & Head of HR for the UK, Europe, and the Middle East + the Global Head of HR Tech Transformation, helped the organisation dramatically improve its talent understanding and engagement through a digital HR transformation. 

Pathirage recalls that they already had all this valuable data about their 35 000 employees across 25 countries. As a provider of technical services, they respected and knew the power of technology. They saw a solution in centring the relationship between technology and their employees to drive adoption and employee loyalty. 

Read More: Best Practice | Momentum Metropolitan’s Offboarding Practice 

How they implemented the practice:  

Pathirage recalls that the most challenging part of their HR digital transformation was the beginning, as he and his team wanted to be bold and did not know exactly how to start; they wanted to involve everyone in the business and obtain their buy-ins as well.  Pathirage and his team took on the enormous task of reviewing all their processes to truly reimagine a digital solution offering their people an optimal employee experience. As he explained, they were not making incremental changes to some of their HR systems but instead re-hauling the entire process. In thinking through the right solution then, they followed some important grounding principles: 

• There would be one single source of truth. 
• Their HR digital solution would be fully integrated within Virtusa’s IT system.  
• The technology they picked would also give the company the ability to evolve. The technology selected and implemented should allow Virtusa to stay agile and guide the business accordingly. 
• As a technology services organisation, Virtusa also wanted to put technology first.

With these grounding principles, the organisation set out to pick a Software as a Service (SaaS) solution for each element of the employee experience. The solution as a whole was born in the cloud. 

Download Now: World of Work Trends 2024 

The results of implementing the practice 

The results of this HR digital transformation can already be seen. The company now has an AI chatbot to assist in a personalised candidate experience, providing a consistent company story for prospective employees. SkillPrism, powered by AI, can create an employee profile from multiple data points to fully understand competencies within the business. The company can now also offer a personalised learning journey for their employees and, through Edge, can offer their own internal „LinkedIn,“ giving each employee one to three personalised job openings across customers, domains, and countries. 

Once this digital solution was offered, Virtusa employees adopted it quickly, with an 85% adoption rate in the first two weeks.  

Learn more about the Top Employers Certification here.