Best Practice | Accenture Accentuates the Employee Experience
The programme “Change @ Work, Poland edition” started in 2019 as the first One Accenture initiative to promote a sense of belonging within the organisation. The programme aims to improve employee satisfaction by helping them feel more valued and connected to the organisation.
Using a dedicated AI tool, Accenture Poland engaged approximately 250 employees in real time to shape their culture of belonging. Based on extensive research, they have determined four main areas that most influence employees’ sense of belonging. Under this programme, Accenture Poland is running 15 amazing projects to shape a better world for more than 9 000 employees.
This is just a snapshot of Accenture’s innovative best practice. You can find the entire practice in our HR Best Practices database, which is exclusively available to Top Employers. Get inspiration and insight into the approach, challenges and learnings experienced by certified Top Employers. Access it now via the Top Employers Programme if you are certified or learn more about it here!
Why the practice was needed
During difficult and unpredictable times, Accenture Poland believes that leaders must act alongside younger colleagues to co-create the best solutions. Involving employees at all levels of an organisation can also help them feel engaged with the organisation in a meaningful way and could, therefore, help retain talent.
How the practice was implemented
Accenture’s Change @ Work, Poland edition consisted of three main steps:
- Accenture Poland conducted research using individual in-depth interviews with approximately 50 employees to understand the main factors that determine a feeling of belonging within Accenture.
- The analysed dataset included:
- The anonymised personal data of respondents was obtained from internal human resource management systems.
- Qualitative data – statements of respondents obtained based on the interview discussion guide.
- Quantitative data – responses to questions asked using a five-point Likert scale.
- Based on the research, the organisation designed four main activities that were most important for employees in terms of belonging.
- Using an AI tool, Remesh, Accenture Poland involved approximately 250 employees in shaping final solutions that best met employees’ expectations.
The co-creation method was used, and the initiative was run by employees for employees as a way to understand and focus on their real needs.
Results of the practice
- More than 300 employees gave feedback to shape the final solutions.
- 15 initiatives are being implemented to increase employee satisfaction.
- Accenture Poland is moving from talent consumption toward talent creation, with Gen Z pushing for this change.
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
Azerbaijan
- The International Bank of Azerbaijan OJSC
Brazil
China
Colombia
Czech Republic
Denmark
Egypt
France
Germany
- Atlas Dienstleistung für Vermögensberatung GmbH
- Bayerische Beamten Lebensversicherung a.G.
Greece
- Athenian Brewery SA (Heineken)
Hungary
Italy
South Korea
Mexico
The Netherlands
Nigeria
Portugal
Saudi Arabia
Serbia
Sierra Leone
Slovakia
South Africa
- Mondi South Africa (Pty) Ltd
- Shoprite Checkers PTY LTD
Spain
Switzerland
Turkey
United Kingdom
United States
See the full list of Certified Top Employers
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
- 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.
- 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.
- 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.
- 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.
- 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.
Q&A with Gabi Sanchez from Verisure UK
We caught up with Gabi Sanchez, Managing Director at certified Top Employer Verisure UK who reveals how they retain talent in a competitive market, the fantastic wellbeing initiatives in place, and how the organisation utilises AI to enhance DEI within its recruitment processes and to boost efficiency and productivity across the board.
Introduce yourself and tell us about your organisation
My name is Gabi Sanchez, I am the Managing Director of Verisure UK. We are the leading European provider of professionally monitored security systems. We are proud to protect over 5 million customers in 17 countries in Europe and Latin America. Our mission is to bring peace of mind to families and small business owners by providing them with the best security solutions and services.
What makes Verisure UK a Top Employer?
We recognise the importance of continuous career development and wellbeing. Our initiatives are constantly evolving to allow our colleagues to grow both professionally and personally. We are delighted to offer a range of training and development courses, weekly check-ins, and annual career discussions to empower colleagues to reach their full potential.
We believe that personal wellbeing is critical to the overall growth of our colleagues, we offer a comprehensive employee benefits package to improve our colleague’s well-being, including private medical insurance, pension, flexible working, health and wellbeing programmes, away days, financial advisors, a day off for birthdays and many more.
Additionally, we have created spaces that foster a collaborative and innovative work environment. Our offices are designed to enhance productivity and satisfaction, with amenities such as subsidised canteen, games room and break out spaces in our Newcastle Centre of Excellence.
What is the biggest people challenge your business faces in 2024? And what will you do to meet this challenge?
One of our challenges revolves around talent retention and development in a competitive market. As one of the UK’s leading monitored alarm companies, we recognise the critical role our employees play in delivering exceptional service and driving innovation. As a result, we are continuously investing in tailored training, competitive benefits packages, providing clear career paths, and addressing feedback to retain top talent and remain competitive.
Tell us about a recent HR initiative you have instigated within your organisation that you are most proud of?
We are immensely proud of the initiatives we have implemented. One standout initiative is our Mental Health First Aiders program, a vital support system for colleagues navigating mental health challenges. This program cultivates an environment where individuals feel supported and empowered to seek assistance, resulting in improved mental health and overall wellbeing throughout our workplace. Furthermore, we extend a 24-hour counselling service through Aviva, ensuring that our team members have access to professional support whenever they need it.
How is AI affecting your business?
AI has become a transformative force in our business, impacting our people practices in different ways. One notable aspect is our utilisation of AI tools to enhance diversity and inclusion within our recruitment processes. We employ an AI tool to ensure gender-neutral language in our job ads, mitigating unconscious biases and promoting equal opportunities for all candidates. In addition, we’ve implemented an AI tool called Co-Pilot, which streamlines our work processes and workflows, allowing our teams to focus on strategic initiatives rather than repetitive administrative tasks. By automating routine processes, we’ve been able to boost efficiency and productivity across the board.
Which wellbeing offerings in your business are proving the most popular with employees? And which are proving the most effective in terms of their impact?
Our flexible working opportunities and private healthcare are two of the most popular and impactful wellbeing offerings among our employees.
Our colleagues are given the flexibility to work remotely from home or abroad or simply adjust their hours to suit their schedule depending on their role. This plays a huge role improving work-life balance and maintaining high satisfaction levels. Additionally, our private healthcare offering has been incredibly popular. It has had a significant positive effect on our employees’ well-being. Our private healthcare option contributes to better overall health and morale within the team, and we continue to receive positive feedback on both fronts.
Have you any new DEI initiatives you can tell us about that help you tap into fresh sources of talent?
We have several DEI initiatives that help us tap into fresh sources of talent both internally and externally. This year, one of the exciting outcomes from our DEI roundtable is the launch of an internal job fair. This allows us to tap into fresh sources of talent within our existing workforce and promote internal mobility. It also provides an opportunity for our colleagues to meet colleagues from different departments and discover different opportunities that they didn’t know is available to them.
What’s next? Tell us about a new initiative/project for 2024 that you’re most excited about?
This year brings a wave of exciting new initiatives and roles. We are on the lookout for talented individuals, who would like to grow with our company. The roles currently available include customer service representatives, sales executives to Alarm Receiving Centre Ambassadors and many more. We offer extensive on the job training and a supportive work environment that empowers individuals to thrive and advance their careers. We’re also launching thrilling new initiatives, such as new television campaigns, so people can expect to see a lot more of our branding throughout the year!
Best Practice | Conscious Leadership Builds an Inclusive and Effective Culture at Boehringer Ingelheim
At Boehringer Ingelheim Mexico, leaders are crucial for shaping a culture where all employees can feel a sense of belonging within the organisation. As role models, they help to set the scene and show that diversity and inclusion are priorities. For the organisation, the meaning of diversity refers to diversity of thought, while inclusion is how they bring different perspectives and ideas together for innovation.
This best practice focuses on developing a new generation of inclusive leaders through a series of targeted training modules to enable them to foster psychological safety at all organisational levels and identify issues arising from micro-aggressions, harassment, discrimination, and unconscious biases. The basis for this transformation was a “Conscious Business Leadership Programme,” an Unconscious Bias e-learning course, and Psychological Safety & Speak Up workshops.
This is just a snapshot of Boehringer Ingelheim’s innovative best practice. You can find the entire practice in our HR Best Practices database, which is exclusively available to Top Employers. Get inspiration and insight into the approach, challenges and learnings experienced by certified Top Employers. Access it now via the Top Employers Programme if you are certified or learn more about it here!
Why the practice was needed
Culture and leadership are inextricably linked: consciously or unconsciously, leaders foster the values and beliefs that underpin an organisation’s culture and imprint values and assumptions that persist for decades. An organisation’s leaders can also shape culture over time through their conscious and unconscious behaviours.
Boehringer Ingelheim Mexico recognises that being able to promote their organisation as one where different genders, identities, races, ages, and backgrounds are celebrated is directly linked to increased employee engagement, innovation, and productivity. Prioritising diversity and inclusion training at all levels, but especially for the role models who lead organisational culture, is key to facilitating true inclusivity. Without engaged leadership, such activities can become nothing more than corporate speak.
How the practice was implemented
Boehringer Ingelheim Mexico has implemented a Leadership Journey that includes comprehensive D&I training. Traditionally, in business, leaders are often selected based on their individual success. At Boehringer Ingelheim Mexico, developing leadership skills goes beyond technical skills; the ethical aspect of leadership has become imperative. Leaders are asked to grow in their roles in a human sense.
These programmes aim to evoke the internal commitment of the team members to accomplish the organisation’s mission with effectiveness and integrity. It means doing so with the understanding that their team members are human beings who will only do their best if they are inspired, feel safe, and believe they are truly included and have a sense of belonging in the organisation.
All leaders in the company are required to participate in training programmes to ensure that they all operate from the same basis for managing talent within the organisation. For D&I, their Leadership Journey includes four programmes:
- Unconscious Bias e-Learning accessible through an online D&I channel
- Psychological Safety & Speak Up leadership workshops
- People Growth + Diversity & Inclusion + Belonging: D&I topics as part of management are addressed during the mandatory training for Boehringer Ingelheim leaders. The training includes skills and tools for communication, feedback, and feedforward.
- Conscious Business Leadership Programme: developed and presented in conjunction with Fred Kofman, a renowned Executive Coach and Advisor on leadership and culture and Founder of the Conscious Business Center. Over the course of 32 weeks, leaders engage in learning about the following topics: leadership, culture, communication, responsibility, humility, collaboration, resolution (honesty), coordination (commitments), essentialism, co-evaluation (feedback), emotions, meditation, perspectives (empathy), stoicism (flourishing), teamwork, coaching, capitalism (ethics), anti-capitalism (justice), and the West (economy and citizenship).
The web platform, for leaders and direct reports, was created on the company’s intranet. This space is available to ensure that employees are able to find all the information they need and more to reinforce an open, just and equitable culture. In this way, leaders have access to information from anywhere, at any time, to be able to effectively address issues such as micro-aggressions, bullying, discrimination, etc.
The Conscious Business Leadership Programme was designed and aligned with the company’s corporate competencies, behaviours and code of ethics, allowing Boehringer Ingelheim Mexico’s leaders (Directors, Senior Management and Middle Management) to put the organisation’s philosophy and values into practice on a daily basis within their teams. Their leaders learn to manage by improving effectiveness, caring for collaborative relationships with their team and peers, as well as promoting the welfare of all involved.
Leadership is divided into three cohorts, and the programme is tailored accordingly. Thereafter, the training is cascaded throughout the organisation. Those three cohorts are:
- Cohort 1: Senior Leadership
- Cohort 2 and 3: Leaders across the business functions
The results of the practice:
To measure the effectiveness of this best practice, a global survey is undertaken annually across Boehringer Ingelheim countries, totalling 54 000 employees. Each country has its own results and a comparison with the global results. Below are a selection of the results Boehringer Ingelheim Mexico has obtained that are directly related to the leadership development trainings and coaching discussed in this best practice:
- 86% agree that leaders work effectively with people who are different from themselves.
- 93% agree that people are treated with respect in Boehringer Ingelheim, regardless of their job, level, etc.
- 98% agree that the values of Boehringer Ingelheim and the principles of the Code of Conduct support employees in their work on a day-to-day basis.
Notable Quotes:
“No matter what position you hold in the company, you can make a huge impact with what you say and how you say it.” Luis Carlos Pérez, Director of Communication
“Regardless of position or rank, lets demand that we work with the principles of Conscious Business. It is the most efficient and fastest way to establish a conscious business culture.” Augusto Muench, CEO
Haier Europe: Elevating its People Practices with the Top Employers Programme
About Haier Europe
Haier Europe is a global leader in home appliances and consumer electronics, recognised for 15 consecutive years as the world’s No.1 brand globally in major appliances, selling under the Candy, Hoover and Haier brands. The organisation comprises of 750 colleagues in the UK&I and 100,000 globally.
Haier Europe’s Top Employers Journey
Haier Europe had been on an improvement journey, investing heavily in people systems, processes and benefits and whilst colleagues inside the business would have seen the transformation, they wanted to receive external recognition in order to attract great talent, and give candidates the confidence to know that they had been certified by an external, independent validation process. They therefore joined the Top Employers Certification Programme, and following completion of the HR Best Practices Survey and Validation Process, were certified as a UK Top Employer 2023.
Elevating its People Practices
“We have definitely seen the profile of our employer brand increase, we see our candidate numbers are very strong and our retention figures are improving in key areas, but the most important outcome from joining the Top Employers Programme is that it has really made Haier Europe a better workplace for our colleagues because it has given us the impetus and direction to keep improving.” Matthew Given, Group HR Director UK & Ireland, Haier Europe
Having achieved Top Employer Certification in year one, the Haier Europe team immediately started work on its action plan to further improve its HR, using the Top Employers Results Dashboard. They did this by:
- Having a dedicated team of specialists within the HR team working on the Top Employers Certification project.
- Aligning the Top Employers HR Best Practices Survey topics and results with the action plans and choosing focus areas which would add most value to the business.
- Regularly reviewing with the team each quarter to ensure that improvements were being made within these focus areas.
Impressive results
In year two, following on from the action planning, Haier Europe increased their score on the Top Employers Best Practices Survey by 20% points.
They had prioritised Employee Listening, wellbeing and DEI, with the new colleague listening strategy bringing great insights and making sure that they really understood how colleagues felt about the business and its programmes. They also mapped, explored and improved many more colleague and candidate journeys.
The leadership team has also taken notice of the tremendous progress and are now championing many new initiatives across engagement, wellbeing and DEI.
Best Practice | Momentum Metropolitan’s Offboarding Practice
The offboarding process occurs no matter what kind of contractual relationship an organisation has with the person who is leaving. The desired experience that Certified Top Employer, Momentum Metropolitan, wants for any person who has worked there is one where the individual intends to return to work for them or refer others to seek employment there. Momentum Metropolitan has, therefore, created a holistic exit experience covering activities across contractual obligations, business continuity, relationship management, and workforce engagement.
Certified Top Employer, Momentum Metropolitan, wanted to create a lasting positive impression with their employees with the final touchpoint acting within a collection of streamlined, supportive, and efficient experiences.
This is just a snapshot of Momentum Metropolotian’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 via the Top Employers Programme if you are certified, or learn more about it here!
Why the practice was needed:
The offboarding process can be stressful for individuals, as it involves an internal change management experience. It is also worth noting that it is only sometimes, or very often, that an individual undergoes offboarding, which means that this is also a time of ambiguity and reliance on others for guidance in the overall process. As it stands, offboarding relies on back-and-forth emails between various parties, and often, the individual needs to know who to turn to for information and what information should be looked at to support a smooth transition.
With the increased focus on employee experience and the competitive talent landscape, the offboarding stage is fundamental to ensuring a positive, lasting impact. When an individual leaves the company, this is an opportunity to create brand ambassadors, alumni talent, and a growing referral network for future talent pools.
During offboarding, the business also goes through the stress of capacity management, handover requirements, equipment and access controls. It may need more time to give the attention necessary for an individual to feel cared for and looked after.
Read More: Why Developing an Effective (Remote) Offboarding Process is Important
How the practice was implemented:
Momentum created the following process to meet the needs of their offboarding practice:
Created an Offboarding Platform
Momentum Metropolitan ensured that all the relevant employees had access to the offboarding platform via our employee self-service HumanHub. Additionally, they ensured that the platform was digitally enabled for smartphones and desktops. The platform allowed managers and relevant admins easy access to the platform. They ensured a digital-first approach with tailored tracks for different employees and exit types.
Exit Questionnaire & Interview
- Momentum Metropolitan had an integrated and streamlined digital solution for their exit surveys and interviews.
- That became a one-stop shop for both the questionnaire and interview experience.
- It was competency-driven for holistic feedback and data-driven insights.
Automated Processes
- Reminders will be sent through push notifications on the HumanHub App, and emails will be sent at relevant steps in the process to keep HC and line managers in the loop throughout the offboarding process.
- Automatic push to Documents of Record to ensure relevant docs are stored and accessible on the system.
Offboarding Metrics Dashboard
- The HR team at Momentum Metropolitan were able to view available turnover and exit-specific insights.
- Those metrics created visibility of offboarding journey trends and fall-off points.
Practice Guide
- Momentum Metropolitan created an offboarding framework and principles of consideration to assist managers in the offboarding process.
Highlights:
- A design-thinking approach was applied in unpacking the specific needs of employees, HR, and line managers during the offboarding experience.
- The focus is on the entire journey, from pre-exit, during exit, and post-exit experiences.
- Key touchpoints were identified up-front and positioned within the solution in such a way that we could gather data for significant insights through dashboard metrics.
- Short iterative deliverables have been prioritised, allowing testing, feedback, and pivotal shifts that answer the real needs of their employees.
Download Now: World of Work Trends 2024
Results:
- A digitally enabled offboarding platform where employees are guided through the process with easy-to-follow steps.
- An integrated solution for both questionnaire and interview experience.
- An offboarding dashboard with turnover stats, journey insights, and exit insights.
The Benefits of Crafting an Employee-Led Employer Branding Strategy
People want to work for organisations that are known to be good employers. While it may sound obvious, many companies still neglect their employer brand to focus on other parts of their business strategy. Employer branding might not be the most exciting topic around the office, but it is one of the most underrated parts of an organisation’s strategy.
It helps attract new employees as well as retain existing talent. As organisations begin to invest in building an effective and genuine employer brand, they need to ensure they involve their employees in the employer value proposition.
There is not one way for organisations to create an inspiring employer brand, but in 2023, we see a change in how companies build their brand. For many, what used to be the responsibility of a small group of people is now becoming an organisation-wide effort, with employees becoming critical players in building an authentic and robust employer brand.
What is Employer Branding?
Employer branding is an organisation’s strategy to showcase their company culture and reputation. Employer branding, while a marketing effort, is designed to appeal not to customers but to prospective employees. While job seekers are the primary audience, the appeal of a strong employer brand is also a key part of influencing existing employees’ perception of their employer.
An organisation’s employer branding strategy is essential to maintaining a company’s reputation, and a strong employer brand will help generate engagement within the workforce by connecting employees with their organisation’s mission. That mission must be genuine and authentic. It is not enough for organisations to say that they have a set of values. They must make sure that all the employees in their organisation feel it.
An organisation’s employer brand represents your organisation’s reputation as an employer. It may not be tangible, but it is an asset that needs attention as it influences candidates and current employees.
Why is Employer Branding Important?
A strong employer brand is necessary for every organisation’s strategy, especially in a more demanding talent market. While the concept of employer branding is not new, it is still sometimes forgotten by companies, as other parts of their business take a more significant part of their strategy goals. Still, as the talent market has become more fluid, innovative organisations invest heavily in their employer brand. Some of the reasons why it is still essential include its role in:
Attracting Top Talent
- The best people want to work for an organisation that reflects their values, and it has never been more difficult for organisations to get to these individuals. Organisations that can reach these potential employees are doing so because they have a strong employer branding strategy that appeals to potential candidates. This recruitment effort is also helped by current employees sharing their positive experiences at the company, enhancing its reputation.
Improving Employee Engagement and Retention
- Just as people want to start working at a company that aligns with their values and culture, they also want to continue working at an organisation that is reflective of themselves. A well-designed employer brand fosters this connection between employees and their organisation. Employees who are proud to work at an organisation are more likely to feel a genuine connection with their company and are more likely to be engaged, which is linked to higher retention.
Gaining a Competitive Edge
- Many organisations offer similar services and products. Differentiating your organisation from the competition can be challenging – and this is where your employer branding strategy can help you gain a competitive edge. When your employer branding strategy highlights the exceptional qualities of your team and organisation, it helps set you apart from the competition.
Building Credibility with Customers
- Customers, like potential employees, want to engage with organisations that align with values that are important to them, and that they can trust. When values align, people are more likely to trust them, and while it’s not the sole deciding factor for potential clients, it is one which organisations should be mindful of, particularly in a competitive market.
Enhancing Organisation Culture
- When an organisation actively shares the unique aspects of its workplace culture, including its values and mission, it attracts individuals who align with these values. This makes them better placed to create a more cohesive and productive work environment.
How does the Employer Value Proposition Fit in?
The Employee Value Proposition (EVP) is critical to crafting a successful employer branding strategy. The EVP is the unique set of offerings and experiences an organisation provides its employees in exchange for their skills, contributions, and commitment. Organisations that effectively integrate the EVP into their employer branding strategy use it to form the foundation for their brand image and reputation.
Read More: Case Study: Talent, Borders and Benchmarks – The Dana Way
Why are Organisations Involving Employees in Creating a Strong Employer Brand?
Creating an effective employer branding strategy is essential for organisations, and in 2023, this creation effort will no longer be limited to HR and marketing efforts. As companies realise that including employees in the process of creating a strong employer brand is not only good practice; it is a strategic imperative. Some of the reasons why organisations include their employees in this process are:
- Authenticity: Employees are the living embodiment of an organisation’s culture and values. Their genuine experiences and perspectives provide authenticity to your employer brand. Candidates and potential clients are more likely to trust employees’ words over scripted marketing messages.
- Improved Feedback: Employee involvement in branding creates a feedback loop that allows organisations to continually refine and enhance their employer brand strategy. Employees can provide insights into what’s working and what needs adjustment, ensuring the employer brand is authentic and accurate.
- Inclusive Culture: Involving employees in branding fosters a sense of inclusion and ownership. It reinforces that the organisation values diversity of thought and perspectives, which can contribute to a more inclusive workplace culture.
- Long-term Sustainability: An employer brand created alongside employees tends to be more resilient and adaptable. It can evolve to meet changing needs and expectations, ensuring its sustainability.
Final Thoughts
A strong employer brand is becoming increasingly crucial for organisations wanting to succeed in the talent market while getting the best out of their current employees. A well-planned and executed employer branding strategy comes when an authentic company story is integrated into all aspects of the business. Employees must be involved in the process to help create this strategy, and when it is done transparently, it has several benefits for the organisation.
Organisations that invest in their employee brand create a more appealing workplace and set the stage for long-term success in a dynamic and ever-changing work landscape.
How Saint-Gobain, Capgemini and bioMérieux are Engaging Employees from a Human-Centric Perspective
Engaging employees has always been a priority for organisations wanting to get the best out of their people.
Over the years, there have been many strategies to engage employees, and more recently, organisations have begun to use a human-centric approach. An organisation does not necessarily need to be human-centric to engage its employees but organisations that are human-centric are seeing better engagement levels than those that aren’t.
That was the topic in mind in a recent roundtable we hosted with HR experts from bioMérieux, Capgemini and Saint-Gobain.
These experts included: Regis Blugeon, Director of Social Affairs and HRD for France at Saint-Gobain; Franck Baillet, the EVP of Learning and Development at Capgemini; Pretheshini Moodley, Regional Head of Human Resources for Africa at BioMérieux, and Paola Bottaro, People Director at Top Employers Institute.
These certified Top Employers are embracing a human-centric approach and utilising it to engage their employees. Throughout the article, we will explore how these organisations are making a more holistic approach to employee engagement without ignoring the challenges faced by organisations making this change.
How Does an Organisation Become Human-Centric?
A human-centric organisation, also known as a people-centric or employee-centric organisation, strongly emphasises its employees’ wellbeing, development, and satisfaction. In this type of organisation, employees are considered the most valuable asset, and the entire organisational structure and culture are designed to prioritise their needs, growth, and overall experience.
Some characteristics of a human-centric organisation include:
- Prioritising employee wellbeing.
- A healthy work-life balance for employees.
- Creating a diverse and inclusive culture.
- Maintaining open communication across the organisation.
- Ensuring that employees feel empowered and have a sense of autonomy.
- Allowing employees to have flexible work arrangements.
- Cultivating a collaborative environment at work.
- Investing in professional development for every employee.
The concept of a human-centric organisation recognises that when employees are valued, supported, and engaged, they are more likely to be motivated, productive, and committed to the organisation’s success.
During Top Employers Inspire 2023, we got an insider’s view of how Top Employers Institute is becoming a human-centric organisation. Paola Bottaro, People Director at Top Employers Institute, talked to Wouter van Ewijk about how the business has adapted to support its employees better while learning to be mindful, empathetic, and purposeful. You can watch that session here.
Assumptions About a Human-Centric Organisation.
The concept of a human-centric organisation is still very new, and as such, many incorrect assumptions come with the term. Some of these assumptions are around how it is easier to implement a human-centric approach depending on some factors like:
- The organisation’s industry: there are doubts that some sectors, like investment banking and manufacturing, can become human-centric.
- The size of the organisation: there are assumptions that it is easier for smaller organisations to be human-centric than other larger organisations.
- Geographical location: it is assumed that organisations that operate where there is a national legal framework find it easier to be human-centric.
- Type of employee: there may be an assumption that having a human-centric approach for an organisation with white-collar workers is more effortless.
However, many of these assumptions are incorrect. Organisations that want to become human-centric differ in many ways, yet they can all engage with this approach.
Read More: Key Takeaways: Embedding Systemic Inclusion with Tata Consultancy Services
How Top Employers like Saint-Gobain, Capgemini and BioMérieux Understand Human-Centric Organisations
Pretheshini Moodley, Regional Head of Human Resources for Africa at BioMérieux, started this discussion by sharing how BioMérieux sees a human-centric perspective as engaging their people by “considering the individual needs”. This fits into their way of working because, as an organisation, one of their values is centred around belonging – where people can be themselves while feeling like they belong at BioMérieux.
As an organisation, they have prioritised listening to their employees and allowing them to share their genuine feelings and thoughts. In many ways, they are highlighting the diversity of their employees. While BioMérieux engages with their employees in a human-centric approach, they prefer to call it employee-centric as they feel that it allows their employees to feel better represented by the approach that they are taking.
At Capgemini, Franck Baillet, the EVP of Learning and Development, shared how the organisation recognises that one of its significant assets is its people. As such, they see the topic of engagement and human-centric work as “absolutely key”. As a human-centric organisation, one of the things they try to do at all times is to “put the individual at the centre at all times.”
While they see a human-centric approach as the best, Franck notes how it can be challenging at all times, primarily due to their size, but it is still something they enact across their organisation. Similarly to BioMérieux, Capgemini prioritises regularly listening to their employees to understand what is best for them. It helps them test the “temperature” of their employees’ feelings.
As the conversation continued, Regis Blugeon, Director of Social Affairs and HRD for France at Saint-Gobain, shared how Saint-Gobain see themselves first as customer-centric and people-oriented. For them, everything starts with the customer. The engagement of their people is significant for them, and they engage them by prioritising what their customers and their people need.
One of the ways that they keep themselves accountable for their employees’ feelings around engagement is by measuring their engagement levels regularly. Their regular check-ins with their employees are why they see themselves as people-oriented because this approach to their employees impacts many other aspects of their day-to-day work environment; it is just balanced with the needs of their customers. For Saint-Gobain, this regular assessment is also essential because their organisation is not a monolith, but rather, they have a remarkably diverse set of workers – from blue-collar to white-collar.
Read More: Case Study: The Saint-Gobain HR Mirror
How Top Employers Institute is Becoming a Human-Centric Organisation
As the discussion around Top Employers Institute’s shift into becoming a human-centric organisation, Paola Bottaro explained that the company did not decide to become human-centric overnight. Instead, their leadership board undertook the decision, understanding that this approach is complex, especially as there is no such thing as a “typical human experience”.
At first, when the organisation began to think around this issue, they considered calling it an action- or activity-driven approach. Still, they settled on the human-centric approach because it encapsulated their desire to give everyone a fair and equal experience while understanding the differences that make us human.
In a similar vein as the Top Employers in the conversation, Paola stressed the importance of listening to employees, especially as working in a human-centric way is explicitly not a one size fits all approach, and even she recognises that you can never know everything about working in a human-centric way. That is why listening is essential and embracing that you may not always understand, but you should always be open to listening.
What About Engagement?
Franck shifted the conversation to understanding what engagement means. In some ways, the word is quite generic as it can apply to many situations because an employee can be engaged in many different ways. And for each employee, their way of being engaged at work may be completely different.
He thinks organisations must consider “how they can create the best conditions for people to feel engaged?” He sees that engaging employees is in so many different people’s hands, which is part of why engaging employees is more of a complex task than it appears to be on the surface.
Franck sees that employees understanding the “why” of their job is playing a critical role in improving the engagement of employees as it helps to guide the organisation to develop the conditions to support employees – making them feel more engaged.
Adding to Franck’s, Pretheshini explained how at BioMérieux, they launched a project to gauge their employees’ sense of purpose before they even critically thought about engagement. They did this by investigating employee insights, and asking each person how they viewed purpose and “why they were here [at BioMérieux]”. They used this as the start of their engagement journey to create a sense of purpose and better understand each person’s motivations. It made it a lot easier for them to understand the voice of their employees because of this project.
Once they had done this part of the project, they ensured they created a safe environment for their employees to share their thoughts. The environment needed to be a place that empowered employees in a ‘space’ they could trust because, without these safe spaces, they would be unable to have satisfying and enlightening discussions.
Beyond having a survey or a measurement for their employee engagement, BioMérieux has created a game that leans into their desire for honest conversations. In the game, they encourage employees to be courageous and utilise the trust they’ve built with their colleagues. In the game, when an employee wants to be courageous, they show the car to their manager and then say how they would like to share something important. Pretheshini shared that they see “every failure as an opportunity to become better”, and that can only happen when you’re brave enough to try something that may lead to failure. It allows employees to feel engaged because they are given the space to truly try their best, even when it doesn’t work out.
Watch More: Top Employers 2023 – Interview Hunkemöller
How Does Leadership Fit In?
Leaders in an organisation are often the guides that make initiatives work, but that still needs to be completed in a boardroom. Instead, modern organisations require empathetic, emotionally intelligent leaders, good listeners and communicators. These are often considered soft skills and have been undervalued for many years. Still, when it comes to engagement, these skills are crucial to having an authentic connection between leadership and employees.
Here are some key roles that leaders play in promoting employee engagement:
- Effective communication: Leaders should foster open and transparent communication with employees.
- Recognition and Appreciation: Leaders should recognise and appreciate employees’ contributions and achievements regularly.
- Creating a Positive Work Environment: Leaders should foster a positive and inclusive workplace where employees feel safe, respected, and valued.
- Aligning with Organisational Values: Leaders should ensure that their actions and decisions align with the organisation’s values and mission to help create a sense of purpose and shared direction.
- Leading by Example: Engaged leaders model the behaviours they want to see in their employees.
- Empowerment: Empowering employees by giving them autonomy and decision-making authority can increase their sense of ownership and engagement.
- Professional Development: Leaders should support employees’ growth and development by providing training, skill-building, and career advancement opportunities.
- Conflict Resolution: Addressing conflicts and issues promptly and fairly is essential for maintaining a positive work environment that engages employees.
Read More: How Organisations Improve Employee Engagement with Emotionally Engaged Leaders
Final Thoughts on Employee Engagement
Employee engagement is a critical factor to many organisations’ success, and a human-centric approach recognises that engaged employees are motivated not only by financial incentives but also by a holistic experience that fulfils their emotional, psychological, and professional needs.
Engagement is also not a topic that rests solely in the hands of HR professionals; instead, it is a companywide task, and when an organisation is human-centric, it can better allow everyone to achieve these engagement goals. When employees are engaged, they become more committed, innovative, and motivated to contribute their best efforts to the organisation’s success.
While this is only a snippet of their conversation, it highlights some of the challenges and successes Top Employers are making in creating the conditions to support employee engagement.
To find out more, get in touch today for free and find out how to engage employee by becoming an employers of choice!
Winning the Battles for Talent
I think it’s time that we stop saying we’re in a war for talent. Not because the fight is cooling off, but rather, because it is intensifying. It is worth changing our perspective on the concept itself; its real form is not that of a war, but of continuous battles for talent. Organisation’s ability to attract, engage and stay committed to and excited about the talent they need is not something we win or lose at once. It is a process of continuous improvement – a thrilling one at that – in which the areas of people management play a decisive role.
Maximising the Employer Brand Strategy
88% of companies worldwide certified as Top Employers have an employer brand strategy that incorporates their employee value proposition as a core element. Naturally, all organisations offer some kind of value proposition to their employees.if they didn’t, it would be difficult to attract anyone, or keep them in the company for that matter – but here we are talking about effectively addressing the challenge of identifying, developing and communicating what you can offer to the talent you require, both during the hiring process and once they are in the company. A value propositon is something that makes the organisation unique, makes it a company that professionals want to belong to, where they want to work and thrive. That, undoubtedly, is a competitive advantage that sweeps away any competition.
Optimising the Candidate’s Journey
The best companies want to make sure they deliver on what they promise, and they achieve it by embarking on a process of listening and continuous improvement. That is why 89% of Top Employers design and review the key stages of their talent acquisition process so that they are aligned with the pillars or key characteristics of their employer brand. What’s more, 70% of Top Employers systematically measure their employer reputation among their potential candidates – their target market for talent – while 70% also map their candidate’s journey, allowing them to optimise it. They outline what the experience will be like, both from their perspective and that of the candidate, and work with the information they collect from surveys to implement a process of continuous improvement at each focal point. The aim of this is to improve the candidate’s experience so that the hiring process is agile and reflects the pillars of the employer’s brand, making the company more attractive.
Measuring the Experience of Newcomers
These steps are not limited to candidates; they are also aimed at employees, both existing and new. 79% of certified Top Employers measure the experience of new employees, but it is interesting to note that 40% also focus on discovering whether the perception of the employer brand the employee had before joining the organisation has matched their actual experience in their first few weeks of company life. This is very insightful information. It reflects the fact that they are companies with a daring attitude, that are very committed to people, and that thrive in the spirit of continuous improvement. The results they capture inevitably lead to action, and either they change the experience or they will have to change the employer brand.
The best companies will need to work to build trust in their employer brand with the aim of maintaining their commitment to their promise of value throughout the talent life cycle of the organisation. 85% of companies certified as Top Employers ensure that there is a clear alignment between the employer brand and the perception and experience that employees have. They are consistent and coherent brands that work to ensure that no disparity arises between how they consider themselves to be and how they really are in the day-to-day life of the company.
The EVP at the Core of the Employer Brand
An employer brand strategy should have the employee value proposition (EVP) at its core. This is, after all, what gives it consistency, because it brings together the tangible and intangible benefits offered to employees and is aligned with the pillars of the employer brand, related especially with the current and aspirational values of the company.
80% of Top Employers are clear on the fact that, for an employee, a good value proposition must include an effective listening process. For this reason, they actively involve representatives from different groups of employees in defining their value proposition, evaluating their needs, aspirations, and current work experiences. Best practices in this respect shows us the relevance of segmenting employee samples and analysing whether there is a gap between the company’s vision and that of the employee – something which is usually the joint work of management and human resources.
Mapping the Employee Experience
Of course, the EVP, the heart of the employer brand strategy, is certainly not the result of a one-off exercise; the best companies – 72% of Top Employers – increase their value by regularly assessing it, and they continue the systematic exercise of listening to employees. 46% of them use effective tools like employee experience mapping, which details the employee’s perception at every touch point of their journey in their relationship with the company.
Final Thoughts
Talent battles are continually being fought. Socrates, with very good judgment, left us with this reflection: “The way to gain a good reputation is to endeavour to be what you desire to appear”. Consistency between what we say we are and what we really are is what builds trust in the employer brand. The best companies invest time, resources, and enthusiasm, as they embark on a process of continuous improvement to achieve what they promise.
