How employee engagement benefits your people, purpose, and business
The top challenges of HR leaders form an endless list. Employee engagement is indeed between the top positions.
How employee engagement benefits your people, purpose, and business
95% of HR leaders say their responsibilities are widening*. But what if there were a people strategy silver bullet?
A business and people focus that could improve the attraction and retention and skilling of top talents, and boost profits and performance for the business.
All the while improving the employee experience, as well as a customer experience, that could adapt and transform as the market and business landscape change around it.
The fix-all? Employee engagement.
In fact, pressure on HR leaders can be alleviated by knowing the latest employee engagement trends and how to make an employee engagement strategy.
In today’s article you’ll learn:
● A definition of employee engagement as well as what employee engagement benefits are
● The key parts of making a people strategy with employee engagement at its center
● Why an employee engagement survey is critical
What is employee engagement?
Employee engagement can be difficult to define. But the key pieces parts of the definition are below:
● Employee engagement is a psychological state, relating how employees connect to their teams, the work, and the business and its goals.
● It will contain elements of how an employee connects to the organizational culture and the employee experience.
● It is viewable or measurable by how engrossed in the work, how much energy and how dedicated an employee is (which can be quantified).
This is useful for giving a three-dimensional starting point for employers who want to consider all the important factors, understand the reasoning behind the thinking, and how to define it for their own organization.
But of course, this will require an understanding of how this fits into a specific organization — before using this definition to help build a strategy to obtain employee engagement benefits.
What are employee engagement benefits?
Defining what employee engagement is, indeed, is only the starting point. Critically important is understanding how employee engagement benefits the organization.
HR chiefs are increasingly landed with C-Suite agenda items that are regularly positioned as the business’s most critical issues. The urgency of these requests is ratcheted up on an uncertain business landscape. It’s a lot for HR leaders to deal with.
Why? HR leaders know too well that leveraging the benefits of an employee engagement programme can help them align with the business, understand how it informs HR practice, and communicate effectively to get all-important leadership buy-in.
Then, when the benefits are understood, it’s about realizing employee engagement isn’t a once-and-done initiative. Rather the employee engagement strategy will need to be wrapped, for the long term, into the people strategy, measured, and continuously adapted to people and business needs.
So what are employee engagement benefits?
1. Boosts organizational performance
Engaged employees result in an uptick in performance for the organization. Research shows that employee-centric HR approaches have positive impacts on team performance, company morale, and well-being.
This boosts profit margins, productivity customer loyalty, and the overall business as well as having futureproofing benefits. Great for hard-to-predict times.
2. Better individual performance
Organizational performance can hardly be boosted by a focus on employee engagement if this focus doesn’t boost individual productivity and efforts.
Gallup has found that there is a huge difference between employee behaviors and performance at companies with low engagement and high engagement.
At the organizations with the highest engagement levels — i.e. those firms working to get employee engagement benefits — employees were less absent, more likely to be safe, and more often turned out quality work.
3. Improved talent management
Engaging employees enough to stick around is critical to boosting individual and organizational performance. Deeply important for a world where deep expertise and company knowledge can be a competitive edge.
4. Building an employee engagement infinite loop
One of the best benefits of engagement? It can be self-perpetuating and reinforcing.
If an organization is implementing an action-led engagement strategy (clearly defined, rolled out, continuously adapted, and measured to be improved) then not only do engaged workers likely create better organizational outcomes but those improved outcomes then boost engagement in workers. What’s not to like?
5. Trust in leaders
In changeable times, trust is critical to reaching organizational goals. Getting employee engagement right can ensure leaders get support for future plans — even when those include difficult transformation projects.
How does this work? Engaged employees believe that leaders show integrity and are focused on future-proofing the business.
Engagement helps employees feel their voice is being heard by the leadership and that their ideas are taken into account in future strategic movements.
How to build anemployee engagement strategy
So, surely the million-dollar question for HR leaders is: how can my organizations get all these employee engagement benefits? It requires a multi-part people strategy that speaks to engagement fundamentals and takes into account current trends.
Below are five key steps in building an effective employee engagement strategy.
1. Get leadership buy-in
Success in HR programs hinges on leadership buy-in. It can mean people leaders showing the C-suite clear ROI, and tangible benefits, using storytelling and data.
Luckily, when it comes to employee engagement, executives are already bought in. Over nine in 10 believe that engagement improves, teams work better and employees have longer tenure and improve bonds with colleagues if they are engaged.
This doesn’t mean HR shouldn’t communicate the benefits, though.
2. The leadership boost
Getting buy-in from business leaders for employee engagement strategy benefits the engagement action plan itself.
Key enablers of employee engagement are the C-suite leadership, who control the strategic narrative and set goals, as well as team leaders who operationalize the day-to-day efforts here and can feedback on what’s working, giving employees a voice.
This might start with a strategic umbrella goal (such as boosting employee motivation) which can be narrowed into clear, measurable actions (measuring commitment, surveying employees to see if they understand goals, and building programs to boost motivation).
This not only helps create clarity of action but can help HR measure efforts and continuously improve, tweak, and adapt the employee engagement strategy.
4. Holistic, strategic engagement
Having clear focus areas and actions for engagement doesn’t mean neglecting how engagement fits into the broader HR strategy. Whether it’s a focus on workplace culture, the benefits package, L&D offering, or management techniques, HR should be asking: how does this engage employees?
It means HR should always be focussing, through all of its remit, on how employees are motivated, and how they connect to teams and the organization.
From HR, this can be boosted by encouraging business leaders to take center stage, using clear comms, and focussing on critical points of engagement hotspots (recruitment, performance management, annual reviews).
5. Measuring for success
Without measurement, there can be no way forward. It’s only from employee insights that HR can ensure they are making headway on the employee engagement agenda.
However, measuring engagement effectively can be difficult. Organizations might not only the engagement-related program itself (a new well-being initiative or bonus scheme) but also the intended business outcomes (such as a profit margin, sales volume, or health metrics).
HR also needs to systematically gather and interpret data through employee engagement surveys and by using the right tools and HR analytics approaches. Measurement will have to be continuous, too.
It’s about getting as much data as possible to understand what drives people as the operating environment transforms around them.
How to make sure employee engagement efforts boost HR strategic performance
Indeed, assessing the employee engagement strategy can be a shorthand for understanding HR performance itself.
These employee insights can help HR ask:
● Are employee engagement efforts aligned to, and steering, the business strategy?
● Does employee engagement strategy positively shape the working environment, talent attraction, and development?
● Does the organization engage employees on how they want their well-being to be taken care of, their voice to be listened to, and what they consider fair reward?
● Does your HR strategy unite employees with the business purpose, values, ethics, inclusion, and integrity?
Even if HR can come up with clear answers here, they might not know how this data compares to the wider competitor and sector landscape, especially as all these parts are continuously transforming as the business keeps up with the fast pace of change.
This is where Top Employers can help.
Employee engagement survey: understanding the benefits of Top Employers Institute Certification Program
This article has explored how to define employee engagement, what employee engagement benefits look like, and what an employee engagement strategy might be.
But knowing how to assess your own organization’s employee engagement strategy can be difficult. This is where the Top Employers Institute can help.
The Top Employers Certification is a trusted assessment and brand that recognizes the organizations that have the highest standards across people practices. Catalent, PepsiCo, Takeda, and Volkswagen are but a few of the Top Employers certified and racing ahead.
How did they do it? Through a Best Practises employee engagement survey, Top Employers Institute helps organizations understand how they perform in areas ranging from employee engagement to HR-business alignment.
All questions and outcomes are tailored to company size, structure, and location.
Indeed, what the Top Employers employee engagement survey assesses is HR performance and consistency across six key domains:
Steer
Business Strategy
People Strategy
Leadership
Shape
Organization & Change
Digital HR
Work Environment
Attract
Employer Branding
Talent Acquisition
Onboarding
Develop
Performance
Career
Learning
Engage
Wellbeing
Employee Listening
Rewards & Recognition
Unite
Purpose & Values
Ethics & Integrity
Diversity, Equity & Inclusion
The survey reflects cutting-edge and future-oriented best practices: so your organization can rest safe in the knowledge that your employee engagement efforts are assessed to the best contemporary standards with unbiased validation, data-backed insights, and personalized to your business.
To start on the path of improving your employee engagement practice, the certification journey can be started today.
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.
Have you ever asked yourself what is a people strategy? Employee insights 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:
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, or enhancing the digital employee experience 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 performance 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 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 and the improve their employees’ experiences, needs, and concerns. This can enable them to have a comprehensive approach to gathering employee insights.
Employee insights: are essential for building a resilient and high-performing organisation
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 Program 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.
Improving The Employee Experience: why is Worth The Effort & How To Get Started
The employee experience is broad, making it difficult to know where to begin with improving it. Successful companies need productive and engaged employees to deliver high-quality products and services, which will depend on how they interact with the environment around them at work.
Company culture, work-life balance, technology, digital tools and physical tool they are supported with are just a few of the crucial factors that influence the relationship between employees and their employer.
In this article, we’ll break down the key elements of a successful employee experience strategy, examples and the numerous benefits organizations will reap from their efforts.
Moreover, we will unveil how your oragnization’s employee experience can benefit by joining the Top Employers Institute program.
What Is The Employee Experience?
The employee experience refers to every interaction an individual has with your organization throughout their employee lifecycle. From reading the job posting to their exit interview, the employee experience is not just about work-related tasks but also the perceptions and feelings an employee develops about his or her employer.
The employee experience encompasses a holistic view of a person’s relationship with their employer, including company culture, the daily working environment, technology and resources available to employees, opportunities for personal and professional growth, and to what extent the organization supports and encourages work-life balance.
Creating a positive employee experience is key to boost organizational success but it requires organizations to understand that they must do more than provide their employees’ basic needs. They must strive to create an environment that enhances employees’ lifecycle – in and out of the workplace.
Employee Experience Strategy: key elements for organisational success
For all the reasons mentioned above, the employee experience needs a real strategy. Here are some key elements organizations can consider when crafting and revising their employee experience management strategy.
Company Culture
Company culture is the foundation of the employee experience. It includes the values, mission, and goals that shape the behavior of leadership and management and guide the company’s trajectory. A positive and nurturing culture fosters an atmosphere of respect, collaboration, and openness.
When employees feel that the company culture aligns with their personal values, they are more likely to be committed to the company on a deeper level.
Work Environment
The physical workspace is another crucial component of the employee experience. Employees spend a significant portion of their lives at the office, so the design and functionality of the workplace can significantly impact their well-being and perception of the organization.
Natural light, ergonomic furniture, quiet spaces for independent work, and communal areas for collaboration are all factors that influence how people feel about their workplace.
With hybrid work increasingly becoming the norm, the work environment also includes employees’ home workspaces and the tools provided to support their productivity. Offering flexibility and ensuring employees have the right resources, whether in the office or working remotely, contributes to a positive overall experience.
Technology
The tools and technology employees use for daily tasks have an immense impact on their journey. Outdated equipment, cumbersome processes, and inefficient systems can cause frustration and hinder productivity.
Ensuring your organization optimizes the digital employee experience can help teams stay connected, especially in hybrid workplaces.
Professional Development Opportunities
Employees want to feel that their employers are invested in their personal and professional growth. Offering continuous learning opportunities, training programs, and clear career advancement paths communicates to employees that your organization values their development.
Leadership & Management
Leaders set the tone of company culture and their management style directly impacts how employees perceive their work. Leaders who prioritize transparency, communication, and recognition contribute to a positive employee experience.
How To Improve The Employee Experience: Examples & Strategies
Improving the employee experience is a continuous, multifaceted process. Organizations that establish ongoing initiatives are best positioned to successfully provide a positive employee experience.
Personalize the Employee Experience
There is no one-size-fits-all solution for an effective employee experience strategy. Many organizations have a multi-generational, multi-cultural workforce, making employee insights extremely valuable. Organizations need to design an inclusive and flexible workplace so that all team members can get their needs and preferences met.
Encourage Regular Feedback
When trying to improve the employee experience, knowledge is power. The more feedback you can get from employees, the better you’ll be able to respond to their needs and concerns.
360-degree surveys, one-on-one meetings, and focus groups can provide valuable insights into what is working well and identifying growth opportunities.
However, collecting feedback is only one step in the process. Organizations need an HR analytics system to review the data and take action accordingly.
Seeing changes resulting from their feedback encourages employees to continue vocalizing their needs and observations as they arise, rather than waiting until they develop into a problem.
Foster Employee Well-Being
By promoting work-life balance, organizations demonstrate their dedication to mental health and well-being. Offering flexible schedules, hybrid work options, and time off for professional development opportunities are all ways companies can facilitate employees maintaining a balance between their personal and work lives.
Benefits of Creating A Positive Employee Experience
The employee experience is all-encompassing and the results of investing in it will similarly be just as broad. No aspect of your organization will be left unimpacted. Here are some tangible benefits your organization can expect from improving the employee experience.
Increase Engagement & Productivity
Organizations that invest in a positive employee experience see a direct impact on engagement and productivity. Engaged employees are emotionally invested in their work and the organization’s success.
They are more likely to go above and beyond in their roles, leading to higher levels of productivity and innovation. Engaged and happy employees are also less likely to experience burnout because of the satisfaction and meaning they derive from their work.
Improve Employee Retention
Creating a positive employee experience demonstrates that every employee’s journey is important. It communicates to each individual that the organization is invested in their success.
Seeing their company go the extra mile for their comfort and well-being means that employees are more likely to do the same to fulfil their roles and responsibilities.
Attract Top Talent
Current employees are essentially ambassadors of your organization’s employer brand strategy. Candidates can sense how fulfilled current employees are during the interview process. Enthusiasm is contagious and the appeal of joining an energized, engaged team is hard to resist.
Company Success and Innovation
Companies focusing on the employee experience often see higher profitability and better performance. Engaged and satisfied employees are more likely to be innovative, collaborative, and committed to the organization’s mission and goals.
This ripple effect extends into customer relations as well. When employees are motivated and engaged, they provide excellent work and service to clients, which boosts the organization’s reputation.
Improve the Employee ExperiencethroughtheTop Employers Institute Certification
By investing in a positive, engaging work environment, companies can unlock higher levels of productivity, innovation, and retention. A dynamic employee experience fosters a culture of trust, collaboration, and purpose, contributing to individuals feeling valued and empowered to do their best work.
Ultimately, cultivating a positive employee experience is not just a strategy for success– it’s a critical foundation for long-term growth. As the global authority on excellence in people practices, no one understands this reality better than us. We combine years of research with analytics and advice from our robust global community to help organizations become an employer of choice.
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.
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.
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 1860 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’ insights. 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: By having an employee-centric approach and recognising employees’ hard efforts, leaders will show empathy. Leaders should be trained to acknowledge both their team members’ achievements and emotional states. This validation improve the employee experience, as they 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 on Empathy in Leadership and Employee Engagement
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.
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
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.
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.
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.
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.
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 improve employees’ digital experience 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.
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 | Addressing Staff Issues through Employee Experience Managers with Kaufland
Starting in 2018, certified Top Employer Kaufland began operating a network of employee experience managers across sites in Europe.
These are trained HR liaison officers who work to address employee welfare issues, solve challenges that might be putting a drag on business or individual performance. In our latest best practice focus, we are focusing on what brought in these managers and how they’re improving the employee experience for Kaufland workers.
This is just a snapshot of Kaufland’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:
It is challenging to keep an eye on employee engagement when an organisation like Kaufland has many employees scattered across many locations.
For this reason, Kaufland introduced ‘employee experience managers’ (a Vertrauensperson, in German): a neutral, trustworthy, and independent liaison for all employees.
How the practice was implemented:
The primary objectives behind Kaufland’s practice of employee experience managers are:
Anchoring of the corporate principles and leadership approach.
Early detection of (potential) disputes.
To better understand the atmosphere/mood among frontline employees.
To provide support to employees in difficult situations.
In the European locations where Kaufland’s employee experience managers are active, every employee can freely contact a dedicated employee experience manager and access contact details for other employee experience managers via a page on the company intranet, should they prefer to speak to someone specific.
Each employee experience manager acts as a confidante for receiving confidential feedback. Employees may remain anonymous if they wish to report a sensitive issue.
Employee experience manager responsibilities:
The main tasks of each employee experience manager at Kaufland are to:
Attend stores daily: talk with employees about their jobs, work-related problems, the store environment, etc.
Use employee feedback to identify work environment issues or business issues that could be improved.
Assist employees in handling issues with co-workers or to tackle personal problems having an impact on their work.
is skilled in psychology, mentoring and communication.
Kaufland offers special training, for instance, a mediation training course to support the work of the employee experience managers.
Results
Each employee experience manager has a target number of conversations to be held each month (approx. 300). The rationale behind this (as opposed to a target number of employees to speak with) is that sometimes, one employee may require several conversations to be had until their issue is resolved.
As a result of the work of the employee experience managers, Kaufland has improved many of its operational and work-related issues based on employee feedback.
The Era of Personalisation: Customising the Employee Experience at SAP India
By Billy Elliot, Regional Director for APAC, Top Employers Institute
Today’s workplace culture is in the midst of an unparalleled era of personalised experiences. Employees, similar to customers, desire treatment that caters to their individual needs and preferences. This change has propelled employers to shift from a people-centric approach towards a more person-centric one. Undoubtedly, the pandemic profoundly impacted reshaping expectations, with many people reevaluating their priorities.
Data from the 2023 Top Employers Institute Certification Programme shows a striking trend among the over 2 000 certified companies across 121 countries. Remarkably, 74% have updated their employee journeys to accommodate remote work dynamics—a 6% increase from the previous year. The Asia-Pacific (APAC) region is the most advanced in this regard, with 66% of Certified Top Employers having successfully implemented formal remote work options.
As part of the 2023 Top Employers Inspire event, I had the pleasure of hosting a presentation about this topic by Rashmi Raghuraja, Senior HRBP Consultant/PMO to the Head of HR at SAP Labs India. SAP India stands out as a leader in creating tailored employee experiences. Rashmi shared how the company addresses its workforce’s personal needs to enhance the end-to-end employee experience.
SAP India’s People Experience Programme was created “so we have an inclusive environment where people can be who they are. They don’t have to pretend or leave parts of themselves at home,” Rashmi explained. The programme has five foundational pillars to support that mission:
Pride: Fostering a sense of pride among employees, both in their association with the company and in their contributions to its success, to boost employee engagement.
Purpose: Employees are encouraged to make connections between their daily tasks and the overarching company mission.
Innovation: Sustaining innovation through providing resources and platform tools employees can use to create and collaborate.
Appreciation: Each individual’s contributions are recognised as valuable to the company’s success.
Care: Genuine care and respect for employees is consistently demonstrated, bolstering a sense of belonging and support.
Providing autonomy over individual work schedules and habits was a priority as the company assessed its employee journey. “We have a real commitment to offering a flexible and trust-based work schedule,” said Rashmi. Feedback indicates they have successfully done so.
The 2023 SAP Future of Work Trend report revealed a whopping 77% of SAP employees feel empowered to determine when and where they perform their tasks.
They achieved such a high level of success by forming a group of employees to facilitate the transition, the Change Ambassadors Community.
This group functioned as a guiding force, coaching managers and teams as they navigated the shift towards flexible work arrangements. Rashmi described the HR team’s thought process, “We realised early on that this is going to be a journey of not just a few weeks or months. It’s going to take years.
We wanted to bring our employees along on the journey and have a bottom-up approach.” Pilot programmes and continuous feedback loops kept stakeholders engaged and enabled adjustments.
People Unplugged
Establishing a foundation of transparency and understanding within the company’s workforce was the motivation behind the People Unplugged Programme. Rashmi elaborated on this mission, “We wanted to have authentic conversations with leaders and offer a platform to debate, ideate, and collect feedback.” The first initiative was a six-part conversation series that engaged employees with company leaders.
All employees were invited to participate in these conversations featuring sensitive topics like performance management. Strikingly, 4,000 employees across India participated.
These sessions were an opportunity to engage in genuine discourse to shed light on why the organisation did certain things and potentially pave the way towards something new.
Ultimately, this series underscored SAP India’s commitment to creating a workplace culture that values open dialogue, mutual respect, and collective growth.
In the wake of transitioning back to business as usual after the pandemic, the need to assist employees with the adjustment became evident. “One of the things we heard often was that people were feeling lost as they came back. They knew about different programmes, platforms, and tools but not how to find them,” Rashmi explained.
To address this concern, a series of brainstorming sessions were organised. These sessions included employees representing a variety of roles and career stages. The primary objective was to understand any gaps in support and identify what resources might be helpful.
Through this process, recurring themes were identified and served as focal points for taking action. As a result, two programmes were created:
The Inspire Talk Series is a forum for insightful discussions,
The Career Mentoring Programme supports individuals feeling indecisive about their career path.
To conclude the presentation, Rashmi emphasised that SAP India focuses on providing their employees with the best possible workplace. She quoted author Jacob Morgan’s book The Employee Experience Advantage to emphasise her point, “In a world where money is no longer the primary motivating factor for employees, focusing on the employee experience is the most promising competitive advantage that organisations can create.”
Check out Rashmi’s full presentation to hear more about SAP India’s innovative programmes and the organisation’s plans for new initiatives in the near future.
How to Manage and Succeed with a Multigenerational Workforce
Across today’s modern workforce, many organisations are witnessing a unique blend of generations working side by side. From Baby Boomers and Gen Xers to Millennials and Gen Zs, the workplace has become a melting pot of diverse experiences, perspectives, and work styles.
As leaders and managers seek to create a productive, inclusive and welcoming environment for all these different groups, it is essential to understand and effectively manage this multigenerational dynamic to foster collaboration, innovation, and overall team success.
Cultivating this understanding will help to better utilise everyone’s talents from an individual and a generational level.
What Generations are Currently in the Workforce?
In 2023, there are currently five generations working side-by-side. Those generations are:
The Silent Generation: This generation was born between 1928 and 1945, making them some of the oldest in the workplace. Many have already retired, but many still choose to participate in the labour force. It is estimated that they still make up 3% of the workforce in the USA. It can be easy to underestimate the number of older people still active in the workplace, especially when you consider that according to the United States Bureau of Labor Statistics, in 2030, 11.1% of those 75 and older will still be active participants in the workforce in 2030.
Baby Boomers: This generation was born between 1946 and 1964 and currently makes up around a quarter of the working population in the United States. The youngest members of this generation will start retiring in the upcoming years. Still, some of this generation have already begun retiring, this many because they are further along in their careers and often hold higher positions of power at work.
Gen X: Born between 1965 and 1980, this is one of the smaller generations compared to the ones that came before it and the ones that are coming after it and many in this generation.
Millennials (also known as Gen Y): Millennials are often quite technologically adept because they have lived through some of the most significant technological advancements. They were born between 1981 and 1996, and they make up the biggest group in the workforce in the USA, making them around 35% of the working population.
Gen Z: The youngest generation to enter the workforce were born between 1997 and 2012, and they are remarked to be the first actual tech generation as they have never known a world without the internet. While many are still in university, the first groups are becoming active participants in the workforce. As such, organisations need to learn how to support them.
What are the Benefits of a Multigenerational Workforce?
In many places, we hear about the difficulties of generational differences affecting people’s ability to relate to each other, but there are many benefits for organisations.
Those include:
Skill Diversity: Different generations tend to have distinct skill sets. For example, older employees might excel in interpersonal skills and relationship-building, while younger employees might be adept at leveraging technology and digital tools. This mix of skills can enhance the team’s overall capabilities.
Knowledge Sharing: Older generations often possess valuable industry experience and institutional knowledge, which they can share with younger team members. This knowledge transfer helps bridge the generation gap and ensures that essential insights are passed down to the next generation. Equally, the younger generation can share knowledge that older generations may have previously ignored, making the sharked knowledge sharing a fruitful opportunity.
Diverse Perspectives and Ideas: Each generation brings unique life experiences, perspectives, and approaches to problem-solving. This diversity can lead to a broader range of ideas and solutions, fostering innovation and creativity within the team.
Adaptability: A multigenerational team is often more adaptable to changes in the business landscape. Younger members might embrace new technologies and trends, while older members can provide stability and a long-term perspective during times of transition.
Reduced Bias and Stereotyping: Working closely with colleagues of various generations challenges stereotypes and biases. Team members learn to appreciate each generation’s strengths and qualities, breaking down preconceived notions.
Effective Communication: Interacting with colleagues from different generations can improve communication skills. Team members learn to adapt their communication styles to accommodate diverse preferences, leading to more precise and effective information exchanges.
Enhanced Problem Solving: Multigenerational teams can bring diverse problem-solving approaches to the table. This diversity allows the team to tackle challenges from multiple angles, increasing the likelihood of finding effective solutions.
Market Insights: Different generations have varying consumer behaviours and preferences. A diverse team can help the organisation better understand and connect with a broader range of target demographics.
Mentorship Opportunities: Multigenerational teams provide natural mentorship opportunities. Older employees can mentor younger ones, offering guidance and wisdom, while younger employees can offer insights into new technologies and trends.
Increased Employee Engagement: Recognising and leveraging the strengths of each generation can lead to outstanding employee engagement benefits. When team members feel valued for their unique contributions, they are more likely to be motivated and committed to their work.
How Organisations Can Get the Best Out of Their Multigenerational Workforce
The benefits of having a multigenerational workforce show that having a work environment that is diverse in age range creates a positive impact on organisations and their employees; it is still important to figure out how organisations can foster that environment.
Some of the ways that HR professionals can learn how to manage their workforce to foster collaboration and innovation effectively include:
Embracing Diversity and Inclusion: A multigenerational team offers diverse skills and perspectives. By fostering an inclusive environment, HR professionals and leaders can help team members feel valued and respected regardless of age. Encourage open dialogue that celebrates the unique strengths and experiences each generation brings to the table. They can organise cross-generational mentorship programs to facilitate knowledge sharing and skill development.
Flexibility in Work Arrangements: Different generations often have different expectations regarding work-life balance and remote work options. By offering flexible work arrangements, organisations can accommodate the diverse needs of their multigenerational team. Allowing for flexibility in where employees work, flexible hours, and job-sharing opportunities ensures everyone can maintain a healthy work-life balance.
Continuous Learning and Development: Promoting a culture of constant learning to keep all team members engaged and up to date. Provide opportunities for professional development, training, and upskilling. Encourage cross-generational learning by pairing experienced employees with newer ones to facilitate knowledge exchange.
Flexibility in Leadership Styles: Different generations may respond to different leadership styles. Some may appreciate a hands-on approach, while others prefer a more autonomous working environment. HR professionals should understand these preferences and adapt leadership strategies to manage and motivate their multigenerational teams effectively.
Conflict Resolution and Mediation: Generational differences can sometimes lead to misunderstandings and conflicts. HR professionals and leaders should be equipped with effective conflict resolution and mediation skills to address any issues that may arise. A proactive approach to resolving disputes can prevent them from escalating and disrupting the team’s harmony.
Final Thoughts on how to Manage and Succeed with a Multigenerational Workforce
Managing a multigenerational team requires a thoughtful and inclusive approach. By embracing diversity, fostering open communication, offering flexibility, recognising individual contributions, promoting continuous learning, and adapting leadership styles, organisations wanting to get the best out of their people can work to create an environment where everyone thrives.
Suppose they successfully create this environment by navigating the complexities of a multigenerational team. In that case, they will not only be able to enhance team performance, but they will also be able to cultivate a workplace where everyone feels valued.
How Organisations Improve Employee Engagement with Emotionally Engaged Leaders
The world of work is permanently active. The business landscape is fast-paced and ever-evolving, but one thing that hasn’t changed is the importance of employee engagement. Employee engagement is a critical factor in an organisation’s success.
Engaged employees are more motivated, productive and stay in organisations longer, leading to higher levels of innovation and overall performance. One of the critical drivers of employee engagement is the presence of emotionally engaged leaders.
In this article, we will explore how emotional intelligence makes a leader emotionally engaged and how it impacts employees and their engagement levels.
Managers have a more considerable impact on people’s mental health than doctors and even therapists. Leaders that are emotionally engaged are better able to create a positive, supportive and psychologically safe work environment, which can improve employee wellbeing and employee engagement.
What is Emotional Intelligence?
In 1995, in the book Emotional Intelligence Daniel Goleman, the psychologist that coined the term defined emotional intelligence as a set of skills that help individuals recognise, understand and manage their own emotions, as well as the emotions of others. While emotional intelligence is usually emphasised more in personal relationships, it is critical to realise that emotional intelligence or a lack of it, also is essential at work.
In Emotional Intelligence, Goleman identified four traits of emotional intelligence, which are:
Self-Awareness: It is believed that the first step in developing emotional intelligence is self-awareness. Leaders and management should take time to understand the impact of their behaviour by reflecting on their own emotions. This needs to be done across different situations so that they have a fuller understanding.
Self-Management: The next step for leaders becoming emotionally intelligent comes from developing ways to manage their emotions; this can only come after becoming more self-aware. Self-management involves learning and using skills like stress management and mindfulness. If a leader is to engage with these skills, they must also practice active listening when interacting with coworkers.
Social Awareness: Leaders making an effort to become emotionally intelligent will need to develop the ability to understand and empathise with other people’s perspectives; this is especially important as more and more organisations become more diverse than before.
Relationship Management: The fourth trait of an emotionally intelligent leader is one of the most critical, and it relies on the other characteristics to truly achieve it. Relationship management uses emotional intelligence to build and maintain positive relationships, resolve conflicts, and influence and inspire others to achieve common goals.
Emotionally engaged leaders are individuals who genuinely care about their team members, their wellbeing, and their professional development. These leaders demonstrate empathy, active listening skills, and emotional intelligence towards meaningful employee insights. They create a supportive atmosphere where employees feel valued, heard, and motivated to perform at their best. Emotionally engaged leaders also foster a sense of purpose and alignment by effectively communicating the organisation’s vision, goals, and values.
Three Ways that Emotionally Engaged Leaders Impact Employees
Trust and Transparency: Emotionally engaged leaders establish an environment of trust and transparency by being open and honest with their team members. This cultivates a sense of psychological safety, encouraging employees to share ideas, express concerns, and take risks without fear of negative consequences.
Personal and Professional Growth: Emotionally engaged leaders invest in their employee’s growth and development. They provide mentoring, coaching, and opportunities for learning and advancement. This commitment to individual growth enhances employee skills and knowledge and demonstrates that the organisation values their long-term success.
Motivation and Empowerment: Emotionally engaged leaders inspire and motivate their employees by recognising their achievements and providing constructive feedback. They empower their team members to make decisions, take ownership of their work, and contribute meaningfully to the organisation’s goals. This sense of autonomy increases job satisfaction and engagement.
How to Improve Employee Engagement with Emotionally Engaged Leaders
Understanding what makes a leader emotionally intelligent is essential; it is even more critical to see how they can improve employee experience in terms of engagement more concretely. We have four strategies that organisations can use to engage their employees with the help of emotionally engaged leaders:
Encourage Open Communication: Promote open communication channels within the organisation, allowing employees to voice their opinions, concerns, and ideas. Emotionally engaged leaders actively listen to their employees insights, seek their input, and take appropriate actions based on their feedback.
Leadership Development Programs: Organisations can implement programs focusing on emotional intelligence, empathy, and effective communication. These programs help leaders develop the skills necessary to connect with their teams on an emotional level and foster a positive work environment.
Regular Feedback and Recognition: Establish a culture of feedback and recognition where leaders provide regular, constructive feedback to their team members. Recognise and celebrate employee achievements, both big and small, to reinforce a culture of appreciation and motivate continued engagement.
Lead by Example: Leaders should model the behaviour they expect from their employees. Emotionally engaged leaders demonstrate integrity, empathy, and a strong work ethic. They are authentic, accessible, and approachable, creating a positive and engaging work environment that makes it safe for employees to model these behaviours.
Final Thoughts
Employee engagement is crucial for organisational success, and emotionally engaged leaders are pivotal in driving and nurturing team engagement. By developing emotionally intelligent leaders who prioritise trust, transparency, motivation, empowerment, and growth, organisations can create a culture that fosters high levels of employee engagement.
Investing in leadership development programs, promoting open communication, and recognising employee contributions are some of the effective strategies that can help organisations unlock the potential of their workforce, leading to improved productivity, innovation, and overall success.
Emotionally engaged leaders bring out the best in their employees and create a work environment where individuals thrive, and organisations prosper.
As the pace of technology accelerates, we must focus on the aspects of us that make us human- creativity, empathy, innovation and awareness.
In the future workplace, our ability to capitalise upon this, and develop it in others, might ultimately lead to an organisation’s success or failure.
