Developing an Effective People Strategy: A Roadmap for HR Leaders and Company Executives
Developing an Effective People Strategy: A Roadmap for HR Leaders and Company Executives
In an era of rapid change and fierce competition, organizations can no longer afford to view their people as simply a resource to manage. Today, companies must recognize the strategic value of their workforce as a core driver of business success.
A well-defined people strategy helps organizations build a strong culture, attract top talent, and drive performance in alignment with overall business objectives.
In this post, we will explore what people strategy is, how to develop it, and how it differs from HR strategy. We will also look at examples from leading companies that have successfully implemented People Strategies and discuss how the Top Employer Institute program can help your organization elevate its People Strategy and become an Employer of Choice.
What is a People Strategy?
A people strategy is a comprehensive plan that ensures an organization’s workforce is aligned with its business goals and priorities. At its core, it’s designed to create a high-performance culture, where the right people are in the right roles, equipped with the necessary skills, and motivated to contribute to the company’s long-term success.
A people strategy takes into account broader organizational needs and focuses on nurturing a sustainable talent pipeline that will drive future success.
It aims to create a high-performing culture, foster employee engagement, drive leadership development, and ensure the workforce is equipped to meet future challenges.
People strategy today: what does it mean for HR leaders?
Today, leading organisations across the globe are forced to transform rapidly – and continuously – in order to remain purposeful, relevant and stay ahead of competition. This in turn means that the very definition of people strategy is itself evolving at pace. The role of HR leaders is changing too, and the number of challenges they are asked to solve is increasing.
As you need to focus on your people, it’s key to gather employee insights: by understanding needs, motivations, and preferences of your workforce you better shape policies that improve the employee experience. And, consequently, contribute to higher levels of engagement and retention.
People Strategy vs. HR Strategy: What’s the Difference?
HR strategy and people strategy are often used interchangeably, although they represent different approaches to managing human capital within an organization.
While, as we have seen above, a people strategy is more holistic an HR Strategy focuses on the tactical aspects of managing employees.
It deals with the functional tasks related to human resources, such as recruitment, compensation and benefits, performance management, compliance, and training.
How to develop a people strategy: key steps
Developing a successful people strategy requires careful planning, collaboration, and a deep understanding of both business needs and employee aspirations.
Here’s a step-by-step guide on how to develop a People Strategy that delivers value to both the workforce and the organization:
1. Understand Your Business Goals
The first step in developing a People Strategy is to clearly understand the long-term goals of the organization. Whether you’re expanding into new markets, launching a new product line, or striving to improve operational efficiency, your people strategy should align with these goals.
For example, sur research shows that 97% Top Employers demonstrate the importance of aligning their people strategy with their business strategy. Yet it is worth noting that only 77% of Top Employers translate their people strategy into key HR metrics and related targets.
2. Analyze Current Workforce Capabilities
Assess the current skill sets, experience, and potential of your workforce. This will help identify any gaps between the existing talent pool and the skills required to achieve the company’s strategic objectives. By conducting talent audits, employee surveys like stay interviews), and performance assessments you will effectively understand what your workforce can offer and where development is needed.
And how can we not mention artificial intelligence? With AI tools for talent acquisition, organizations can streamline the process of identifying, assessing, and recruiting candidates with the right skills. AI can enhance the recruitment process, helping companies attract the best talent faster and more efficiently while minimizing bias.
3. Create a Talent Acquisition Plan
The foundation of any people strategy is indeed attracting the right talent. This involves not only recruiting for current roles but also planning for future needs. Companies like Amazon have made headlines for their innovative talent acquisition strategies, including programs aimed at hiring from underrepresented groups and offering upskilling opportunities for current employees to fill high-demand roles.
In today’s war for talent, organizations must differentiate themselves to attract and retain top candidates. Leveraging ai for talent acquisitioncan significantly enhance this process, allowing HR teams to focus on the most promising candidates and streamline hiring.
4. Develop Leadership and Talent Management Programs
Leaders and high-level managers are not excluded by your workforce. In fact, strong leadership development and succession planning initiatives are a key component of your strategy. Investing in leadership training ensures that the organization is prepared for future challenges. Companies like IBM are known for their leadership development programs, which include mentorship, continuous learning, and hands-on leadership opportunities for emerging talent.
In addition, organizations must continuously gather employee insights to better understand how employees view leadership, what skills they want to develop, and how they perceive the company’s future. This helps tailor leadership development efforts to actual needs and ensures leadership programs are effective and impactful.
5. Foster a Culture of Engagement and Well-Being
Employee engagement and well-being are at the heart of a successful People Strategy. This involves creating an environment where employees feel valued, connected, and motivated to contribute. For example, Salesforce has made a name for itself with its “Ohana” culture, which emphasizes inclusivity, community, and well-being. Initiatives like flexible work arrangements, wellness programs, and employee resource groups are key aspects of such a strategy.
Digital employee experience platforms are increasingly used by companies to enhance employee engagement. These platforms enable real-time feedback, streamline communication, and offer personalized resources for learning and development. By investing in the digital employee experience, companies can improve overall engagement and foster a more inclusive, connected, and productive work environment.
6. Measure Success and Adjust
A strategy can never be successful without the “measure and adjust” work. Therefore, you need to regularly assess the effectiveness of your strategy through employee feedback, performance metrics, and business outcomes. This allows you to make adjustments as needed and ensure continuous improvement. Many companies use tools like the Gallup Engagement Survey or employee Net Promoter Scores (eNPS) to gather valuable insights and track employee satisfaction.
Real-World Examples of Companies with Exceptional People Strategies
Some of the world’s leading companies are great examples of how a well-crafted people strategy can drive success. As we have quickly mentioned some of these examples above, it’s now time to take a closer look at a few:
Google: Google’s people strategy is built on innovation, diversity and inclusion, and employee empowerment. The company offers extensive professional development opportunities, flexible working arrangements, and a culture that encourages creativity and collaboration. By focusing on employee well-being and continuous learning, Google ensures that its talent stays motivated and engaged.
Salesforce: Salesforce places a strong emphasis on its Ohana culture, where employees are viewed as part of a family. Through initiatives like well-being programs, paid volunteer time, and inclusivity initiatives, Salesforce creates a workplace where employees feel valued, supported, and connected.
Amazon: Amazon’s approach to People Strategy is centered on agility and growth. Through its comprehensive upskilling programs and focus on employee development, Amazon has been able to remain competitive while fostering a culture of continuous improvement and innovation.
Become an Employer of Choice with Top Employer Institute and elevate your people strategy
As we reach the end of our discussion, it’s clear that having a well-crafted people strategy is crucial for organizations looking to thrive in today’s competitive landscape.
A strong People Strategy not only addresses the war for talent but also drives engagement, retention, and long-term business success. By aligning your workforce with business goals and continuously evolving your approach to talent management, your company can stay ahead in an ever-changing world.
Through the Top Employer Institute program, companies can elevate their people strategy, enhance their employer brand, and attract the best talent in the market.
By participating in this program, you gain access to a wealth of resources, best practices, and insights that will help you create a more engaged, motivated, and productive workforce.
Whether you’re looking to improve the employee experience, enhance talent acquisition through AI, or develop leadership capabilities, the Top Employer Institute can help you build a people strategy that aligns with your business goals.
Prioritising Skilling and Upskilling Young People on World Youth Skills Day
If you have been asking yourself “what is a people strategy?” and “how can develop a successful one?”, this article is indeed for you.
Our current work landscape is changing more than ever with technological advancements, labour market shifts and more – the world of work has never been a more complex place to enter.
A recent study by McKinsey showed that 90% of employers will require significantly different skill sets in 2030 than before. And while young people are more able to access information from across the internet and the world, and many companies are doubling down on enhancing their digital employee experience, the skills gap has never been wider.
World Youth Skills Day was initiated by the United Nations in 2014 when they saw a growing need to support young people to be prepared for a world of work as they grow into a changing employment landscape.
By doing this work, enlightened organisations will be able to positively impact the youth of today and the youth that are still to come.
In this article, we will explore what organisations can do to support young people as they prepare to enter the world of work? And how can they show their commitment to skilling the youth of the future, and what are Top Employers doing?
World Youth Skills Day and Positive Impact
One of the trends we identified in the World of Work Trends Report 2023 was that organisations were finally making a clear commitment to ‘positive impact’ as it became the -new North Star for everything that enlightened businesses to do in 2023.
In our the report we broke down this trend into three parts:
A “a ‘lived” purpose works best when it comes straight from the heart of all those who work there – and remains a constant in their everyday decisions.
Secondly, the purpose of any organisation can only ever be as good as the views it allows itself to hear. So enlightened attitudes to diversity and inclusion are not only imperative for the positive impact and momentum they create in all organisations.
Finally, sustainability is critical in how an organisation ensures its continuity through a positive broader impact and in how it behaves as a good employer.
On World Youth Skills Day, we can see how this trend aligns with the importance of businesses in skilling today’s youth, especially as the barrier to entry for work only gets more difficult for young people.
The UN encourages us to unite in recognising the potential of young people as catalysts for change by committing to providing them with the skills needed to build a sustainable and prosperous future for all as we celebrate this World Youth Skills Day and for organisations, it is vital to understand the role that they can play in creating this future.
How Organisations Can Work to Skill Young People
While many organisations have begun committing themselves to creating a better world, many still need to learn precisely what they can do to have the positive impact they would like. Still, large and small businesses have the unique opportunity to contribute to improving the workspace for young people. Some of the ways that they can do that include:
Establishing training programmes, like boot camps or in-school programmes.
Partnering with charities and other organisations that are committed to educating young people.
Forming Coaching, training and mentor programmes aimed at young people who have yet to enter the workforce.
Establishing apprenticeship programmes.
Funding scholarships at universities and schools.
Create project-based learning opportunities and programmes for young people.
UST’s Partnership with Tech She Can
During Top Employers Inspire 2023, UST recently shared details of their partnership with Tech She Can.
Tech She Can is a charity committed to changing the ratio of women in technology; they do this by providing free resources to help inspire young women to study technology subjects and inevitably choose a career in a technology field. While they focus on young women, they also work with all kinds of young people to feel inspired to choose a tech career.
They do this by connecting them to relatable role models working in the jobs they may consider for themselves.
Certified Top Employer, UST, has partnered with Tech She Can as they want to play a role in having more representation for young women in tech.
During UST’s session in Top Employers Inspire, Seena Mohan noted that ‘It is important to inspire women and girls to get into tech careers so they can become equals in creating and developing new technology businesses to shape our future.’
Final Thoughts
On this year’s World Youth Skills Day, we encourage businesses to commit proactively to skilling the youth of today and the young who will follow them.
They need to do this by addressing their challenges and supporting or creating programmes and initiatives that seek to upskill young people for the changing world of work.
Whether through their own initiative or if organisations need to leave a positive impact on the world beyond their offices’ walls.
Businesses prioritising improving the world will see wins for themselves and their community.
We can shape a better future together and create a future that doesn’t leave anyone behind.
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.
Amgen FlexSpace: Taking Flexible Work to the Next Level
Amgen’s cutting-edge flexible work model offers innovative ways organisations can modernise their approach to remote work.
During the pandemic, many organisations learned out of necessity that remote work can be highly effective. Even after offices were able to re-open, remote work widely remained an option because it was so popular with employees. Amgen Spain & Portugal, a Certified Top Employer, had already learned this lesson well, having adopted a remote work approach in 2004, long before it was mainstream. During the pandemic, they began to offer employees even more flexibility. Sandra Vicente, HR Director for the organisation, spoke with me about their best practices during the 2023 Top Employers Inspire event. Their ideas and fresh perspectives will inspire companies looking to meet the needs of a remote workforce better.
Making the Transition
Amgen Spain & Portugal was able to swiftly adapt to a 100% remote workforce when the pandemic struck because of three factors.
Because the organisation had offered flexible work arrangements for fifteen years, managers and teams had already honed their remote work skills and were well-prepared to continue working from home. The transition from a partial to completely remote dynamic was not difficult for the company.
Amgen had recently provided employees with a stipend to create a functional home workspace, including screens and ergonomic chairs. As a result, virtually everyone was already equipped with a suitable home office setup by the time the pandemic hit.
The organisation had a robust culture of trust because of their long history with remote work. This trust was critical in facilitating a smooth transition to fully remote work and the company’s confidence in everyone’s ability to thrive in that model.
In 2021, Amgen refined its approach to flexible work by establishing FlexSpace – a novel way of working that combines the traditional practice of face-to-face office meetings with remote work. Unlike a more conventional approach to hybrid work, where companies allocate specific days for remote work and office attendance, FlexSpace empowers employees to make that choice for themselves. “The main driver of that decision is the purpose of their activity,” Sandra explained.
Practically, this means that employees have the ability to select which work environment best aligns with their daily responsibilities. For instance, employees might opt for remote work when tackling tasks requiring intense focus, such as preparing presentations, budgets, or brand plans. Conversely, activities like strategic meetings, brainstorming sessions, or welcoming a new team member thrive on face-to-face interactions. This modern flex work model offers employees even more flexibility and autonomy in their work life.
As part of the FlexSpace initiative, the organisation thoughtfully designed a new open-concept office space to cater to a diverse work styles and objectives. Workstations were not assigned to specific employees. Instead, the variety of stations remained available to anyone in the office. This way, employees have an adaptable environment for whatever needs might arise.
Transitioning to an open-concept office space necessitated a mindset shift. The first step was for employees to understand the dynamic nature of this type of open space. Throughout the day, people have the freedom to reconfigure their surroundings. If someone needs a whiteboard for a brainstorming session or if working alone at a desk for a couple of hours is required, dedicated spaces that cater to those needs are available. Regardless of the task, adapting to the constant background noise of conversation in an open-concept office is essential, and employees always work from home if they need a reprieve from the frequent office activity.
Over the years, Sandra shared that they have identified three key factors for a successful flexible work environment:
Asynchronous work,
Intentional socialisation, and
Maintaining a strong company culture.
Asynchronous work is a natural extension of a remote work model. Just as employees do not need to be in the same place to get work done, they often also do not have to work at the same time to get things done effectively. Using collaborative tools like Microsoft Teams helps make this asynchronous approach function.
Working at different times, however, means that colleagues will likely have fewer direct interactions with each other. This dynamic means employees need to be intentional about socialising with each other. Sandra elaborated, “When you are in the office every day, socialising happens organically. You chat with people when you get a cup of coffee or when you see each other in the hallway. So, now when people come into the office for some reason, we encourage them to take into account the importance of socialising and set aside time for that.”
The importance placed on socialising is part of the company’s culture. “Company culture needs to be a lived experience,” Sandra explained, “Our turnover is very low, only 3% in ten years, so most employees know the culture very well and embrace it.” In performance management discussions, employees frequently cite the positive culture and flexible work approach as pivotal factors influencing their choice to remain with the company. The extremely high retention and employee satisfaction rate Amgen Spain & Portugal has achieved undoubtedly has numerous positive ripple effects across their operations.
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.
Personalisation in 2023: How the Employee Experience Will Be Impacted by Increasing Personalisation at Work across Asia-Pacific
“What we realised is that we can’t design a programme without involving our employees. All of our organisations’ initiatives are crafted in partnership with our employees,” said Rashmi Raghuraja, Senior HR Consultant at SAP India, during one of our Top Employers Inspire sessions.
This partnership with employees in crafting employee experiences is synonymous with achieving a more personalised approach. This particular trend of involving employee groups in the design of the organisation and work can be seen in 87.6% of Top Employers in the Asia-Pacific region. In 2023, companies of all sizes are actively competing to not only attract and retain top talent but also to cultivate a work culture that empowers employees to unleash their full potential, and this is synonymous with the emphasis on involving employees in shaping their experiences.
Recognising that employees are the heart of any successful company, businesses are embracing a collaborative approach to work. The inclusion of employees in shaping various initiatives not only boosts engagement but also results in a more compelling and meaningful work environment. While competitive salaries and benefits remain fundamental, the emphasis is now on fostering a culture of co-creation, where employees feel valued and have a sense of ownership in the organisation’s progress. This paradigm shift marks a critical evolution in the way companies view their workforce, placing employee well-being and fulfilment at the core of their strategies.
A Paradigm Shift in the Post-Pandemic Workplace
In the post-pandemic world, a period of reflection has allowed employees to identify what truly matters to them. In response, employers have been compelled to become increasingly innovative in their efforts to attract, develop, and retain their top talent. As the employee experience takes centre stage as a critical differentiator, personalisation emerges as the key to its success.
Notably, one of the most significant trends in the APAC region is the substantial growth in employee involvement in engagement action plans, rising to an impressive 84% compared to 75% in the previous year (2022). This means that employees are actively participating in the development of action plans through engagement in employee focus groups and sounding boards. Moreover, they are regularly consulted to ensure alignment on progress and ensure the plans’ effectiveness and relevance to their needs and aspirations.
This trend underlines the growing importance of involving employees insights in decision-making processes. In doing so, organisations in the APAC region are striving to create a work environment that truly resonates with and supports their valued employees.
Personalising the employee experience means understanding and catering to the unique needs, preferences, and aspirations of each employee. It involves tailoring well-being, training and development opportunities, work environment, and work-life balance to suit the individual. As observed in the World of Work Trends Report 2023, personalisation has become a necessity for organisations that want to create a productive workforce. And the role of digital and technology cannot be understated as it uses intuitive tech to personalise the experience. Our research among Top Employers worldwide shows that the Asia Pacific is leading the way in digital personalisation, with significantly wider implementation of practices, compared to the rest of the world.
What are the benefits of emphasising personalisation at work?
The personalisation of consumer needs has been a challenge for organisations for some years, and now employees expect to be treated as “internal” customers. The rise of individual employee needs will have much further to run in 2023 – what has been until now been “people-centric” will become “person-centric”. As such, organisations have been able to see a positive relationship between this personalisation and their employees ‘ experience of work.
We’ve seen a couple of examples of some of our Top Employers in Asia using personalisation to great effect in the workplace:
Global and Regional Asia-Pacific Top Employer Tata Consultancy Services (TCS), for example, created a platform called Xcelerate – a career guidance management platform that generates a personalised learning path based on an employee’s current skill sets and desired career trajectory. The platform provides career insights, including learning paths of employees in desired roles, competency gap analysis, and engagement indexes.
SABIC, certified as a regional APAC Top Employer, uses a platform called Percipio that uses AI to personalise the learning experience of employees, as well as improve the individuals’ efficiency and effectiveness of the learning process.
Top Employers are not personalising employee experience just for the sake of it. Personalising the employee experience offers a diverse array of benefits that span various aspects of the organisation:
Personalisation helps organisations create a positive work culture. By prioritising the unique needs of each individual employee, organisations foster a culture of belonging and inclusivity. Organisations that personalise their employees ‘ well-being and communication efforts will be able to see a noticeable improvement in their overall company culture. That is because employees who feel seen and appreciated are more likely to stay with the organisation and refer others to join. This can help reduce turnover and recruitment costs while also improving the quality of candidates. Employee involvement plays a pivotal role in personalisation, as the more involved an employee is, the more personalisation can be tailored to certain programs. There has been a noticeable trend among Top Employers in the APAC region, who have 72% of employees involved in designing well-being initiatives, as opposed to 58% in 2022. This trend reflects the growing emphasis on personalisation in the workplace, as organisations recognise its positive impact on employee satisfaction, wellness, and retention.
Another benefit of personalisation is increased employee engagemen This is especially important as many organisations struggle to keep engagement rates high as they find new ways of working after the upheaval of the COVID-19 global pandemic. Prioritising employee experience is relevant for all companies because when employees feel seen, heard, and valued, they are more likely to be invested in their work and the organisation. Engaged employees are also more likely to be motivated, productive, and willing to go above and beyond for the company. This can lead to higher quality work, increased attraction of new employees, and increased retention of talented employees for prolonged periods.
However, it’s concerning that less than 50% of Top Employers in the Asia-Pacific have an employee listening strategy in place, despite its crucial role in fostering a culture of openness, trust, and employee empowerment. Implementing an effective employee listening strategy is essential for organisations to understand their employees’ needs, concerns, and aspirations, enabling them to make informed decisions, boost engagement, and drive long-term success.
Another benefit of personalisation is improved performance management. Personalised feedback and coaching can help employees identify areas for growth and development, leading to improved job satisfaction and career growth. By personalising training and development opportunities, organisations can also help employees acquire the skills they need to succeed in their roles, leading to improved job performance. This is seen as an important factor for Top Employers in Asia, where 83% of Top Employers’ performance management approach allows for variation in philosophy, process, and timing to cater to the needs of different target audiences and/or business needs – recognising the need for personalisation of performance management.
Lastly, another benefit of personalisation is an improved sense of autonomy for the employee. Personalising an employee’s ability to choose where they work from, whether that is fully from home, always in the office, or hybrid, allows employees to feel that their organisations trust them to do their best work. That feeling of trust is important as it allows employees to feel as though they are not only a part of a company but rather that they are a trusted member of the organisation. Additionally, allowing employees to personalise their work schedule gives employees a chance to work when they are at their best rather than the traditional 9-5.
What makes for a great personalised experience for employees?
When it comes to increasing personalisation at work, we can see that certified Top Employers are leading the pack. If we look at how Top Employers personalise the employee experience, the answer is clear. They embrace conversations with employees and allow them to choose and shape their experiences. Personalisation is used most prominently in the evolution of flexible working practices, including remote and hybrid working, in Top Employers’ offerings in well-being, compensation & benefits initiatives. And in the development processes, especially careers, onboarding, and leadership development.
The growing availability of a highly digital employee experience creates the opportunity for a far greater degree of personalisation. This personalisation does not need to start from when the employee is hired, but for many organisations, it can incorporate personalisation from the talent attraction stage.
How technology and digital tools can assist in personalising the employee experience
The widespread use of technology is being put at the service of employees, with the data it provides used to act and improve each employee’s experience. IT systems used by organisations must be designed around the needs of employees if it is to contribute positively to their experience. In 2023, 89% of Top Employers in Asia Pacific conduct regular assessments of HR technology (compared to 83% globally), and 83% of Top Employers in APAC are personalising their HR technology (compared to 78% globally). There should be regular assessments of HR technology to make sure that any features that remain unused or do not contribute to the user experience are removed, with employees given the power to self-manage, control, and edit their environment based on their preferences.
Technology is being leveraged to collect and analyse data, enabling organisations to act and enhance each employee’s journey. Top Employer SABIC exemplifies this by utilising AI to create personalised HR technology experiences. To learn more about how SABIC uses AI to optimise employee experiences, check out the dedicated article on this topic.
While technology and digital HR are key drivers of personalisation, neither of them provides a guarantee of a great personalised employee experience. Organisations and their leaders, along with individual employees, will still need to define a clear vision for the role of digital HR for the whole organisation. We can already see this for certified Top Employers as 78% of them have a vision of the role of digital HR in the overall employee experience.
When the vision and direction are clear, the hard work on the employee experience begins. Organisations will need to go through the employee’s entire journey map, from the latter’s perspective. In 2023, we will see a commitment to detailed employee journey mapping in order to leverage the employee experience.
Employee journey mapping is a valuable tool for continuous improvement. It highlights all the touchpoints and experiences an employee will go through, designed from their subjective experience, alongside the information the organisation collects from various channels. The aim is to trigger a process of continuous improvement at every stage and across an employee’s digital and non-digital experience.
How Top Employers around the world are prioritising digital personalisation
Our research among certified Top Employers worldwide shows that the Asia Pacific and Middle East regions are leading the way in digital personalisation, with significantly wider implementation of practices, compared to the rest of the world. This fits with other more widely available data showing an accelerated investment in digitalisation when compared globally.
There have been two factors at work here. Firstly, in the drive to mitigate the adverse impacts of the pandemic, many businesses adopted digital technologies rapidly, effectively creating a digital “Big Bang”. Secondly, for a young and tech-savvy workforce, the expectation of a flexible and personalised digital experience has become a priority for their everyday employee experience.
Final Thoughts
Personalising the employee experience will be crucial for organisations worldwide in 2023. It helps create a happy and engaged workforce, a positive work culture, and improved performance management. Organisations that invest in personalisation will have a better chance of attracting and retaining top talent, driving innovation, and achieving long-term success. In 2023, the Asia-Pacific region will witness a surge in personalising the employee experience, with certified Top Employers leading the way in embracing collaborative approaches and involving employees in shaping initiatives. Leveraging digital technologies, such as AI-driven solutions, companies like Tata Consultancy Services and SABIC are tailoring learning paths and optimising HR technology to cater to individual needs.
This employee-centric approach yields benefits like a positive work culture, increased engagement, improved performance management, and a sense of autonomy. To succeed in this transformative era, organisations must define a clear vision for digital HR’s role and focus on detailed employee journey mapping for continuous improvement.
In the rapidly evolving landscape of education and professional development, traditional learning methods, jargon, and frameworks are giving way to a new era of sophisticated and personalised learning fueled by cutting-edge technology. This seismic shift has ushered in an unprecedented level of personalisation in the learning experiences of individuals, particularly in the corporate world.
Employees now expect to be treated as “internal” customers, and employers are increasingly prioritising a “employee-centric” approach that profoundly impacts the way learning is delivered and experienced.
In a recent LinkedIn Live Event, Dwen Hwee, HR Head, Singapore and Korea at Tata Consultancy Services and Billy Elliott, Regional Director for APAC at Top Employers Institute, discussed an outstanding best practice of how they make learning available to anyone to learn anytime, anywhere, using any content or any device.
Here are some key learnings from the session.
TCS’s Culture of Learning and Democratizing Skills
TCS, a renowned global leader in IT services and consulting, has fostered a culture of learning by creating a comprehensive learning ecosystem. This ecosystem encourages employees to take charge of their careers and focuses on people, purpose, and the democratisation of talent and skills within the organisation.
TCS offers a range of learning formats, including self-paced learning, virtual classes, game-based learning, and more, supported by partnerships with external training providers.
Building a Robust Learning Ecosystem: Addressing Digital Demands and Driving Business Success
TCS recognised the need to develop a comprehensive learning ecosystem to address the evolving demands of digital technology and ensure the continuous growth and development of its employees. Several factors contributed to the development of this learning ecosystem, including:
The need for the organisation and employees to have relevant skills
The Digital Transformation Wave and remain innovative
To build a learning culture within TCS, which translates to purpose-led talent development, they developed it across five pillars:
Providing training opportunities – Linking learning with career and rewards
Being a partner function – Fueling business growth by being a part of business strategy & operations
Onboarding more training partners – Creating innovative & seamless learning ecosystems
Provisioning learning content – Building agility and hunger to learn and unlearn
Conducting technology or leadership programs – Nurturing growth & transformation mindset while focusing on cost & efficiency
TCS has developed various initiatives to support these pillars:
Talent Development Digital Ecosystem – TCS developed a talent development digital ecosystem anchored in their HR and resourcing teams. They engage, retain, and develop employees across the globe, aligning closely with the business to support its growth. The ecosystem includes the iEvolve learning and competency management system, which offers a diverse range of learning formats and proficiency levels. The iEvolve system serves as a one-stop-shop for employees to access training and certification records, whether internal or external. Various learning formats are on the platform, including in-person workshops, hackathons, self-learning and Gamification. As an example, under the digital ecosystem, TCS uses a virtual iQclass, where employees can learn from other employees overseas in a live session. This digital employee experience enables TCS’s 5As of learning – which is for Anyone to learn Anytime, Anywhere, using Any content delivered on Any device.
The T-Factor – using an in-house built Algorithm using AI, provides a measure of relevant skills for all TCS employees. TCS employs a unique approach called the T-factor to cater to employees at different experience levels. This approach encourages employees to develop expertise in multiple digital technology skills while also excelling in one or a few specific areas. The T-factor was introduced to anticipate the increasing demand for digital technology skills, and it ensures that employees are prepared and trained to apply these skills in real business contexts and support customers in transforming their businesses.
Xcelerate – This is TCS’s career guidance management platform designed to help employees navigate their career paths. Through Xcelerate, employees can log in and input their desired roles, preferred technologies, and a timeframe for progression. The platform then generates a personalised learning path based on the employee’s current skill sets and desired career trajectory. Xcelerate also offers interactive features such as 360-degree feedback, where colleagues and supervisors provide comments and feedback, fostering holistic development in both technical and soft skills. Employees can participate as mentors or choose mentors from a registered list. The platform provides employee insights, including learning paths of employees in desired roles, competency gap analysis, and engagement indexes. Xcelerate seamlessly integrates with TCS Elevate, a talent framework comprising three pillars: Junior Talent, Mid-level Talent, and Emerging Leader and Senior Leadership paths.
Driving Career Advancement: Transformative Benefits of TCS’s Learning Ecosystem
Over 170 000 employees across TCS have been placed in projects across the business, which will help them reach the roles they desire in future. At TCS, their learning ecosystem results in numerous benefits for our employees. They gain a wide range of digital technology skills while specialising in specific areas, positioning themselves for career advancement.
Through personalised learning paths and continuous access to training programs, they engage in ongoing learning, ensuring their skills remain relevant. Our interactive platforms, like Xcelerate, provide holistic development opportunities through 360-degree feedback and mentorship, nurturing well-rounded professionals.
Balancing AI and Human Expertise in HR: Insights from SABIC India and Top Employers Institute
Artificial Intelli
gence (AI) is rapidly growing in various industries, including HR. While AI technology offers numerous benefits, such as increased efficiency and reduced bias, it raises concerns about the lack of personal touch. In a recent LinkedIn Live event, Preet Boparai, Head of HR for India, at SABIC and Billy Elliott, Regional Director for APAC at Top Employers Institute, discussed the emerging use of AI in HR and the importance of maintaining a balance between AI and human expertise. The webinar explored examples of how AI has proven beneficial and the potential downsides of relying solely on technology.
The session also provided insights into how SABIC India leverages AI while retaining the human element in HR operations. Here are some key learnings from the session:
Read ahead to get a snapshot of some of the session’s highlights; fill in the form to get the recording of the webinar to watch whenever you have a moment.
Balancing the Benefits and Concerns of AI in Human Resources: The Need for Human Oversight and Intervention
Using AI tools in HR has proven successful in saving time and effort. For example, AI tools have proven successful in recruitment by saving time and effort for recruiters and offering personalised feedback to candidates. These tools employ natural language processing and facial analysis technology to evaluate the fit of candidates for job positions. However, a critical issue with AI tools in recruitment is the potential for bias and discrimination. In a notable case, a recruitment tool demonstrated a preference for male candidates over female candidates. Therefore, it is necessary to have human oversight and intervention to ensure that algorithms are not giving biased results.
SABIC Shows How AI Tools Can Help HR in Employee Engagement and Retention
SABIC, a global leader in diversified chemicals, has harnessed the power of AI to enhance employee engagement and retention. Here are some ways they’ve implemented it:
Development of a chatbot for digital employee experience: SABIC developed an advanced chatbot called Amber, which has proved invaluable during the pandemic. It acted as a seamless two-way communication tool, promoting connection and dialogue by regularly seeking feedback from SABIC employees about their experiences working in an evolving, flexible environment. The chatbot is used to identify disengaged employees and those who are at risk of leaving. By proactively identifying these employees, SABIC has been able to retain them, thereby reducing its attrition rate. However, SABIC also emphasised the importance of informing employees about the tool and ensuring that conversations between employees and HR are confidential.
Gathering insights from employees: SABIC has also used AI tools to gather employee feedback during the COVID-19 pandemic. This feedback was used to launch SABIC Care, a flexible employee health benefits plan.
Personalised learning journeys: SABIC also uses Percipio, a platform that offers a range of courses and content for employees to upskill and reskill themselves. This platform uses AI to personalise the learning experience and improve the efficiency and effectiveness of the learning process.
Balancing AI and Human Intelligence
While AI tools can provide valuable insights and baseline information, SABIC emphasised the importance of involving human intelligence in decision-making. The solutions SABIC created were well thought through and catered to the entire organisation. SABIC also recognised that AI tools are not infallible and that there may be instances where the predictions made by these tools need to be corrected. Therefore, the company has created a feedback loop where human intelligence can correct and improve the accuracy of AI tools.
Fostering Collaboration Between AI and Humans in the Workplace: HR’s Vital Role
In today’s fast-paced, technologically driven world, it’s easy to get caught up in the idea that machines and algorithms can do everything better than humans. However, as we rely increasingly on artificial intelligence (AI) in the workplace, it’s essential to remember the value of the human touch. Recent studies have shown that many employees negatively perceive their HR departments. Some don’t even know who their HR representative is, while others don’t trust that any action will be taken if they report a concern, such as harassment or discrimination. With the increasing use of digital tools, this gap between HR and employees could widen further.
However, the solution isn’t to eliminate AI and go back to the days of paper forms and in-person meetings. Instead, HR departments need to remember that technology should be used to enhance and support human interaction, not replace it entirely. The key is to maintain honest and meaningful conversations with employees.
This means closing the loop and letting employees know what actions are being taken in response to their concerns, even if the news isn’t always positive. No amount of technological advancement or process improvement can replace regular communication and connection between HR and employees.
Ultimately, the best approach is to view AI and humans as a united team working together to empower the future of the workplace.
It’s up to us to take responsibility for making positive changes and not depend solely on technology to solve all our problems.
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