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Author: Mandar

Do’s & don’ts of encouraging participation in surveys

Posted on by Mandar

Engagement surveys are the easiest and fastest way to gather huge amount of data in one go. There are many benefits of conducting surveys – from gathering first-hand employee feedback to identifying problem areas and devising post survey interventions. Despite its many benefits, we see that it becomes challenging to convince employees to participate in engagement surveys. Why does this happen? Some of the reasons may include employees’ existing workload and prior commitments, poor communication about the survey launch, lengthy surveys and absence of post survey action plan are a few reasons for low participation.

Question arises- what should be the ideal participation rate? It is unrealistic to think that 100% employees would participate in the survey and, it might indicate some amount of coercion from the authorities. This might lead to satisficing or straight-lining. Satisficing is when respondents don’t put much effort into answering survey questions and only provide “satisfactory or neutral” answers to be done away with the survey. This might paint the wrong picture and wouldn’t lead to any concrete positive change. Usually, 65%-85% response rate is considered to be good and organisations should aim for that.

It has been observed that employees are usually not very enthusiastic about the entire initiative and still look at surveys as another HR initiative and not something of high significance. Here are some dos and don’ts to help you effectively promote and encourage participation in engagement surveys:

Dos of encouraging engagement survey participation

  • Communicate the purpose and build employee buy-in: Communication is the key! Apart from taking key stakeholder’s buy-in, it is equally crucial to communicate to the employees about why the survey is being conducted and how it will benefit employees and the organization. Involving employees in the process and explaining the purpose, timeline, and logistics of the survey will yield desired results. Furthermore, emphasizing that their feedback is valuable and will help drive positive changes will facilitate the entire process. When employees feel that they are being heard and are a part of organizational processes they feel more connected and invested with their respective organizations. Show them that their participation will make a difference.
  • Keep the survey relevant, short and easy to take: Since employees are already inundated with work, lengthy surveys will act as a deterrent to the entire process. Therefore, it is advisable to keep the survey crisp, highly focused and adequately long. Ascertain reliability and validity of the survey and avoid unnecessary questions that could discourage participation. Also, its’s important to integrate the surveys with the existing systems/HRMS rather than introducing another platform to take the survey.
  • Using the right scale to measure responses: It has been observed that mostly ‘agree- disagree’ scales are used to gather employees’ responses. These scales come with their own set of challenges and invite response set biases. It is also complex to carry out in-depth and accurate analysis. Therefore, it is advisable to use frequency, intensity, duration or need for change/need for improvement type of scales.  Furthermore, using Pareto charts, discriminant analysis or logistic regression should be leveraged to determine significant issues, and groups with significant needs.
  • Ensure anonymity and confidentiality: Employees need to be assured that their responses will remain anonymous and confidential. This will create an environment of trust and will encourage honest feedback without fear of being judged and held accountable for any deviant response.
  • Provide multiple, creative reminders: To some employees, survey participation might look like a monotonous process dimming their enthusiasm to participate. By adding a dash of creativity and humour, the entire process can be made more fun and engaging for the employees. Creative, and interesting reminders can be sent out at different intervals to ensure that employees have ample time and opportunity to participate. Also, consider using various communication channels such as emails, intranet, bulletin boards or team meetings to maintain employees’ interest.
  • Communicate the results and share key findings and intended actions: Once the survey is conducted, communicate the results to the participants, share key findings and talk about any action or initiatives that will be implemented as a result of the feedback received.

Dont's of encouraging engagement survey participation

  • Lack of planning: Without proper planning, no crucial event can take place smoothly. Survey participation also involves careful planning and discussions at many levels. It involves thinking about the issues to be addressed, the sample to be chosen and good idea about the post survey actions. Without these actions, any survey would fall flat.
  • Avoid self-fulfilling prophecy: ‘Do not look for something which is already there’, for example, gathering employees’ views around ‘introducing a new improved technology’ about which, you as well as employees are already excited, won’t shed relevant insights. Rather it would be better to understand and define the areas which need valid intervention.
  • Forced participation: Refrain from coercing employees to take the survey as it can create resentment among employees or may fetch wrong responses from them. Instead, focus on creating a voluntary and supportive environment that encourages participation.
  • Avoid survey fatigue: Refrain from floating many surveys in a less span of time. Frequent surveys may lead to fatigue and employees may become less motivated to participate. One needs to space out surveys appropriately to maintain interest and curiosity.
  • Ignoring feedback: it is important to acknowledge and act upon the feedback received. Failing to address the concerns or suggestions shared in the survey can erode trust and discourage participation in future.
  • Respecting employee privacy: Never share any individual responses publicly or without employees’ consent. This will only create an ecosystem of mistrust within the organization but will also refrain other employees to undertake the surveys in future. It is wise to always share the aggregate data and analysis.

By being cognizant of these dos and don’ts, HR leaders can create an environment that encourages active participation in engagement surveys and promotes a culture of open feedback and continuous improvement.

Founder’s Guide To Culture

Posted on by Mandar

A company’s culture can be defined through its fundamental set of values, ethics, and beliefs. It can be represented in a variety of ways, ranging from how business is conducted and executed to how individual employees interact with each other in the workplace. The physical work environment, as well as leadership approaches, all reflect a company’s culture. There are more complex aspects to it like how people feel about their job, the values they hold, where they see the firm headed and what they are doing to get there. These characteristics also contribute to an organisation’s personality — or culture.  

The Role of Founders in Shaping Company Culture, Leading by Example

Founders have a pivotal role in defining company culture as they are the driving force behind growth. They have a unique opportunity to define the tone and values that pervade the firm as visionary leaders. This definition starts from the moment they hire the first employee. Founders need to inspire and encourage workers to embrace the desired culture by leading by example. Their actions, decisions, and behaviours influence how workers perceive and understand the company’s values and mission. Whether it’s encouraging open communication, cooperation, or emphasising on work-life balance, entrepreneurs must model the cultural attributes they want to create. Founders should aim to develop a dynamic and authentic business culture that not only attracts top people but also supports long-term success by continually aligning their activities with the intended culture.

Defining Core Values and Mission

The foundation of a strong company culture is its mission, values and goals. Employees want their work to be meaningful. That is why it is critical to set and effectively convey your company’s goals. Whether it’s environmental convservation, making the best pizza in town, or, as my firm does, redefine people management and lead the people management revolution, you want to make sure your employees understand that their job has a purpose other than earning income. While your purpose explains why your company exists, your core values reflect how you work and who you are as a company. These guiding values govern how individuals interact, make decisions, and accomplish outcomes. Whatever your company’s values are—for example, flexibility, teamwork, or customer service excellence—they must be more than simply words. Your values should mirror the way you do business. A well stated short- and long-term organizational goals assist employees in remaining focused and motivated as they will know what they are working towards. 

Hiring for Cultural Fit : Finding the Right People While Creating an Inclusive and Diverse Environment

Cultural fit, at its most basic, implies that workers’ attitudes and behaviors are consistent with their employer’s fundamental values and business culture. Finding individuals who contribute to your company culture is critical; thus, cultural fit should play a significant role in your recruitment and hiring process. Employee happiness, engagement, productivity, and retention all improve by hiring for cultural fit. Founders should make an effort to teach staff how to hire for cultural fit. However, there is one thing to keep in mind, personal similarities should not be confused with cultural fit and your recruiting approach should be open and egalitarian. It seems attractive to hire the familiar option but you run the risk of creating a relatively homogenous company demographic. Instead, look to hire diverse individuals who will bring a variety of thoughts and perspectives to the table which would not have been possible by looking at “fit” alone. 

Employee Health

The health and wellbeing of your employees is another defining aspect of your company culture. No one wants to work in a company which induces burnout among employees. How founders treat and compensate their employees will determine if the company culture will be sustainable or not. They should encourage a good work-life balance by enforcing reasonable working hours, avoiding overwork, and valuing personal time away from work; a pleasant and inclusive work environment in which people feel appreciated, respected, and supported. Along with this, provide competitive salary and compensation packages in order to recruit and retain great employees. Consider benefits such as health insurance, pension plans, flexible working hours, and paid time off. Involve workers actively in decision-making processes, solicit feedback, and encourage them to give ideas and proposals. Recognize and honor their accomplishments and contributions. Incorporating these things will do wonders for employee health and overall employee productivity. 

Sustaining a Positive Company Culture Over Time

A positive culture, once built, requires maintenance and direction. Toxic conduct and unresolved issues can undermine your general culture and employee morale. As a founder, it is critical to address any concerns as soon as possible. This entails establishing a secure and discreet channel for workers to report issues, whether via a designated HR representative or an anonymous reporting system. Investigate concerns thoroughly and take appropriate action, which may include disciplinary action or counseling. Additionally, to settle disagreements between people or teams, encourage conflict resolution techniques such as mediation or facilitated conversations.

The Power of a Strong Company Culture for Success

A strong company culture has the power to drive success in multiple ways. It increases employee engagement, resulting in motivated and committed workers who contribute to innovation and productivity. Also, a strong culture enhances productivity as employees feel supported and connected, leading to effective collaboration and focused efforts. Overall, a strong company culture is a catalyst for success, boosting engagement, reducing turnover, simplifying recruitment, and improving productivity.

How Can Managers Focus On Building a 10X Growth Culture?

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A 10X growth culture is focused on generating exponential growth and pushing existing limits to attain outstanding performance. It is a mentality and set of actions that enable people and teams to excel and create exceptional results. Employees are encouraged to dream big, question the status quo, and take risks in a 10X growth culture. They are given the freedom to explore, invent, and learn from their mistakes which results in continual progress and breakthrough results.

Set A Clear And Actionable Vision

A clear vision helps employees maximise their efforts and ensures that everyone is working towards a common goal. It provides direction and purpose thereby minimising uncertainty and helping workers prioritise. This long-term vision also encourages strategic thinking where the entire planning team can look beyond the immediate hurdles and have a proactive approach to growth. A captivating vision can inspire and encourage employees by illustrating what is possible in a successful future. It fosters a feeling of purpose and a shared conviction in what is achievable. A 10X growth culture necessitates individuals to push themselves beyond their comfort zones, which will not be possible without a compelling vision acting as a catalyst 

Reinforce Positive Behaviour

Positive reinforcement recognises and rewards people’s efforts, accomplishments, and positive actions. This acknowledgement is a potent motivator. It raises morals and instils a sense of pride and success. It motivates people to keep doing their best and staying involved in their work. When you see someone going above and beyond for their job, the company should reward said individual. It sets an example and serves as an incentive for other employees to do the same. Another benefit is that employees feel encouraged to take up responsibility, make decisions, and contribute to the success of the business. This practice generates a culture in which people feel appreciated and trusted, resulting in increased levels of engagement and commitment.

Invest In Your People

Employee training, workshops, and professional development opportunities provide employees with new skills and stimuli required to flourish in their professions. This investment fosters a culture of continual learning and personal growth.It enables employees to take on new tasks which they could not before thus improving the quality and quantity of their output. When a company invests in its people, it establishes itself as an attractive place to work with good growth opportunities. This draws desirable employees looking for advancement, stimulation and development. The presence of talented and motivated people can improve the organisation’s overall capabilities greatly.

Encourage Innovation and Risk Taking

As a manager, you need to make an effort to challenge employees to think creatively, seek new solutions, and constantly find ways to optimise processes, products, and services. Risk-taking and innovation  requires employees to be able to embrace change and adapt to new environments.. Organisations that encourage these behaviours can foster a culture that is nimble, adaptable, and open to new chances. This flexibility is critical for succeeding in a fast-paced corporate climate and attaining considerable growth. It’s difficult to predict which punt will be successful but what is important is that the company is willing to try and learn. An entrepreneurial mindset eventually develops in employees which leads to even greater creativity and accountability. It is important to view failure as a learning experience rather than a setback as it is a crucial part of the innovation process.  

Break Silo Mentality

Individuals and teams should be encouraged to share their knowledge, skills, and experiences across departments and functions to break down silos. It  fosters a learning culture in which employees can benefit from a variety of viewpoints and ideas. It promotes creativity and allows the company to tap into its workforce’s collective wisdom. Within an organisation, these silos frequently impede efficient communication and cooperation. Breaking down these barriers promotes open lines of communication, allowing teams to operate more efficiently. This cooperation promotes the interchange of ideas, encourages innovation, and allows for improved problem-solving, all required for 10X development. Breaking down silos also has the added benefit of promoting a more holistic approach in which people and teams evaluate the broad picture and how their work contributes to the organisation’s overall progress. 

Utilise Feedback

Feedback serves as an effective catalyst for continuous improvement. Organisations should identify areas for improvement and take action to improve performance by soliciting feedback from workers, customers, and stakeholders. This dedication to continuous improvement is a defining feature of a 10X growth culture, in which incremental gain is always pursued. 

You can also acquire varied viewpoints and ideas by actively soliciting feedback, which can lead to the identification of new possibilities, creative solutions, and disruptive methods.

A 10x growth culture can be carefully cultivated using the above strategies. To recap : 

  •  A clear vision inspires employees to push beyond their limits. 
  • Positive reinforcement and investment in employee development foster a motivated and engaged workforce. Encouraging innovation and risk-taking enables the organisation to adapt and thrive in a fast-paced environment.
  •  Breaking down silos and promoting collaboration allows for a diverse range of ideas and improved problem-solving which allows for the highest possible utilisation of employees. 
  • Seeking and utilising feedback also promotes continuous improvement and helps identify new opportunities.

 

 By embracing these principles, companies can create a culture that drives exceptional performance and exponential growth.

Experiencing High Turnover? This could be because of your frontline managers

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“We are experiencing high turnover” is a common saying we have been hearing whenever leadership is discussed. But is it true?? And if it is, then what are the reasons for people to leave their organizations because of managers?

Frontline employees play a critical role in any organisation and contribute heavily towards its success. They are often called the ‘face of the organisation’ as they are the first point of contact for customers and represent the organisation’s brands and values. They make up around 80% of the total workforce. Recent trends point towards the rising attrition at the frontline workplaces; the case being more conspicuous among frontline retails; annual employee turnover among frontline workers has been at least 60 per cent for a long time. It is a big challenge to replace more than half of their frontline employees every year; almost half of the frontline employees are considering leaving their jobs while 63 per cent of frontline retail managers are thinking about quitting in the near future. It is a critical metric because it is not only costly but also impacts the company’s ability to serve its customers. A lot of researchers estimate that replacing an employee can cost as much  3x to 5x the person’s salary. 

There are various reasons for frontline employees leaving a job, such as excessive workload, lack of flexibility, scant opportunities for career advancement, unrealistic expectations and unfair pay. But perhaps one of the biggest reasons for frontline employee turnover is an unpleasant relationship with managers. 

Frontline managers play an important role in ensuring organisational success. Being the primary point of contact for employees on the front lines, they are responsible for overseeing day-to-day operations and ensuring that tasks are completed effectively and efficiently. They also act as a vital link between senior management and frontline employees to relay information, goals and expectations from top-level management to the frontline staff, ensuring alignment and clarity.  Frontline managers can have a huge impact on employees’ engagement in the organisation. Usually, quitting is a premeditated act and there’s always this window for managers to recognise  these cues and take action. Yet, it has been observed that managers do not take proactive measures to understand what’s going on in an employee’s mind. Let’s delve into some of the reasons why managers may contribute to your organisation experiencing high turnover:

Lack of effective communication

Managers who fail to communicate effectively with their frontline employees can create a gap in all areas. It is the manager’s responsibility to set, clarify and communicate expectations, listen to their employees and grievances and resolve any conflict amicably. However, it’s often seen that managers react instead of responding. They do not keep the communication channels open. This may result in employees feeling unheard or uninformed and they may become disengaged and seek opportunities elsewhere.

Inadequate recognition and feedback

Managers’ who fail to recognise and appreciate the efforts of their frontline employees may contribute to a lack of motivation and job satisfaction. Without regular feedback, recognition, and opportunities for growth, employees may feel stagnant in their roles and seek better prospects elsewhere.

Lack of support

Frontline employees need consistent guidance, support and resources from their managers. When managers are unavailable or not helpful, employees may feel unsupported and undervalued, leading to dissatisfaction and a desire to leave the organisation. Knowing that they are supported by their managers increases a frontline employee’s sense of belonging and will to stay. A supportive manager can improve a frontline worker’s chances of staying at the company by 300%.

Micromanagement

Some managers tend to micromanage their frontline employees, and some tend to closely monitor and control their every move. This can be demoralizing and undermine employees’ sense of autonomy and trust. Micromanagement stifles creativity and innovation, leading to disengagement and experiencing high turnover.

Inconsistent or unfair treatment

Managers who display favouritism, inconsistency, or unfairness in their decision-making can create a toxic work environment. In a toxic culture, distrust becomes more prevalent than character. Managers and frontline employees will not be able to collaborate effectively to build a high-performing organisation. When employees perceive bias or injustice, it erodes trust and morale, driving them to seek better treatment elsewhere.

Inadequate training and development

Managers play a crucial role in providing training and development opportunities for frontline employees. If managers neglect these responsibilities, employees may feel redundant in their roles, lacking the necessary skills to advance their careers within the organization. As a result, they may choose to leave in search of better growth prospects.

Lack of work-life balance

Managers who fail to promote a healthy work-life balance for their frontline employees can contribute to burnout and dissatisfaction. When employees feel overwhelmed, stressed or unable to maintain personal responsibilities, they may opt for positions with more supportive work environments.

Let’s look at some of the ways by which things can be improved at the frontline workplaces and employee turnover can be arrested:

Investing in frontline manager’s development

Managers need to be properly trained to manage frontline employees. They should be provided relevant training and guidance on how to handle various issues and grievances faced by frontline employees. Also, being the first point of contact for customers, they are usually bombarded with queries and concerns which might be stress-inducing. Therefore, special programs need to be conducted addressing that aspect. Managers need to be heard and given adequate resources to manage their day-to-day operations.

Gather continuous employee feedback

When employees feel heard, they feel more valued and connect more with the organization. Floating relevant pulse surveys will help to gather timely and continuous feedback from the employees. This will equip managers with the relevant data points to take remedial measures proactively to ensure you are not experiencing high turnover.

Make work at the frontline site more meaningful and interesting

Frontline employees typically face the challenge of performing monotonous, repetitive tasks daily. This aspect may make them apprehensive about their growth in future. This needs to be dealt with seriously by making frontline jobs interesting and engaging for them. Regular rewards need to be disbursed to keep their momentum high. The work environment needs to be positive and balanced. Managers play a great role in regulating organisational culture, compensation and career opportunities and thus greatly influence employee turnover. Having supportive frontline managers should be a business priority for any organisation that wants to reduce chronic turnover. Enabling frontline managers to enhance frontline employee experience will be rewarding at many levels and will help reduce high turnover and increase engagement.

Want to know more about reducing attrition? Read our article on 3 Ways HR Leaders can reduce attrition.

The priority of today’s CHROs – Organisational Culture

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One would not have to look far back to find a period when the idea of a Human Resource Officer at a CXO level  was frowned upon. But, the world has changed so has the pace of its change. In this case, the pandemic and the Great Resignation became the stimuli. Companies realised that they cannot survive solely on business strategies and  outcomes. The concern was real and striking; what good is a business when there is nobody to manage the business makers?

The question then is nothow important it is to have senior-managers  in the Human Resources department. Weshould ideally be past that. The challenge, now, is identifying the key concerns of CHROs. Although a ton of issues come to mind when thinking of it, there’s one that is clear and serves as a  foundation to all; building organisational culture. 

While it does seem  cliched and overused, it is  because of its ability to encompass sundry facets required to run a successful organisation. 

But how do we define organisational culture?

We are living in times where organisations are keen on exploring ways to increase productivity of their employees. You can keep on watering the plant, but if it is not rooted properly, it will never grow. And here we must realise the need for an Organisational culture, it  serves as the root of an organisation.It is anything and everything in an  that motivates the employees to stay and give their time.

Traditionally, organisational culture was looked at as an amalgamation of the values, beliefs and school of thought of a particular organisation. But  times changedand soon the employee became the centre, it was understood  that the definition now must  incorporate the practices and everyday actions that make a difference in the experiential reality of the employees. This helps in making an organisation inclusive through the way of rewarding and celebrating employees, decision-making, and communication.

Hence, if anything, a CHRO needs to strengthen the roots, and place the employees firmly and comfortably. This will allow employees to   unleash their  creativity and productivity.

Workspace, not generation specific anymore

Another challenge  organisations and CHROs face is that of managing a : a variety of generations.keep them engaged at work. They facw the challenge i of building a workspace that serves and is conducive to all generations with different set of beliefs and work patterns. 

In times like these, building a strong foundation is more crucial than ever.he roots have to be moulded in such a way that everyone feels that they belong, are  seen and heard. A well-built organisational culture will be a mirror of the organisation’s relevancy and consistency. It will denote their timelessness and endurance no matter what. 

On the other hand, a weak organisational culture will evoke feelings of distrust and uncertainty in the employees, especially given the different mindset these generations are coming from. ,Making it a must  for CHROs to formulate and establish a culture, an understanding of acceptance and solid value system..

Culture flows from the top

It is easy to say that it is the people that make an organisation and its culture. But t in a hierarchical setting, sometimes just the people around can be too less for something as omnipresent as a culture. This is why this article is not about why organisational culture is important but about why it should be the top priority of today’s CHROs.

An organisational culture, with all its mission and vision statements, needs to flow from the top of the pyramid. This flow should be so effective that everyone working for a particular organisation understands and applies such values. r. If the same does not happen, all that has been communicated is null and void 

Hence, to reiterate, organisational culture is what can be seen in the actions of the leaders. Leaders who walk the talk. Leaders who inspire the ones even at the  bottom of the pyramid to effortlessly settle into the culture. 

A strong, healthy organisational culture will help in avoiding attrition.

When people feel like they belong, are appreciated and are respected, so that there are little to no reasons to leave an organisation. However, a lot depends on how this belongingness, appreciation and respect is invoked and carried out. Everything depends on it. This is precisely where organisational culture steps in, in the actions of it all.

We live in an era where resignations are frequent and Generation Z is anything but consistent. Conversations about the gen’s disengagement at work are everywhere today. And, it is a big concern for organisations all across the globe. At the same time, this generation is also hyper-aware of the values and beliefs of the organisation they are employed in. They are less likely to invest their time in an organisation that has been scandalous or found to be untruthful and vague in the past.

Making it all the more necessary to create a base for a transparent, healthy and robust organisational culture. The upcoming generation of the workforce is radically different from their Millennial counterparts. The strategies need to change accordingly, moulding or establishing a strong organisational culture should be the target.

Marketing the company’s name

Today, salary package isn’t the sole criterion for choosing a company, thus making it crucial for organisations to develop a healthy organisation culture.The answer is not just to build a reputation through the quality of services and products of the organisation,t also requires the delivery people of these outputs to be on the organisation’s side. 

Building a firm organisational culture will help the employees to feel connected to the  vision, mission and values of the organisation. Tomorrow if the world forgets your services, someone somewhere will still be talking about the healthy organisational culture that exists in your workplace. 

It does take time for employees to adapt and become a part of the culture you inculcate but when that happens, the values and principles you desire manifest in the best way possible.For no matter how many variations of the ‘Hare and the Tortoise’ story come out, the first one will always be a classic. The slow and steady really win the race!

And, it’s time to begin that consistency.

Building Company Culture through Effective People Management

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Ask anyone what they think differentiates a successful organisation from ones that aren’t so successful, and chances are that the topic of ‘company culture” will come up. Both culture, and cult, share the same etymology, derived from the words which mean cultivation and worship; they have since diverged into distinct concepts. Culture, describing how a community, or organisation, does things and goes about work and life. A company culture may describe its norms, how people generally talk, treat each other, or set priorities. A cult, on the other hand, is typically thought of as an unhealthy cultivation of members of a community, or organisation, to worship a common entity, literally or metaphorically. While some companies confuse these two, most understand that a culture of teamwork, support, collaboration, and problem-solving is thrives, they will soon see results.

Company cultures vary widely and are develop organically through stories, evolving norms, and a general sense of how people treat each other. Whatever culture you desire, you most likely want one that is strong enough to carry the organisation through the hard times and lasting enough to attract the best talent. Front-line managers play an integral role in building and reinforcing a culture that supports success, not only of the company, but also of the individual.

Just like culture, leadership styles vary, and that is a good thing if we want to continue to evolve best practices in management.  Culture reflects leadership and it is possible to build the desired culture but only if managers are listening to their teams. Words and actions become the stories told throughout the organisation, so building a strong culture based on teamwork and collaboration means that stories told by employees should reflect those values. The question to start with is, do you have an intentionally built company culture?

How does an organisation create a culture rather than passively watch one emerge? Changing an existing company culture is much harder than creating one from the very start. Leaders, from the CEO to front-line management, must speak and act with a common set of values that employees can witness firsthand. To proactively build the culture you want, consider the following strategies:

Know what you want it to be

How do you want employees to describe your organisation to the outside world? Because that is most often the best description of company culture whether you want it to be, or not. A culture reflects your organisational values and understanding how to guide it with intentionality can’t be overemphasised; building a culture is no different than meeting a quarterly financial target; you have to know what you plan to achieve and, you need to have a plan for achieving it. Try working backwards and imagine you are working in a successful organisation with a great culture. Write a letter to a friend and describe what it is like to work at your company… that is your target culture.

Communicate cultural norms repeatedly

Because culture is not a poster in the break room, a motto, or a catch phrase under a logo. Culture is easy to forget when the path of least resistance may mean setting a particular value aside in favour of expediency. Repeating the cultural values of your organisation not only reminds your employees, but it reminds leaders as well. As managers talk with employees and manage continual change, they have an opportunity to reinforce a company’s cultural values in conversation after conversation. Words repeated… and actions repeated… anchor the culture you desire.

Test words and actions against values without reprisal

Veering from the desired culture can be unintentional and very human. In other words, if you want to be deliberate about building a specific culture then you have to create a safe environment, where calling out actions and decisions that run contrary to culture is not only acceptable… it’s encouraged. Is this easy? Absolutely not, and there will be times when you must balance culture with the demands of customers or external factors that are not under your control. The important thing is making sure everyone knows that, while imperfect, there is a genuine effort to strive for fidelity to the values.

Listen to the stories of workers

These stories tell you how they might describe your culture to others. Culture can’t become an exercise of branding; it has to be the product of authentic words and actions that tell a story. For example, if two intended cultural characteristics are to be customer-centered and employee-enabling, what are employees telling each other — and people outside the company — that reflect that? What does it say about cultural alignment if one employee tells another, “The customer was really upset because they had been put on hold three times and transferred all over. I wanted to apologize, go ahead, and discount their bill, and get some team members to start with a root-cause analysis, but my manager won’t let me do anything until they check with their director first.”? Knowing the lore told by your workforce is important and we should recognize employees may dwell on negative past events and move past it much slower than we would like. How do these stories shape culture and what new stories can be created to counteract negative ones?

Know that the work of culture building never ends

Change moves slowly toward the positive and rapidly toward the negative. This bias in favor of the negative is the result of human nature. Psychology experts tell us that people are hardwired to go negative because of our “fight or flight” defense mechanism and because we are hardwired this way, we need to generate at least three positive thoughts to offset one negative one. An organization’s culture is malleable and while often stagnant, managers and leaders have the ability to move it in a positive direction.

As you think about building your culture, make it a priority and not an afterthought. Many organizations spend years recovering from missteps that impacted employee productivity, brand quality, and overall success. Make culture building a deliberate effort that leverages the power of the manager to influence your workforce norms.

6 Strategies to Retain and Engage Young Talent

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In today’s dynamic and competitive job market, retaining young talent has become a significant challenge for organisations. With their fresh perspectives, technological savvy, and ambition, young employees bring immense value to companies. However, to retain and engage and young talent, organisations must implement effective strategies that recognise their unique needs and aspirations. In this article, we will explore five strategies to retain and engage young talent, ranging from creating an inclusive workplace to providing transparency on career progression opportunities. By adopting these approaches, organisations can foster a thriving environment that not only retains young employees but also harnesses their potential for long-term success.

Make Them Feel Welcome

Young employees often bring fresh perspectives, innovative ideas, and a deep understanding of evolving technologies and trends. When they feel embraced and valued, they are more likely to engage actively, contribute to the company through their unique skills, and remain committed to their work. Putting them on an even platform with senior employees can go a long way in making them feel this way. Without a certain level of acceptance, they will not feel comfortable enough to be vocal and engage with the decision making discourse. The concept of “probation”, if done incorrectly, can drive these young minds away. When young people are encouraged to voice their opinions, collaborate with their colleagues, and take on meaningful responsibilities, they are far more likely to feel a sense of belonging and purpose as opposed to someone who is made to do menial work for the initial few months as they ease into the job. Making young people feel welcome has a lot to do with offering respect and valuing the skills and knowledge they bring to the table. Without this, you won’t be able to retain and engage young employees

Provide Transparency On Career Progression Opportunities

Young employees often have ambitious career goals and a strong desire for growth and advancement. When this collides with the reality of corporate jobs where they may feel a lack of trajectory, you risk these employees leaving in search of jobs with faster progression. When organizations are transparent about the various career paths available within the company, it instills a sense of clarity and purpose among young employees as well as alleviating their concerns about trajectory. By clearly communicating the skills, qualifications, and experiences required for different positions, organizations empower their young employees to plan and work towards their desired career trajectory. Transparency also develops trust and credibility between the employee and the company by ensuring that young employees’ goals are acknowledged and encouraged. When companies show willingness to engage in the growth and progress of their young people, it generates a sense of loyalty and dedication, which leads to improved retention rates. This “roadmap” for employee growth can do wonders in motivating young employees to give their best and work hard towards whatever role they’re trying to work towards. 

Offer Flexibility

Flexibility is a high priority for young workers. This statement has been proven time and time again through various studies. This younger generation values a healthy work-life balance and wants a flexible approach to their professional lives. By offering options such as remote work, flexible working hours, or compressed workweeks, organizations can demonstrate their understanding and support for the individual needs and priorities of their young employees. This flexibility enables them to better manage their personal commitments, pursue further education, engage in hobbies, or maintain a healthy lifestyle. When organizations accommodate these diverse needs, it enhances job satisfaction, reduces stress, and increases overall happiness. Work flexibility also promotes autonomy and empowers young employees to take ownership of their work and time, leading to increased productivity and engagement. 

Leverage New Experiences

Young employees are known to have a thirst for exploration, growth, and learning. By providing opportunities for them to gain new experiences and knowledge, organizations can tap into their curiosity and drive thereby expanding their potential. Exposure to different projects and roles, allows them to expand their skill sets and develop professionally. It also keeps them engaged and motivated, as they feel a sense of continuous learning and progression. When organizations actively encourage and provide the means for young employees to explore and take on new experiences, it demonstrates a commitment to their development and invests in their long-term success. This increases innovation and ensures that your employees are more adaptable so they don’t get stuck in a silo mentality. This is mutually beneficial as the employees get engaging stimulus and opportunities for growth while the organization get versatile and competent employees.

Provide Mentors

Implementing an effective mentorship program has many benefits for increasing young employee retention. As mentioned earlier, young employees have a strong desire for exploration, growth, and learning. By pairing them with mentors, organizations can tap into the knowledge and expertise of their experienced employees, enabling the transfer of valuable insights, skills, and guidance. Mentors serve as trusted advisors, offering support, encouragement, and a safe space for young employees to navigate their careers. The mentor-mentee relationship provides a platform for young employees to gain exposure to different perspectives, expand their professional network, and develop crucial skills for success. Mentors can also offer valuable career advice, help navigate organizational politics, and provide guidance on opportunities for advancement. By investing in mentorship programs, organizations demonstrate their commitment to the growth and development of their young employees, fostering a sense of belonging and loyalty. There is a caveat to this as companies must select their mentors carefully. These mentors should embody the values of the company and be enthusiastic about providing the new hires with guidance. The guidance and support received through mentorship can cultivate a positive work experience, enhance job satisfaction, and increase the likelihood of young employees staying with the organization for the long term. 

Create A Socially Progressive Workplace

In a diverse country like India, where various social, cultural, and economic factors come into play, promoting equality and inclusivity is crucial. Young employees, especially from marginalized communities, often face systemic barriers and discrimination in their professional lives. By establishing a socially equitable workplace, organizations can provide a sense of fairness, respect, and dignity for all employees. This entails providing equal opportunities for growth and advancement, eliminating biases in recruitment and promotion processes, and addressing wage disparities. Creating an environment where diversity is valued and celebrated allows young employees to feel a sense of belonging which thereby encourages their active participation, and nurtures their talents. It also sends a strong message that individuals are recognized and appreciated based on their skills and potential, rather than their background. By prioritizing social equity, organizations not only retain young talent but also harness the benefits of diverse perspectives, experiences, and ideas. A socially equitable workplace enhances the overall reputation of the organization, attracting more talented young individuals who seek an inclusive and progressive work environment. 

Retaining young talent is not only about offering competitive salaries or fancy perks; it requires a deeper understanding of their aspirations, needs, and the changing dynamics of the modern workplace. By making young employees feel welcome, providing transparency on career progression, offering flexibility, leveraging new experiences, and implementing mentorship programs, organizations can create an environment that cultivates loyalty, engagement, and growth. By investing in the retention and development of young talent, organizations secure a future of innovation, adaptability, and sustained success. Embracing these strategies will not only benefit young employees but also enable organizations to thrive in an ever-evolving business landscape.

Future of the CHRO: Top CHRO Priorities for Business Impact

Posted on by Mandar

We are thriving in a world of disruptions – digital transformations, economic uncertainties, changing nature of jobs, rise of hybrid work and political upheavals are constantly transforming the ecosystem, putting enormous pressure on leaders to adapt and navigate this change successfully.  CHRO priorities must change accordingly, they will have a critical role to play in the coming years. Recent research conducted on 350 HR leaders reflected about the role of uncertainty in their function. Over the next two years they want to prioritise initiatives that strengthen their organisation’s ability to drive change in leadership, culture, and employee experience.

Being at the helm of people affairs, CHRO priorities must be aligned with the need to steer organisational transformation alongside the rest of the C-suite to become more versatile and inclusive to drive business impact. Apart from managing investments in people and technology, CHROs would need to focus on other key imperatives. Recent research comprised of more than 800 HR leaders, revealed the top 5 CHRO priorities in 2023, which are – leader and manager effectiveness, change management, managing employee experience and future of work. Similarly, Deloitte’s 2023 Global Human Capital Trends survey polled 10,000 business and HR leaders from 105 countries and emphasized the need to ‘reimagine HR leadership’ in a way that impacts not only their organization or shareholders but the broader society as well.

Different organizations may have different set of priorities; however, the core themes would largely remain the same which would demand attention from the CHROs.  Let’s dive deeper and look at some of the core HR priorities that will need CHROs attention. The priorities have been listed in no particular order:

Strong partnership across the c-suite

There’s always this fundamental issue with how HR should be positioned within organisations. It is an observation that the partnership model that many HR functions deploy doesn’t encourage partnership rather, it encourages subordination. It mostly positions HR as a reactive, operational support function rather that a proactive, strategic ally. HR leaders must start leading by proactively taking charge of the strategic issues. HR leaders need to elevate their market knowledge and need to partner strongly with other functions like IT, sales and finance to have a strong grip of the larger ecosystem. Each function brings strengths and unique insights into rethinking talent strategies that drive business impact and HR as a function need to work in tandem with them.

Talent acquisition and retention

Finding and retaining top talent will continue to be one of the top CHRO priorities, especially considering the volatile job scenarios in the market. CHROs will have to focus on developing effective recruitment strategies, leveraging technology for candidate screening and selection, and implementing robust onboarding processes to ensure new hires are engaged and remain productive.

Employee well-being and mental health

Recent research by APA positions ‘employee mental health’ as one of the top priorities at the workplace. Employee wellness and mental health has garnered immense importance of late as the world is grappling with financial stressors, aftermath of pandemic and shifts in workplace culture. Also, mental health issues can have a direct effect on work productivity and the overall well-being of an employee. Some of these effects include – absences from work, diminished work productivity, damage to personal relationship and decline in overall health. Good part is, CHROs are recognizing the importance of employee well-being and prioritizing initiatives that support the mental and physical health of employees. This may include providing access to wellness programs, mental health resources, flexible work arrangements, and creating a positive work culture that promotes work-life balance.

Managing Diversity, Equity and Inclusion (DEI)

DEI initiatives will remain talk of the town as organizations strive to build diverse and inclusive workforces. HR will need to deepen their efforts to increase representation of underrepresented groups, foster inclusive workplace cultures, implement unbiased hiring practices, and provide training and education to promote diversity awareness.

Upskilling and reskilling employees

Mercer’s 2022 Global Talent Trends study highlights that difficulty in hiring the talent with the right skill set, at the right price, remains a top concern in 2022 and will continue to be important in the years to come. With rapid technological advancements and evolving job requirements, CHROs will need to focus on upskilling and reskilling employees. This includes identifying skill gaps, designing skill-based talent processes, fostering a culture of continuous learning, and supporting career development to ensure employees have the right skills needed to thrive in their roles.

Leveraging Data Analytics and AI/ ML approach to uplevel operations

Data is the new oil of the digital economy; by leveraging the power of data, deeper analyses can be made at many levels to improve the overall functioning. Using artificial intelligence/machine learning (AI/ML) to augment a skills-based approach empowers not only an individual worker with career growth, but also the organisation as a whole For example, organisations can identify the skill gaps between what the current workforce can do vs what’s needed for the project. AI/ML can also throw valuable insights around predicting attrition and ways to arrest it.

Employee Experience (EX) and performance management

A recent Gartner survey of HR leaders, 47% of respondents cited employee experience as a top priority for 2023. Employee experience (EX) refers to all employee interactions with their organisation, from recruitment to retirement. Basis their interactions, employees form their perceptions about organisational culture, leadership and overall work environment. A positive employee experience may boost productivity, engagement, and customer satisfaction or vice versa. CHROs will need to prioritise initiatives to enhance employee experience and performance. This may involve implementing regular feedback mechanisms, fostering a positive work environment, recognising and rewarding achievements, and providing opportunities for career growth and development.

Remote and hybrid workforce management

As remote and hybrid work models become more prevalent, CHROs will need to focus on managing and optimizing these arrangements. This includes establishing clear remote work policies, providing necessary technology and infrastructure, fostering effective communication and collaboration among remote teams, and ensuring equitable treatment for all employees, regardless of their work location.

Looking ahead, CHROs must strive to play a more strategic role which is capable of connecting business value and growth to everything related to talent. Being aware of the critical HR priorities will help them drive the business with greater impact.

Navigating Diversity and Inclusion in the Workplace

Posted on by Mandar

As company after company begins to realize the benefits of a diverse workforce, managers leading front-line teams will need to develop new skills for navigating through diversity and will have to create a more equitable and inclusive environment. Developing these skills requires an awareness about the labels we put on people; we label those around us based on a plethora of things, including race, ethnicity, religion, gender preference, age, political party, white collar/blue collar, educated or uneducated, and the list goes on and on. Labels can create unconscious biases and lead to inequitable decisions that are not in the best interest of our organisation or the people that do the work. The best way for managers to gain the awareness they need is for it to become a regular part of conversations they have with more senior leaders. Leadership has to emphasise the value and importance of an inclusive workforce; a message that should be repeated over and over as a thread that runs through multiple topics.

There are a number of strategies to consider when it comes to helping managers adapt to a multicultural workforce and here are a few we think should be a priority:

Hiring

An organisation’s workforce and its teams can quickly revert to something much more culturally homogenous if diversity isn’t a consideration in the hiring process. Managers with hiring authority can easily erase years of efforts to be more inclusive if they are not factoring the value of how each candidate might benefit their team, with diversity being a factor in their decisions. Of course, diversity is not the only factor; we all want to find the right candidate for the position, but we have to recognise that each hiring decision is comprised of two aspects. First, are the skills of the candidate a good fit for the position, and secondly, is the candidate the right fit for the team?  It is possible to answer in the affirmative to one and not the other; ideally, we want both. Managers can check their own bias by including a diverse set of team members in the interviewing and hiring process.

Communication

We all need to learn how to communicate effectively in a culture-rich environment; if we don’t there will continue to be inequities created as different cultures perceive words, tone, and body language in their own unique way. There are things managers can do to improve how they communicate, such as individualising their delivery when possible. For example, learn what communication style and channels work best for different team members. Also avoid idioms, slang, acronyms, and industry jargon when possible because they don’t translate cross-culturally or across age groups. If practical, have important communications translated into languages less dominant, but prevalent in the organisation. Finally, make sure anyone with the responsibility to communicate with team members gets training on how to be more culturally sensitive in their communication.

Leaders must recognise that improving managers’ communication is going to take practice. Communication is a leadership tradecraft and improving it means creating a feedback loop by reflective and active listening, being vulnerable enough to ask for help understanding diversity and various cultures, exhibiting respect — not frustration — in our tone and body language, and finally a genuine determination to learn.

Leaders are not the only ones who stand to gain from a more diverse workforce; so is the entire workforce. We travel to faraway places because learning about diverse cultures broadens our own life experiences, so take advantage of an opportunity to do the same at work by making learning a welcome, not awkward, experience. In some countries, people don’t greet each other by shaking hands, or they might be uncomfortable with direct eye contact. In other cultures, it is important to respect personal space while in others they frequently hug or even kiss on the cheek in the workplace. Managers should let people take turns in meetings telling the team about their culture, including the dos and don’ts. And managers should remember to do the same for the predominant local culture because it is a fun learning opportunity for everyone.

Transparency

Respecting privacy and cultural norms is important so helping managers find the right balance between emphasising cultural differences, openly inquiring about preferences, and ignoring our unique differences altogether. Transparency that is humble and respectful will earn managers trust and credibility. There is nothing wrong with a manager opening up to an individual by saying, “I am so glad you are part of the organisation and I confess I don’t know much about your culture. Would you share more with me and let me know if there are things, we can do to make sure you feel respected and at home with the team.” Managers that open the door to these conversations benefit by developing a deeper and more meaningful relationship with team members; they are able to expand their own cultural awareness, emotional intelligence, and will likely be respected for their genuine desire to learn.

We all have much to gain by being more inclusive; it is an exciting time to participate in a collective effort to broaden our working communities with people that have perspectives and insights we’ve not heard before. Leaders at all levels and in all types of organisations will need to practice and adjust how they manoeuvre cross-culturally with respect, a desire to understand, and working with the asset of diversity in order to do greater things.

What must a CEO’s priorities be?

Posted on by Mandar

A CEOs priorities, play a vital role in driving organisational success. As the highest-ranking executive in a company, the CEO sets the strategic direction and vision for the organisation, guiding its activities and shaping its culture. They have the ability to create a clear roadmap for the entire company by carefully defining and prioritising key objectives. In doing so, resources and efforts are aligned which makes the coordinated achievement of said goals much more probable. This clarity of purpose ensures that every department and employee understands the company’s overarching priorities and values. These priorities also serve as a powerful communication tool, both internally and externally, enabling stakeholders to understand the company’s strategic focus and long-term objectives. Ultimately, the CEO’s priorities provide the necessary guidance and momentum for the organisation to thrive and achieve sustained success. A bootstrapped startup’s CEO would have very different priorities and goals from that of a Fortune 500 CEO. However, there are always some underlying goals and priorities they both need to have. 

Strategy and Vision

CEOs must understand and prioritise the importance of setting long-term goals. This is so that they are aligned and are scalable with the evolving market dynamics and customer needs. A CEOs priorities must include identifying growth opportunities and exploring innovative approaches to stay ahead of the competition. A well-defined strategy enables CEOs to guide their teams towards achieving desired outcomes and effectively navigate through challenges. Additionally, a compelling vision provides a sense of purpose and direction, motivating employees and stakeholders to actively contribute to the organisation’s success. By focusing on strategy and vision, CEOs lay a strong foundation for sustainable growth and create a roadmap to navigate the complexities of the business landscape.

Talent Management and Development

In this competitive business environment, a CEO should recognise that their organisation’s success heavily relies on attracting, developing, and retaining top talent. After all, an organisation is only as good as the people that run it. Talent management and development should appear at the top of a CEO’s priorities. Doing so  builds high-performing teams that can drive innovation, and achieve goals. They should prioritise creating a workplace culture that fosters employee engagement, collaboration, and continuous learning. CEOs should always aim to invest in talent acquisition strategies that attract the right individuals with the skills and expertise necessary for their organisation’s growth. This development of their employees can be done through various means like training programs, mentoring, and career progression opportunities. Additionally, CEOs should understand the importance of diversity and inclusion in cultivating a dynamic and creative workforce. By prioritising talent management, CEOs can ensure that their organisations have the human capital needed to adapt to market changes, drive innovation, and maintain a competitive edge.

Leveraging Technology

Regardless of the sector or industry they work in, CEOs acknowledge that technology is a key differentiator for successful businesses. Technology should be seen as a way to achieve growth, not cut expenses. Embracing and utilising tech is important as it can enhance productivity across a range of responsibilities by automating repetitive operations and streamlining company procedures. Technology also gives CEOs access to useful data and analytics which enables strategic planning and well-informed decision-making thereby making their job easier. CEOs should also place a high priority on utilising technology on the front end in order to improve client experiences, whether through individualised marketing, easy online communication, or effective service delivery. They also have the chance to capitalise on new trends and challenge established company models, helping them to stay ahead of the curve.

Stakeholder Management

A CEO’s priorities must include effective stakeholder management as they understand the importance of building and maintaining strong relationships with various stakeholders. This can mean different things for CEOs of different size companies. For larger ones, their focus would be more on investors and board members while smaller ones would focus on their customers. CEOs should always be engaging with investors, customers, employees, and communities to create a positive and sustainable impact. They can do this by emphasising open and transparent communication to foster trust and understanding. Existing successful CEOs recognize that by actively listening to the needs and concerns of stakeholders, they can better align their business strategies and actions. They also prioritise addressing the interests of different stakeholder groups, balancing short-term objectives with long-term value creation. Through strategic stakeholder management, CEOs can enhance brand reputation, build customer loyalty, attract and retain top talent, and secure support for organisational initiatives thereby creating a collaborative environment that enables mutual growth and success.

Risk Management

Mitigating and assessing risks should be a priority for CEOs as they navigate the complexities of the business landscape. Many leaders move too late or underestimate the threat to their company when a new player emerges because they feel a false sense of security as an established player (eg. Kodak vs New Digital Cameras). They should prioritise implementing robust risk management frameworks and processes to safeguard the financial, operational, and reputational aspects of their businesses. CEOs focus on proactively identifying potential risks, evaluating their potential impact, and developing strategies to mitigate or minimise them. They should allocate resources to ensure adequate risk controls, implement strong cybersecurity measures, and maintain business continuity plans. By prioritising risk management, CEOs can enhance their organisation’s resilience, protect stakeholder interests, and maintain a relatively stable business environment amidst uncertainties and disruptions.

Sustainable Practices

With growing environmental and social concerns,  a CEO’s priorities must include sustainable practices in their organisations. They need to understand the importance of incorporating environmental, social, and governance (ESG) considerations into their business strategies. This study done by the UN indicates that geopolitical instability is currently hampering CEOs’ sustainability efforts. CEOs have to prioritise adopting responsible business practices that minimise their negative environmental impact, promote resource efficiency, and support the transition to a low-carbon economy. Another sustainability side is in terms of Human Resource practices. They should focus on promoting diversity and inclusion, ensuring fair labour practices, and contributing positively to the communities in which they operate. By doing so, they also emphasise ethical leadership, transparency, and accountability in their decision-making processes. By prioritising sustainable practices, CEOs not only fulfil their corporate social responsibility but also create long-term value for their organisation, enhancing brand.

In conclusion, the CEO’s priorities play a critical role in driving organisational success. By setting a clear strategy and vision, CEOs provide a roadmap for the entire company, aligning resources and efforts toward key objectives. Talent management and development are crucial priorities for CEOs, as they recognize that attracting and retaining top talent is essential for innovation and goal achievement. Leveraging technology is another priority, enabling CEOs to enhance productivity, access valuable data, and stay ahead of industry trends. Effective stakeholder management fosters positive relationships with investors, customers, employees, and communities, creating a collaborative environment for mutual growth. CEOs should also prioritise risk management, proactively identifying and mitigating potential risks to protect their businesses. Lastly, sustainable practices have become a priority, with CEOs integrating ESG considerations into their strategies, promoting responsible business practices, and contributing to a sustainable future. By prioritising these key areas, CEOs provide the necessary guidance and momentum for their organisations to thrive and achieve sustained success in a rapidly evolving business landscape.