There's a big difference between the core functions of talent acquisition and people operations (usually just called “people ops”).
What is People Ops? People operations, also known as people operations or people management, is the direction of workforce and talent management at a company. People Ops is the stuff inside people operations: HR, talent acquisition, payroll, benefits, payroll, benefits, and compensation.
What is talent acquisition? Talent acquisition focuses on acquiring external candidates to fill jobs. This may be internal, or external such as with a recruiting agency partner.
As you can probably imagine, there is debate in the HR world about whether Talent Acquisition or People Ops should own the employee lifecycle. Each group has its own strengths and weaknesses, so it's important to understand the difference between the two before making a decision.
Talent Acquisition is focused on finding and recruiting the best possible candidates for open positions. They're the ones responsible for creating job postings, sourcing candidates, and conducting interviews.
People Ops, on the other hand, is responsible for everything that happens after an employee is hired. They're in charge of onboarding, performance management, benefits, and payroll. People Ops are more focused on the process of onboarding, regular employee engagement, culture building, and retaining employees
So, which one is better? It really depends on your needs.
1. Talent Acquisition is focused on sourcing and hiring candidates, while People Ops is focused on onboarding and retaining employees.
2. Talent Acquisition is typically a function of the Human Resources department, while People Ops is typically a function of the Operations department.
3. Talent Acquisition is typically more transactional in nature, while People Ops is typically more strategic.
While Talent Acquisition is great if you’re looking to fill a position quickly, People Ops is better if you’re looking to retain an employee for the long run. After all, it’s much cheaper to retain an employee than it is to hire a new one
It’s a common misconception that People Ops and Talent Acquisition are at odds with one another, but they actually work best when they’re closely aligned across the employee lifecycle.
People Ops plays a much bigger role in employee satisfaction and retention than you might think. Companies that specialize in People Ops work to ensure that every employee is fully engaged People Ops plays a much bigger role in employee satisfaction and retention than you might think. After all, People Ops is about so much more than just onboarding.
These professionals are responsible for making sure every employee is fully engaged, meaning they’re happily working at their job, earning a satisfactory salary and receiving adequate benefits and workplace perks. People Ops plays a much bigger role in employee satisfaction and retention than you might think. These HR professionals are responsible for making sure every employee is fully engaged, meaning they’re happily working at their job, earning a satisfactory salary and receiving adequate benefits and workplace perks.
For most startups, putting a dedicated People Ops professional on board isn’t a possibility right away, so it’s up to the CEO or founders to fill that role. In fact, most startups don’t have a talent acquisition specialist either. Instead, they take on those duties in addition to their others. Because of this, and unlike Talent Acquisition, which is usually led by a specialist, CEOs and founders often take on talent acquisition duties themselves, adding them to their already-full workloads. This can cause a lot of stress and tension, especially when hiring is necessary quickly. Knowing exactly what you’re looking for and how to find it are critical components to building a talent acquisition isn’t a priority for you. While startups may think they need people with certain skills or qualifications, they often don’t know exactly what they’re looking for or how to find it. This leads to wasted time and misdirected energy.
It's important to point out that People Ops manages the internal employees of a company, including hiring, development, management, leadership, and culture.
The culture a company strives to create is critical to the future success of the organization. Later on, you’ll want to protect that culture from bigger companies looking to buy you or poach your employees. And it also contributes to inclusion and belonging, enabling a safe space for employees to share their ideas. Psychological safety is critical to achieve inclusion and belonging in the workplace.
You might be pondering about these questions below, like any good HR and People leader:
As it turns out, many HR professionals like yourself are asking these questions. And, unfortunately, most organizations are not aligned with their external or even internal talent acquisition/recruiting agency partners.
People operations should be heavily involved with candidate experience from first touch to final conversion to a candidate success and recruiting or talent acquisition team.
When hiring quickly, it’s important to get the people operations elements of your hiring process right the first time. Doing so takes experience and knowledge—and a lot of time. Getting things wrong not only means a longer recruiting process, but also could result in expensive hires that don’t work out and hurt your culture.
Quiet quitting is becoming more common after going viral on social media, but this is not a new phenomenon. For many workers, it is a response to a reminder of our mortality—an inevitable loss of faith in hustle culture and the corporate advancement ladder. Employees who feel undervalued for their contributions will establish boundaries and shift their focus toward other sources of validation and satisfaction. While this is understandable, organizations are facing growing concerns about the loss of productivity, turnover challenges, and business impact of employees withdrawing effort from their work.
How might we overcome the widespread disillusionment in their workforce and reignite motivation?
Join Culture Amp experts to explore the psychology of “quiet quitting,” and share exclusive insights on the transformation happening in the workplace.
Kenneth Matos
Director of People Scientist, Culture Amp (Learn more)
Roza Jankovic
Lead People Scientist, Culture Amp (Learn More)
This webinar took place on September 7, 2022, we hope you enjoy the recording from Culture AMP!
Organizational success is increasingly tied to a company's ability to utilize the talents of its workforce efficiently. A variety of factors can contribute to this, including the company's overall strategy, the composition of its workforce, and the effectiveness of its HR management practices. While there is no definitive way to measure talent efficiency, several indicators can provide insights into how well a company is leveraging the talents of its employees. These include measures of employee engagement and satisfaction, productivity, and turnover. By monitoring these indicators, companies can better understand their talent efficiency and take steps to improve it.
Over the past decade, several trends have emerged that have pushed organizations to be more efficient with their resources. These include the global economic crisis, the rapid advancement of technology, and increasing costs associated with healthcare. During this time, organizational efficiency has been increasingly tied to a company’s ability to leverage the talents of its workforce. In an era of global competition, technological change, and shorter product life cycles, organizational ‘efficiency’ has become a competitive advantage.
Several Harvard Business Review articles have provided insights into this question, all pointing to the importance of human capital and the effective management of human resources. In particular, the article ‘Build Your Company’s Agility’ points out core competencies necessary for an organization to remain efficient: imagination, discipline, and compassion. These three competencies can guide the strategic management of human resources and help companies achieve greater agility.
The article suggests that organizations should focus on developing the competence of compassion, which refers to the ability to create a supportive culture for employees. This enables greater employee engagement, which in turn drives greater productivity and lowers costs related to turnover. Compassion also enables the development of the other two necessary strategic human capital capabilities – discipline and imagination. Discipline is the ability to create structure and optimize processes, which enables greater agility through simplified operations and complex problem-solving. Compassion, discipline, and imagination enable human resources leaders to build an agile organization.
To further investigate how human resources leaders are implementing these principles in their day-to-day activities, we've compiled 8 tips from leading human resources (HR) professionals what they’re doing to create more organizational efficiency. Their answers provide real-world insights and action steps for how HR leaders can improve their agility as well.
A leader in the HR industry responded by explaining that they have established a culture where all of their employees are equally valued. This helps in creating greater efficiency by reducing office politics and eliminating favoritism. It also helps the employees, as they are not subjected to work that may be beyond their capabilities or unsafe. This leads to a sense of pride, creating enthusiasm among the employees and improving the company’s reputation.
“We focus on creating a positive culture where everyone is empowered to take the lead and act. This creates a high level of efficiency as everyone works together towards a common goal with a positive attitude,” said Prashant Malavi, Managing Director at Genpact India.
Many of the respondents agreed that technology could significantly improve efficiency. For example, AI can efficiently screen and filter candidates, while cloud computing can improve the functionality and accessibility of HR tools. An example of HR tools includes HR dashboard software to automate HR reporting.
“Using technology allows us to scale our processes and help millions of students, teachers, and schools across the globe. This could never be accomplished using paper and pen,” said Janice Johnson, Chief People Officer at Hotchalk.
An employee’s attitude can greatly enhance efficiency, even when the appropriate technology and tools are readily available. For example, when screening and filtering candidates is a priority, the ability to engage in meaningful conversations during the recruitment process is a must. This can only be accomplished with discipline. Similarly, when HR leaders focus on building talent with specific skills and capabilities, they must establish clear employee goals and define what success looks like.
“You need to have discipline in screening candidates. If you don’t, you will receive a lot of candidates who don’t fit the job or your company culture. This will then take time to filter them out,” said Guy Galor, CEO of Prophet.
“The most expensive resource in the world is waiting on the sidelines not being trained appropriately. Therefore, we teach students how to train themselves. We teach them life skills so they can develop their talents,” said Prashant Malavi from Genpact India’s Education and Development Foundation.
Charging fair fees will allow the company to sustain itself and ensure the product or service is available to as many people as possible. For example, when implementing HR tools, organizations must ensure they are not overpaying for functionality they don’t need.
“When choosing an HR software, make sure it is not a super-walled castle. Ensure there are professional services included or alternatively, ensure you can get affordable professional services,” said Janice Johnson.
Leading companies can be adaptable in the global marketplace because they have systems and processes that allow them to adapt to different cultures and regions. For example, when evaluating HR tech products, make sure the product is not US-centric and ensure it can adapt to different languages and countries
Many leading companies are multilingual and have employees from different countries and cultures. Therefore, they need a system that can function in different languages and regional complexities, said Rony Levi from Tractivo Israel.
Ensuring fair HR processes will help employees trust the organization and feel secure about the way problems are addressed. This also means avoiding arbitrary or unfair punishments when employees report misconduct. When employees see that HR practices are fair, they feel more trusting of the organization and are more likely to engage with the company further.
“Don’t try to do everything yourself. Get external help. Hire a head hunter— not somebody you know. When you do that, you’ll find that you have more time and you do a much better job,” said Ilan Moscovitz, founder of Amos & Co.
People are the most important asset to any company. But with the war for talent as fierce as ever, finding and hiring the best employees is becoming increasingly difficult. There are new tools like CO.CAREERS Good Jobs Board, which features a built-in Applicant Tracking System. Hiring managers can apply for free here.
Mental health is just as important as physical health, yet it is often overlooked in the workplace. According to the National Institute for Mental Health, 1 in 5 American adults suffers from a mental illness. That means your organization will likely have employees dealing with mental health issues, whether they are open about it.
Not just that, but according to the National Alliance on Mental Illness and the CEOs Against Stigma I am signed on to, depression and anxiety also cost the global economy $1 trillion per year in lost productivity. Meanwhile, 8 in 10 workers with a mental health condition say shame and stigma prevent them from seeking treatment, and just 57% of employees with symptoms of major depression said they had received mental health treatment in the previous 12 months.
Even when diagnosed clinical mental illness is not present, workplace stress and the resulting burnout it causes can have a significant effect on the mental health of workers. This, in turn, becomes a burden that falls on the shoulders of the employer or organization to carry.
The issue of mental health and wellness is complex without a one-size-fits-all solution. But this is why organizations must construct a mental health strategy that’s both proactive and preventative and puts the needs of its workers front and center.
A mental health strategy is essential for two reasons. First, it shows that your company cares about its employees and their well-being. Empathetic leadership in this area can have a positive effect overall on workplace culture. When workers know they are valued and cared for, it raises morale.
Second, it can help reduce the stigma around mental health issues. As common as it is for adults to have trouble with mental health and stress, they often hesitate to seek help or treatment for fear of how those around them may perceive them. When a company includes mental health and stress reduction as an aspect of company culture, employees are more likely to seek the support they need.
There are many ways to build a mental health strategy for your company. But before implementing any new policies or systems, it can be helpful to assess the needs of employees first. An anonymous survey can be a valuable tool to determine where everyone stands regarding stress level, job satisfaction, and conflicts with others. This can also be a safe place for employees to state their preferences regarding communication, management styles, etc.
Knowing the specific needs of employees is a good starting point for determining which services or programs can be made available. Employees need to know that they have access to appropriate mental health services should they need them. Some examples can include, but are not limited to:
In addition to these services, employees should know that their support needs can be communicated simply, proactively, and without judgment. They should be confident that they will be accommodated whenever it is reasonably possible to do so. And information to access treatment should be readily available to everyone in the organization.
It should be the priority of every employer and manager to be intentional about making these services known and accessible to everyone and to create a workplace environment that values personal well-being and satisfaction. Employees should feel free to avail themselves of any resources they might need without fear of reproach from management or co-workers.
Consider services like Airapy Therapy Concierge—a personalized experience for finding a therapist within your employees' preferences, budget, or health insurance. Information for employers can be found here.
Another service to consider is Teledoc health for organizations—this offers easy access to high-quality mental health providers, with self-guided programs between sessions to build resiliency. More information about their mental health services here.
There are many more ways to start building a mental health strategy for your organization. If you’d like to learn more about how to go beyond employee wellness for a more holistic employee well-being strategy, register for free upcoming HR webinars for more ideas and information.
A new Workvivo study has shown that 98% of HR professionals have felt burned out at work in the past six months.
Carrying the weight of our own, as well as others', difficulties can be draining and cause us to get stuck in a negative mindset.
The 45 minute “Mindset Reset Bootcamp” with Debbie Pearmain took place on May 17th at 11:30 AM EST.
Be ready to take notes- this interactive virtual coaching session will leave you with a concrete action plan to revamp your mindset and achieve your goals! Debbie will guide you though strategies designed to help improve your resiliency, take action, and make those new habits stick.
Debbie Lang Pearmain, Principal @ One Stop HR:
Debbie has worked with CEOs and leadership teams for over 25 years at more than 250 companies. She has been facilitating organizational and leadership transformation projects with Accenture, Global Knowledge, One Stop HR and Morneau Shepell. Debbie is an excellent facilitator, coach and strategic thinker. She helps clients view problems as opportunities for growth and change and creates breakthrough strategies that help people and organizations achieve their full potential. Debbie has spent her career consulting and coaching clients at the personal, team, leader and organizational level. Her background in Social Work and Human Resource Management has given her a deep understanding of human behavior and makes her a culture expert. Her extensive training in Leadership Development and Emotional Intelligence assists clients in reaching new levels of engagement and performance.
If you want to create great employee experiences at scale you have to have great technology. But the choices are now endless, so how do you create the right HR tech stack for you? Where do you start? What should your strategy be? How do you see through the marketing material to distinguish a good product from a mediocre one? What are the traps to avoid, the questions to ask and the things you need to consider if you want to be a smart purchaser of HR tech?
Get the answers in this webinar, brought to you by Chantal Wilson, Director at The Pioneers, with expert guests Simon Bocca, Founder at PayCaptain and Travis Fish, Chief Operating Officer at Rotageek.
This is part of a multi-part HR webinar series.
Related: Explore the top people analytics software solutions for small and medium businesses.
Discover what it means for a successful DE&I strategy with regards to cultivating a sense of belonging during the onboarding process.
Human resources professionals must view inclusive onboarding as necessary for any successful diversity, equity & inclusion (DE&I) strategy.
Dr. Linda Wiley Bing starts with a case study of how Delta Airlines onboards airline passengers and their inclusivity, helpfulness, as well as touches on the parralels of a user-friendly customer experience as it relates to the employee experience.
Dr. Linda Wiley Bing is an inspirational speaker, certified life coach, certified diversity executive, certified relationship specialist, critically acclaimed author, and globally recognized businesswoman. She is the founder and CEO of Turning Point Leadership Group, an innovative performance improvement company that specializes in DEI, leadership development, and relationship management. For 25 years, she and her team have created more diverse, equitable, and inclusive cultures in large and small companies, government agencies, and non-profits across the globe.
Employee experience is defined as the journey an employee takes while working for an organization, from their first day to their last. It comprises every touchpoint an employee has with the organization, from the process through which they're onboarded, to how they're managed, to the way they're incentivized to do their best work. The employee experience also includes all the perceptions that the employee has about their employer in every interaction.
Therefore, employee experience entails the pragmatic, emotional, and motivational aspects of one's position in the workplace. If any of these aspects are unfulfilled or misaligned, the employee experience is less than ideal — and that can increase the likelihood of attrition or poor productivity.
An organization's employee experience can make or break its ability to attract and retain top talent. Today, workers are more conscientious and discerning than ever before. And in an increasingly global workforce, competition is high. The best candidates can easily find a new job if their current experience is unsatisfying.
Plus, a good employee experience lays a strong foundation for continued growth and productivity. When workers feel integrated, appreciated, and knowledgeable, they're more likely to do their best work. Everything from the ease of onboarding to how great performance is assessed and rewarded can impact their morale and aptitude in their role.
While Human Resources has traditionally prioritized efficiency, the secret to creating an excellent employee experience is to focus on human experiences, over process. Workers are not machine parts. To help them mesh with the overall team and embrace your organization's values, you must nurture their passions, preferred work style, and strongest skillsets.
Generic onboarding, confusing payroll structures, and apathetic management all send clear signals to good workers that their efforts are not being accurately assessed or compensated — let alone appreciated. To perceive an opportunity for growth and fulfillment, they need to see that their position is well managed. That entails customized onboarding, mentorship from a workplace leader (as opposed to being micromanaged or arbitrarily judged), and a strong workplace culture that encourages all employees to embrace the organization's values and mission.
A great employee experience is not something that can be wished into existence. It requires a careful strategy encompassing cultural alignment, predictive analytics, behavioral economics, and more. To develop this strategy, organizations must first take inventory of their internal metrics and insights gleaned from both their employee data (e.g., retention and employee turnover rates), as well qualitative feedback from employee engagement surveys.
From the moment an employee signs their contract to the day they exit the organization, their experience should be seamless and supportive. They should be given the oppotunity to be heard through regular employee engagement and employee relations efforts from their managers and the organization's HR department.
In addition, your employee experience strategy must reduce gaps between talent and compensation, effort and assessment, motivation and opportunity, and specific needs and logistics.
The simplest way to assess your employees' satisfaction is to ask them. Post-onboarding and exit surveys capture their attitudes at the start and end of their position. However, HR departments can also roll assessments into regular check-ins throughout employment. Too often, employees receive performance reviews with little to no chance to provide their own feedback. By regularly collecting employee opinions, HR leaders can create a two-way street that engenders trust and identifies opportunities for growth.
That also yields valuable data on how the employee experience can be improved. Do employees feel appreciated in their position? What are their goals for advancement? How productive do they feel with the available schedule and technology? All those factors and more affect each employee's likelihood for retention and satisfaction in their role.
If it proves challenging or resource-intensive to manually assess your workplace's efficiency and satisfaction, there are plenty of employee experience platforms to help save you time. For example, 15Five collects employee surveys, performance reviews, and goal management in one place. Using an empoloyee engagement tool like that will allow managers to assess organization's objectives and values alongside your team's motivation and productivity. When taken together, these qualitative data sets provide invaluable feedback that can help you improve the overall employee experience.
You cannot fix problems if you don't know what they are. That's where a Voice of Employee (VOE) program comes in. It requests and collects employees' opinions in a regular, structured, and transparent manner, allowing them to feel a sense of participation and acknowledgment. This, in turn, helps the overall employee experience as workers perceive that their feedback is going toward real change.
By contrast, simply collecting employee feedback in a dropbox or implementing an "open door" policy may be limiting. If employees are concerned about retaliation or feel that their comments will simply be ignored, they're less likely to give valuable insights into your workplace's productivity and morale. A VoE program not only reduces the barriers to employee feedback but also encourages it. And once those opinions are voiced, it's possible to create an employee experience that boosts retention and morale.
Today's employees are resistant to anything that may be perceived as disingenuous or exploitative. To overcome this objection and ensure employee loyalty, you must demonstrate your commitment to employees' well-being and growth potential.
One of the top concerns for most employees is "work–life balance." No one wants to feel a division between their career and their home life. That's why flexible schedules, PTO, and parental leave have become so popular. However, the methods aren't as important as the perception that workers need not sacrifice their humanity for their employers. A little flexibility and compassion go a long way toward creating a sustainable employee experience.
Also, employees expect detailed feedback from their managers — and they incorporate that feedback into their career decisions. Even if your organization employs exceptional talent, never assume that they'll stick around if you're not honoring their progress and empowering their goals for professional growth. The easiest way to retain your top talent is to cultivate robust, consistent feedback that appreciates their work for your organization.
When done right, a great employee experience means that your team will fully embrace their role, perform with their greatest morale, and remain with your organization as they pursue opportunities for growth. Often, that means you'll save money in the long run. The more engaged and motivated employees feel, the more likely they are to pursue growth with your organization.
That not only spares you the cost of turnover but also helps you promote productivity. Imagine if your employees could work four-day workweeks — and still accomplish as many tasks and achieve enough revenue to grow your business. Moreover, they'd be able to deliver more, which would amplify your profits and allow you to pay your best workers more money for less work. If they're effectively leveraging their talents to generate revenue in less time, it's win–win for both of you: they are earning generous compensation for their talent while you're reducing your overhead costs.
That, in a nutshell, is the benefit of a streamlined, impactful employee experience.
In summary, never underestimate the importance of nurturing and motivating your workforce. Employees who feel underappreciated, undermeasured, and undercompensated are more likely to leave — and that can cut into your revenue and brand success. Investing in your employees' efficiency, growth potential, and wellbeing has a tremendous ROI as those employees are more likely to perform efficiently, stay in their position, and go beyond — thereby improving your organization's bottom line and more than fulfilling your payroll and expenses.
It's always better to prioritize your team's humanity and nurture their growth. Be willing to hear their feedback and compensate them for their talents, and you'll often find that it's much easier to grow your revenue for less expenditure. That's because people are who grow your brand. And it all starts with an amazing employee experience.
For more reads like this, you can visit sources from this short article on Employee Experience from 15Five, ReWorked, and GALLUP.
Explore this free, on-demand webinar 'Trends Shaping Employee Experience' to learn even more on how to create a great employee experience for your organization.
Volunteering is a great way to give back to the community, meet new people, and learn new skills. And, it can also help your workplace function better. Here’s how:
Volunteering can help employees feel more connected to their workplace. When employees feel like they are part of something larger than themselves, they are more likely to be engaged in their work.
Volunteering can also help employees build new skills. If your workplace is looking for a way to train employees in new skills, volunteering is a great way to do it. For example, if your workplace is looking to train employees in leadership skills, have them volunteer as leaders for a charity event.
Volunteering can also help your local community by bolstering capacity, so it's really a win-win!
And if you already have a corporate social responsibility program in place, it should be really easy to highlight your employer brand's purpose-driven culture.
If you'd like to hear more on this topic, consider registering for one of our upcoming webinars here.
No matter what business you're in, it would help if you thought about your employer brand. It's not just about marketing your company to potential employees — it's also about creating an environment where employees can thrive. If you want to build a successful company, you need to ensure your employer brand is strong.
There are a few things you can do to improve your employer brand:
For more on bolstering your employer brand, consider the upcoming webinar "How to Build and Leverage Your Employer Brand" is now an ON-DEMAND HR webinar available for free to watch now.
UPCOMING: Attend a free People Analytics Masterclass (every Wednesday until the end of June 2022)
There are many different types of DEI initiatives and programs, but they all have the same goal: to generate collective action. This can be done in a variety of ways, but it is always important to make sure that everyone affected by the issue has a voice. It is also important to ensure that the initiative or program is culturally relevant and sensitive to the needs of the community.
One way to generate collective action is to form coalitions. Coalitions are groups of people who come together to advocate for a common cause. They can be formed at the local, state, or national level, and can include individuals from a variety of backgrounds and disciplines. Coalitions can be a powerful tool for advocacy and can help to build support for increased diversity.
However, formation of coalitions is not limited to just those supporting a particular cause. In fact, formation of coalitions is a practice that is often used during the course of developing a DEI initiative or program. When forming a coalition, participants should consider potential partners in addition to issues that they may disagree on. Focus should be on ensuring that the policy issues and goals of the partnership are aligned, and that each member is committed to the ongoing success of the team.
There are also other types of DEI initiatives and programs that do not require a coalition or committee. One might be an employee resource group (ERG) focused on neurodiversity and another might focus on gender or ethnicity.
Development, education, and engagement efforts are critical components of organizational diversity and inclusion initiatives. They aim to create an environment where employees from all backgrounds feel welcomed and valued, and can contribute to their fullest potential. However, many organizations find it difficult to generate collective action around DEI initiatives.
There are a few key things that can help encourage collective action around DEI initiatives. First, it is important to ensure that everyone involved understands the importance of the initiative and why it is necessary. Leaders must also provide clear direction and support to help employees feel empowered to take action. Second, it is helpful to create a sense of community among employees who are working on the initiative, so they can feel connected to one another. Finally, leaders should set expectations for employees, so there is no confusion about what is expected of them individually.
All organizations want to be seen as ethical and have norms that reflect this. However, many are creating a more complex social environment in which staff must navigate a wide range of cultures and policies.
Companies must ensure that employees have the opportunities to work together in fulfilling their common purpose.
To survive in a global marketplace, companies must be willing to employ practices that are outside the ordinary. Many companies are experimenting with new training models, salaries, and structure themselves into talent clubs. With these new strategies, companies are creating non-traditional working environments and opportunities for learning and growth that challenge the ideas of what it means to be a employee.
Diverse staff have different experiences, and those differences are valued by companies. The most effective way to buy into a diverse workplace is to capitalize on these differences.
Here are four of the top questions we see in the DE&I and collective action space to inform HR leaders below.
The goal of a diversity, equity, and inclusion initiative or program is to achieve a more equitable and inclusive society by addressing the disparities that exist in terms of race, ethnicity, gender, sexual orientation, socio-economic status, disability, and other dimensions of diversity.
There are a few ways that you can generate collective action around diversity, equity, and inclusion. Some methods are more effective than others, and the most effective methods often vary depending on the context or situation.
One way to generate collective action is to build alliances and coalitions. This can involve working with other organizations that share your values and goals, or it can involve working with different parts of the community to unite them around a common cause. Building alliances and coalitions can be an effective way to increase your reach and to build support for your cause.
Another way to generate collective action is to use social media to spread your message. Social media can be a powerful tool for raising awareness and for building a community of supporters.
There is no one answer to this question as the steps necessary for implementing a diversity, equity, and inclusion initiative or program will vary based on the specific organization, community, or population being served. However, some key steps that could be involved in such an effort include the following:
There is not a single, silver bullet answer to this question. However, some possible ways to measure the success of a diversity, equity, and inclusion initiative or program include:
Interested in learning more? There are a ton of resources including webinars and articles on diversity, equity, inclusion & belonging under our Employee Experience category.
Employee engagement storytelling is a great way to keep employees engaged and motivated. By sharing stories of employee engagement, managers can remind employees of why they are engaged in their work and what the benefits are. Stories can also help to connect employees with each other, and with the company culture.
Employee engagement storytelling can also help to build a sense of community among employees. When employees feel connected to each other, they are more likely to work together cooperatively and be more productive. In addition, storytelling can help to create a sense of identity for employees and can give them a sense of belonging to the company.
Employee engagement storytelling is a great way to show employees that their work is valued and appreciated. Organizational storytelling is the sharing of narratives by organizations in order to create a sense of identity and alignment among employees. A strong organizational story can help to create a sense of community, purpose, and a common identity among employees and can also bolster employee engagement.
Internal alignment can be created and bolstered amongst teams by helping them tell regular stories about their progress as a firm towards the fulfillment of their goal and mission. This can be done through the use of storytelling tools such as video, social media, and even monthly or quarterly reports. By sharing these stories, employees will feel more connected to the organization and its goals, which can lead to increased motivation and productivity.
A recent study by Gallup showed that only 29 percent of employees in the United States are engaged in their jobs. This means that more than two-thirds of American employees are not putting their best foot forward, costing their companies millions of dollars in lost productivity each year. While there are many possible explanations for this lackluster engagement, one of the most common is a lack of understanding among employees about how their work contributes to the organization's overall goals.
In order to combat a disengaged workplace culture, many organizations are now taking a more holistic approach to communication, helping employees to see the big picture and understand how their individual roles fit into it. By providing regular updates on what the company is doing and where it is going, as well as sharing stories about how a company is progressing towards its goals and the fulfillment of its core mission.
One way to do this is by sharing achievements that highlight from various teams within a company, regardless of its size, and craft into a story that's distributed to employees on a regular basis (e.g., biweekly). Quarterly or company-wide meetings can feel like a necessary evil, but they don't have to be dry and boring. One way to make them more engaging is to focus on real-life success stories from various teams within the company. This can help employees feel more connected to the company as a whole, and it can also give them some great ideas for ways to improve their own work.
It's important to select stories that are both inspiring and instructional. For example, if a team has successfully completed a difficult project, you might want to highlight how they did it. This type of story can help other employees learn from the team's successes and failures.
This helps tell a team where their company's internal alignment is and how what they're doing is contributing to the overall growth and advancement of the company and its mission. See an example here and here.
An organizational alignment survey is an important tool for any business, large or small. This helps tell a team where their company's internal alignment is and how what they're doing is contributing to the overall growth and advancement of the company and its mission. It can help identify any areas of misalignment and give management the information they need to course correct. While not a perfect tool, it can be a valuable resource for any organization looking to improve its collective performance and sharing the results as short stories weekly may considerably improve employee engagement and alignment with its mission.
There is no easy answer when it comes to getting employees engaged. However, some methods that have been shown to be successful include communication, recognition, and training and development opportunities. It is important for employers to find what works best for their organization and employees, and to continually update and adapt their approach to ensure engagement remains high.
There is no one-size-fits-all answer to this question, as the best ways to keep employees engaged will vary depending on the individual employees' needs and preferences. However, some commonly suggested methods for keeping employees engaged include providing challenging and interesting work, offering opportunities for growth and development, fostering a positive and supportive work environment, and recognizing employees' accomplishments.
There are many reasons why an employee may become disengaged, but some of the most common reasons are feeling unvalued or unsupported by their manager, not feeling challenged in their role, or feeling that their work is not contributing to the overall success of the company. Other reasons may include feeling that their work is overly repetitive or that they are not given adequate training or development opportunities.
Employers can measure employee engagement through a variety of methods, including surveys, interviews, and focus groups. One common way to measure employee engagement is to ask employees how strongly they feel about their job, their company, and their co-workers. It is especially important to be able to have the data at your fingertips, such as through an HR dashboard.
There are many techniques for improving employee engagement, but some of the most common are:
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