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Every two weeks we bring you opinion, news and research on Employee Engagement, Leadership and Organisational Performance, along with some thoughts on practical workplace applications.


 Blog: What Legacy Will You Leave

A gift from the past…

…that helps create a better future.

I recently facilitated a pre-retirement workshop with a group of 50+ employees from a district council in the Midlands.  Along with the key issues of finance and benefits, health and healthcare, use of time and changes in relationships that are normally upper most in the minds of those that are nearing or preparing for retirement, was an interesting discussion on Legacy.

Legacies come in different shapes and sizes.  There is a financial legacy that we may want to leave behind for our family members to help ease their transition into their first home, ensure that their education is completed or perhaps help them with the education of their own children.

There is the legacy of the memories that we leave behind and time that we spent with family members, members of the communities that we participated in and the support and service that we gave to others.

There is the legacy of our creativity that we shared with others – music, writing, skills and talents that we shared and that enriched the lives of others.

There is also the legacy that we leave behind at work that is a gift that we choose (or not) to bequeath. Our workplace legacy can take many different shapes and forms.  Read more.


Why Engagement is the Biggest Reward in HR

A situation recognised only last week when the UK government promised an overhaul of employment rights to improve conditions for millions of workers in the gig economy. The changes include stricter enforcement of holiday and sick pay rights, and higher fines for firms that breach contracts or mistreat staff. Yet, in a world of ever-changing working patterns, beyond the basic hygiene factors, how do businesses best reward their staff to get the most out of their most important asset, asks Sven Hultin writing for the HR Director?
Understanding engagement 
Whether or not employees are rewarded in a working capacity is borne out of how engaged they are. That is the fulcrum from which all else is based. A plugged-in, switched-on employee eager to learn, progress and contribute is much easier to reward than a one barely able to muster a raised eyebrow of enthusiasm. The example highlights polar opposite extremes but, in reality, compartmentalising engagement is much more subtle and complex to quantify.So, what do we actually know? Businesses need people to be effective and productive. It is imperative that managers and those at the helm understand everybody is, at the very least, able to perform their task. But, just because people are at work, doesn’t mean they are engaged.
Satisfaction versus engagement
This is where the engaged v satisfied v rewarded conundrum becomes interesting. They are all related concepts, interconnected, but completely different and driven by different pressures and needs. Yet, it is the HR team that needs to be able to understand them all to get the most of each employee for the benefit of the greater good. In this case, the business.  The full article here.

Using Champions to Communicate: Communications TAG Toolkit

This toolkit from an Engage for Success ‘Thought & Action Group (TAG)’ provides an introduction to the role of engagement champions and their use within organisations to drive employee engagement and improve the employee experience.

In this document, they highlight the role of the champion, how to select them and ways in which champions can drive change throughout your organisation. They also share some ideas about ways to establish champions in their role and consider the support they may need.


Employee Surveys Are Still One of the Best Ways to Measure Engagement

Once upon a time, surveys were a staple for every leader to solicit feedback and every company to assess engagement. But now, surveys are starting to look like diesel trucks collecting dust in the age of electric cars. Companies are using cool new machine-learning algorithms that crunch big data to measure employee engagement through email response times and network connections outside one’s core team, and forecast turnover risk by tracking signals like how often employees update their resumes. Who needs a clunky, time-consuming survey where some employees only tell you what you want to hear, and others don’t bother to respond at all?

You do.

See why in the Harvard Business Review.


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