Organisational Culture

Why Employee Engagement Is Important for Any Business

You’ve probably heard of employee satisfaction and employee engagement, but what’s the difference? A satisfied employee is happy with their job, but an engaged employee feels invested in the organization, is motivated to perform at their best, and goes above and beyond to contribute to the organization’s goals.

Here are four ways employee engagement translates to business success. 

2-4-6-8 Show That You Appreciate! by Dr. Mimi Hull

Appreciation goes a long way in motivating, building relationships, and encouraging positive morale. Here are just a few ways you can show coworkers and employees you appreciate them!

Say thank you. Something as simple as a thank you can make all the difference in turning around someone’s day or helping ensure their hard work has not gone unnoticed. Take the time to say thanks! Share a specific example of something they did for you and how it made a difference.

I don't want to be a killjoy, but ... by Andrew Fox

The graph above, too small to read, shows productivity in the OECD 2007 using GDP per hour worked.  Source OECD StatExtracts.  It shows we in the UK are 11th.

Wikipedia says labour productivity, is used by many as an indicator of economic growth and competitiveness.

The HBR says, “At its most basic, productivity is the amount of value produced divided by the amount of cost (or time) required to do so.”  

Creating a Truly Inclusive Culture with Martin Kirke

We conducted a Q&A interview with Martin Kirke, Coach, Non-Exec Director, Consultant on HR, D&I and Change, around leaders, and how they can create a culture of inclusion.

From your experience, what are the attributes required from our leaders to gain their commitment to engaging our community and driving forward the diversity agenda?

Employees = humans = equals. Engage them as such in change by Karen Walker

Dignity is intrinsic to being human, to be valued and respected equally. Categorising individuals or groups as nonequivalent stakeholders, bruises people and change initiatives.

When we don't treat employees as humans, as part of organisational change

A love affair with reducing change in organisations to something that is rational, translates to believing it can be planned, controlled and managed.

It Doesn’t Have to Be Lonely At The Top by Khairul Anwar

In the past 3-4 weeks, I met some top management executives and 2 CEOs. We were discussing about innovation, culture, mindset and some latest technology stuffs. In one company they wanted to increase innovation competency, in the other they are looking for young genuine leaders to drive new digital initiatives and the next company is looking to hire innovation managers to administer their innovation projects.

We’ve always done it this way! Not! by Dr Mimi Hull

For many bosses, the employee’s transition to negativity comes for no apparent reason. However, a common complaint I hear from dissatisfied employees is that they do not get creative freedom. They suggest creative solutions that would yield better results, but get told “No.” They feel caught in the “but we’ve always done it this way” trap. Creativity is essential for your employees’ work to have meaning. With meaning, they are more engaged, which means less absenteeism, better teamwork, better service, and increased productivity. To foster creativity, try the following:

Workplace authenticity? Think again by Maree McKeown

Social media is littered with beautiful photos of happy people doing wonderful things. The pursuit of happiness has become a catchcry. Success is measured by popularity, beauty and material wealth. Thank goodness for the creation of selfie filters to tweak the imperfections!

The temptation in coaching follows a similar rhythm. Work out who you need to influence most, ensure you have the right corporate look, the outfit, the grooming, the physique. Create inspirational goals. Go on a values-driven journey to enable a happier, more successful life.…

Is Courage a Universal Ethic by Paul Ryder

Regardless of how many organisations espouse a core value of integrity (e.g. Accenture, Adidas, Alibaba, Amex, Coke, Huawei and Tencent etc.) cases of individuals and organisations breaching common ethical standards continue unabated (Volkswagen and diesel emissions, DJI and supply chain fraud, Changchun Changsheng Biotechnology and rabies vaccine quality or Renault-Nissan and Carlos Ghoson’s alleged financial misconduct ). Organisations, rightly, are seen as serving the societies in which they sit and breaches of trust consequently are devastating – destroying significant brand value.