Think about your day-to-day interactions in the workplace: Specifically, how do you react to the question, “How are things going?” We bet that, more often than not, your response is, “I’m so busy” — or words to that effect.
In fact, society has reached a point at which saying “I’m so busy!” is the standard response and has even become a kind of badge or symbol of importance — “Of course I’m busy; I’m important!”
This is not a healthy trend, especially considering how an emphasis on being “busy” has trickled down from company leadership to general staff. Today, all levels are displaying this behavior: Employees who rank lower and earn less are just as fixated as executives on staying busy — or at least appearing to be.
Late last year, Officevibe, the leader in employee engagement software, released an unprecedented, real-time report on the “State of Employee Engagement,” based on hundreds of thousands of answers from their customer survey software. Unlike so many dated reports, what employees are telling their companies about what truly matters to them using Officevibe software is in the here and now. It updates in real time, adding new data as answers stream in, like, right now. More than 50,000 employees from over 1,000 organizations representing 150 countries have registered their views since 2013, representing close to 1.2 million data points.
Working 50 to 70 hours isn’t unheard of though. Are the extra hours worth it? The actual relationship between working hours and productivity might surprise you.
Heineken Mexico CEO, Dolf van den Brink, estimates that the company is saving several million dollars a year by selling their used paper bottle labels to paper companies to make napkins and tissues.
Employee engagement is one of those management attributes that can be hard to define. Different companies characterize it differently, but there’s one thing they pretty much all agree on: They do want engaged employees
A December 2016 BetterWorks survey of 1,000 employees found that 64 percent of respondents continued to feel that their company’s leadership wasn’t transparent in communicating top goals.
Management is one of the top reasons cited for lack of engagement in the workplace, representing 70% of the variance between high and low engagement.
Researchers at Oxford Economics note that the new class of emerging leaders embraces a digital mindset, is highly proficient at using technology to achieve competitive advantage.
Can compassion be good for the bottom line? According to Emma Seppälä, author of The Happiness Track, the answer is a clear yes. In the following excerpt from the book, Seppälä tells the story of someone who used compassion to his competitive advantage.
As the competition for the best talent grows; businesses must reduce the disconnect between their talent requirements and the strategies and processes which underpin them.