![]() ![]() Such a dialogue can engender trust and partnership and can spur long-term improvements to employees’ workplace experiences and performance, as well as companies’ ability to retain top performers. Through this continuous-listening process, business leaders can both monitor the pulse of the organization at the moment and create an ongoing dialogue with employees. How are your employees feeling? Arguably, there’s no question more critical in organizations today. It should be supplemented by a continuous-listening strategy-a process driven by people analytics and supported by a people analytics team for capturing employee sentiment in both the short and long terms. Employees’ expectations of their employers continue to evolve, and many have expressed the desire for more flexibility, connectivity, and fulfilling and purposeful work alongside traditional compensation and benefits.Īt a time when organizations are facing wave after wave of disruption rather than occasional upheavals, the traditional survey approach is no longer sufficient. Hybrid models and gig and project work have become more prevalent. The pace and complexity of work has continued to increase in the wake of the COVID-19 pandemic. ![]() But in reality, annually taking stock is not enough anymore. But truly understanding how employees-individually and collectively-feel and what they want has become increasingly difficult, particularly over the past few years.Ĭompanies may have used annual surveys in the past to understand what’s going on with employees, identify and characterize emerging workplace trends, and act quickly to seize opportunities or address any issues. ![]()
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