Three Ways Technology Is Transforming Company Culture And Employee Engagement

Via Forbes
By Brent Gleeson 
February 26, 2019

Once companies have embraced transparency, when all employees are engaged in operations, then accountability must be activated. In an all-transparent landscape, no one can hide. If problems arise, they can be addressed quickly. In this process, workers are more engaged in their work because their teammates can view their work. Then the culture becomes one of rapid learning and application – a continuous feedback loop.

More than that, companies must create vibrant cultures that make employees proud. Pride is earned when workers are given access to information, challenged with the responsibility to make decisions, and held accountable to their fellow employees.

A company culture is built when every single employee’s job is essential to the whole. In the end, it’s about giving employees a worthy story to take home, to discuss with a spouse or friend. Winning companies are the companies that make each worker a hero each and every day.

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Enough About Employee ‘Engagement,’ Focus on the Digital Employee ‘Experience’ Instead

Via Entrepreneur
By Steffan Maier
February 25, 2019

Bynder is encouraging and developing a culture of learning within its organization, supported by technology. And its use of technology is just one part of the overall experience.

While employee engagement has long been a buzz phrase for companies, recently employee experience has become the new, trending focus. Think: a holistic approach that covers engagement, culture, performance management and career ownership, all rolled into one.

So, forget “employee engagement” for the moment: As we move toward a people-first approach, we need to realize that such an approach is more and more crucial for companies striving to make the employee “experience” their focal point.

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Marriott To Roll Out Mastermind For Meeting Planners

Via Forbes
By Roger Sands
February 22, 2019

Mastermind by Marriott is a peer-to-peer mentoring community. It is an investment we are making in the meetings industry. As an industry, we understand the deep value in face-to-face meetings and free-form discussion, and we thought it was time to extend that same value to our meeting planners themselves. My vision is to create an environment where meeting planners feel inspired, empowered and connected to a community who really has their back. I would love to see meeting planners fired up to try new things, embrace change and lead trends because now they have the resources to do so.

Conventions and meetings are big business for the hospitality industry. Spurred by rapid advancements in technology, hotels and convention centers are pulling out all the stops in their efforts to attract a coveted piece of the convention and meetings pie.

Marriott’s Convention & Resort Network (“CRN”) has just announced the future launch of Mastermind: a peer-to-peer community for meeting planners. In March 2019, the digital platform will debut with a goal to help planners feel connected, empowered and inspired while building new skills and meaningful long-term relationships.

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Employee Engagement Is Not the End Game

Via CMS Wire
By Joelle Kaufman
January 29, 2019

Engaged employees are a boon to an organization. And ultimately, they can drive substantial revenue growth via their engagement. But that’s only the case when that engagement takes the form of alignment with an organization and its goals. When employee interaction with a platform amounts to nothing more that virtual water cooler talk, “engagement” does not translate to better business outcomes.

As companies evolve to embrace remote employees and flexible work arrangements, the race is on to implement new processes, systems and platforms that help companies and employees stay connected across distances and time zones. For many, this is uncharted territory, which makes the need to understand the effectiveness of new platforms a top priority.

In establishing key metrics for such assessments, engagement has emerged as a key performance indicator of platform implementation success. But in this regard, executives need to proceed with caution. Not all engagement is created equal. And if employers don’t look for the devil in the details, they might find their KPIs leading them down a counterproductive path.

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5 Key Steps You Can Take to Make Your Employee Mentoring More Effective

Via Anthill Online
By Anthill Magazine

January 25, 2019

Furthermore, it’s important to make sure that your program is actively contributing to the business goals you set in the designing phase. Set up several key metrics that will enable you to track the results of your employee mentoring program.

Employee mentoring programs are an important aspect for companies to foster connections between junior and senior employees. Large, successful brands, such as Time Warner, General Electric, and Deloitte, run these type of programs to keep employees informed, engaged and happy.

However, the success of a mentoring program is not guaranteed. Just putting the word out there and hoping that people will sign up is a recipe for a disaster.

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How to Build a Sustainable Retention Strategy: An Interview with Aron Ain of Kronos

Via HR Technologist
By Neha Pradhan
January 23, 2019

The more engaged people are, the more passionate they feel about an organization and its mission, the better they will perform. Most importantly, customers feel the impact. Inspired employees develop better products and deliver better services. They drive higher customer satisfaction, which propels sales growth.

“Perhaps the most widely overlooked – and the most impactful – pillar is the quality of managers. Every employee deserves a great manager, and it’s the organization’s responsibility to help managers be great.”

In this interview Aron Ain, CEO, Kronos, talks about how digital transformation enables HR leaders to retain talent. From the best practices of employee engagement to business success, we discuss how there is a direct link between these components for sustaining talent. Ain elaborates on employee engagement as a growth strategy to create a place where employees truly love to work. We discuss all about boomerangs and how are they a win for both employers and employees.

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Employee Engagement: Driving Involvement and Beyond

Via CIOL
By CIOL Bureau
January 22, 2019

Employees who believe that the organization is concerned about them as a whole and feel valued, are more productive, more satisfied and more fulfilled – motivating them to be engaged and involved at their workplace and with the organization.

Employee engagement’ is one of the most frequently used terms we hear in organizations and HR circuits. However, as common the term maybe, it is not always understood, applied or demonstrated in its truest spirit and this is where most falter.

Creating a work environment where employees feel involved is not achieved merely by the application of the latest tools, techniques or conducting a few activities. It is the organizational philosophy that requires a matching mindset from its leadership. When the leadership of an organization displays a strong conviction and commitment towards driving ‘employee engagement’, it starts to become the DNA of the organization which in time is reflected in the sense “involvement” “responsibility” and “accountability” displayed by its people who take initiatives and display a sense of belonging towards the organization.

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Is Employee Engagement One of Your New Year Resolutions?

Via Sustainable Brands
By Stephanie Kersten-Johnston
January 18, 2019

Employees need an environment where they can bring their true selves to work. After all, we’re all equally human.

Engaged employees display high levels of energy, enthusiasm and motivation, which result in higher levels of creativity, productivity and job performance. Yet, according to Gallup, 87 percent of employees worldwide are not engaged. What gives, and what can we do about it?

Most organizations today offer competitive benefits, generous raises and bonuses, and employee recognition programs. But, in most instances, that’s not enough.

As we look to 2019 and beyond, here are three ways companies can help promote a more engaged, productive workforce.

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Do your employee resource groups need a makeover?

Via Crain’s Chicago Business
By Lisa Bertagnoli
January 18, 2019

These days, resource groups are evolving into business tools: sources for corporations to mine for insights into new markets. Evolved groups have formal support from upper management, and a budget, too.

Early in 2017, Discover launched its Pride credit card, tailored to the LGBTQ community. Riverwoods-based Discover says the rainbow-colored card is a success: The number of requests for it increased by at least 20 percent in the first three quarters of 2018, and consumer spending with the card doubled during that time frame.

The idea for the card came not from marketing, but from Pride, Discover’s employee resource group for LGBTQ employees, one of 10 employee resource groups at Discover. Pride backed up the idea for the card with compelling market research and data. The group is now marketing’s go-to source for ideas to market and further promote the card.

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10 Timely Statistics About The Connection Between Employee Engagement And Wellness

Via Forbes
By Naz Beheshti, ForbesWomen Contributor
January 16, 2019

Healthy employees are happier and show higher rates of job satisfaction. Engaged employees show up to work with a bounce in their step and are less vulnerable to stress, a significant driver of poor health.

Healthy and engaged employees, in concert with a strong workplace culture, are the secret sauce for business success.

Employee engagement and wellness are finally taking center stage in the business world. For too long, they have been viewed as the responsibility of the HR department and not an integral part of business strategy. However, it is increasingly clear that unhealthy and unengaged employees are a drag on productivity, innovation, and the bottom line.

Gallup’s recent announcement that employee engagement in the U.S. had ticked up to 34% was seen as a sign of progress—but should we really settle for a situation where two-thirds of our workforce is still not fully engaged?

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