60 minute read
eM ployee e xper I en C e
NAliN KuMAr MiGlANi
How can we build an experience that delivers ‘more?’ A balance needs to be struck among the various needs a candidate or employee expresses
Let’s start with a core truth that we all can agree on. All of us want to become more.
The idea of an Employee Value Proposition is built on this simple truth. Magic happens when you convert this truth to an actionable formula.
The elements of the formula
The first step is to recognise that an Employee Value Proposition is an experience, not a product.
How can we build an experience that delivers ‘more?’ Fortunately, the need states that constitute ‘more’ are easy to identify. In general, they apply to all of us.
All of us: • Need more MONEY to improve our economic security, freedom and lifestyle. • Need WORK that is more interesting, challenging and makes us more valuable in the market. • Need more social recognition, normally delivered through the BRAND of our company. • Need more TRUST and
COMPASSION in our relationships at work. • Need more opportunities to be HEALTHY.
Identifying these needed states is like identifying the variables in our formula.
Assigning values to each variable and establishing the relationship between them helps build the formula.
Attracting Talent
For a person who is about to join a company, the play is mainly among MONEY, WORK and BRAND.
Great WORK and great BRAND are not good enough to attract talent if MONEY is not sufficient.
More MONEY can compensate for less BRAND as long as the quality of WORK improves. People may trade BRAND for MONEY, but not for WORK. Better WORK can compensate for less BRAND as long as MONEY is more. People may trade BRAND for WORK, but not the other way around.
In short, to attract great talent, build an Employee Value Proposition that is centred around great work. Great work attracts the best talent for the money you can afford. In addition, if you have a good brand, the probability of this happening goes up.
At this stage, it is important to clarify that there is really no difference between a corporate brand and an employer brand. Most efforts directed at building an ‘employer brand’ are a waste. The ‘employer brand’ is indistinguishable from the corporate brand. Try and think of a company that has a great employer brand but not a great corporate brand. Or the other way round. It is hard to find any examples. In this article, the word ‘brand’ is equal to the corporate brand.
Retaining Talent
to ‘stay,’ the formula starts pivoting to a different set of need states. WORK, BRAND and MONEY still matter. Their inter-relationship too does not change. However, other states gain primacy.
TRUST and COMPASSION begin to play an important role in the ‘stay’ value proposition.
People stay at companies when they can trust their boss, peers and the leadership of the company. Being trusted is as important as trusting.
Being trusted is not just about relationships. Internal processes and technology also communicate if the employee is trusted or controlled.
People are likely to trade all other variables for TRUST. Lower MONEY, smaller BRAND and hardest of them all, even lower quality of WORK.
An environment of distrust negates all need states that are part of an Employee Value Proposition.
COMPASSION as a needed state is a recent and more modern phenomenon. The pandemic may have been responsible for this phenomenon.
The corporate community, grown up on the alpha diet of hard, relentless driving of people, is still learning the power of COMPASSION. Compassion retains extraordinary people and produces extraordinary results. It is not a ‘give.’ Companies that get this will build a remarkable employee value proposition.
TRUST is a necessary, but not a sufficient condition for COMPASSION. Employee expectations on TRUST are clear. On COMPASSION, the expectations are fast taking shape.
For a healthy life, it is important that your job does not take over your entire life. People apply this test on the nature of their employment, more than ever before. A healthy life is not a component, but an outcome of an attractive employee value proposition.
In conclusion, it is a simple algorithm
Build your Employee Value Proposition around WORK and TRUST. And don’t expect a discount in MONEY.
about the author
NaLiN MiGLaNi is Executive Vice President and Chief Human Resource Officer at EXL Service Holdings Inc.
Organisations around the world are short of talent. It's been a cause of intense concern ever since economies began reopening, only for workers to decide they aren't so keen on going back to their jobs.
What many have already understood is that this talent shortage represents a shift in the balance of power between employer and employee. The old approach of treating jobs and workplace conditions as a 'take it or leave it' deal now represents a real risk that the organisation will miss out on talent – not just top talent, but the broader workforce in general, right down to more junior roles which traditionally have had less bargaining power in the employer-employee relationship.
Progressive organisations, of course, are keeping pace with this power shift. A huge range of strategies for engaging and winning over employees has emerged: from intensive listening to peoplecentricity to empathy in leadership and managers, and many other elements that organisations judge will meet the expectations of today's workforce. The recruitment process has shifted towards matching candidates' needs rather than being a production line to fill roles with warm bodies. And employees are increasingly empowered to make changes for the better in their jobs, in their workplace, and even across the entire organisation.
This power shift is in certain ways relatively minor. A corporation will always carry more weight in terms of resources, reputation, and options than an individual person. But its significance lies in that, for decades, employee voices have been more likely to be discounted than heard. Some organisations would have considered employee views no more than a formality, with no impact on decisions; some would not even entertain them.
This month, our cover story looks at the ways in which organisations are adapting to the power shift and how they are reshaping the workplace culture to centre more decisively around employees at various levels. We look at the benefits deriving from this change – starting with talent attraction and retention, and going into the organisation's deeper capabilities for innovation and even its values. And we consider how it may shape the future direction of work and the workplace, especially in today's volatile world.
How will leaders make decisions about people in the future? The power shift is a litmus test
Many leaders are locked in a command-and-control mindset and want to see people back at their desks. Others are approaching decisions about the future sensibly and not rushing to impose rules. But this clash of mindsets obscures a deeper structural shift in work and the workplace, says WTW's Nick Lynn By Mastufa Ahmed
With changing employee expectations about flexibility at work, almost every company is forced to come up with new policies. While a lot of leaders want to see their staff back at their desks, some are engaging with employees to find solutions that are right for everyone. “The best companies are reflecting on this transition broadly,” says Nick Lynn, Senior Director of Employee Experience Consulting at Willis Towers Watson (WTW), “to find solutions that can help them retain people who want flexibility and attract new sources of talent that perhaps weren’t open to you before.”
Nick has advised clients on how to improve engagement, culture, and leadership effectiveness for 20 years and is the author of the top-selling book “Employee Experience (EX) Leadership”.
In this exclusive interview with us, Nick shares some sharp insights on the global power shift and how employers should reframe their relationship with their employees.
As the Great Resignation persists, employeremployee dynamics appear to be changing. How do you see the power shift globally?
During the pandemic, some people certainly re-evaluated what they want from work and decided to make a change. We saw indications of this very early on during COVID. Power is shifting, but things are complicated. In relation to the Great Resignation, there are many causes of turnover. • There are employees who feel they have been treated poorly by their employer during this period. There’s been a lot of restructuring, costcutting, and lay-offs. As soon as things opened up, people wanted to move on. • Others, meanwhile, are frustrated by longerterm problems at their companies and have said:
“enough is enough”. Studies have shown how toxic work culture is linked to high turnover. • Looking at the data, there have been many sideways moves – perhaps also driven by people looking to earn a bit more as the cost-of-living increases. • In certain industries, there’s a lack of people with the required skills, which means there’s competition for key talent. These are longerterm sectoral problems, however. Overall, it’s early to talk about a general shift in power coming out of all this.
In fact, the overall balance of risk has been shifting for a long while in the opposite direction, so more individual risk now falls on employees and workers than it has in the past.
That’s one reason why there’s a large trust gap in many organisations. The best companies realise they need to address that
by transforming employee experience.
Employers are now drawing people back to the office, but some employees are stubbornly resisting resuming their commute. How do you think this will unravel?
I think it’s a litmus test for how leaders make decisions about people generally. A lot of leaders are stuck in a command-and-control mindset. They want to see people back at their desks because they judge productivity and culture in terms of visible activity and “busyness”.
The pandemic has changed employees’ expectations about work flexibility. Before the pandemic, only 10% of people were working remotely and only leading companies had anything serious in place regarding flexible working. Now, according to our research, 56% of employees are working in remote/hybrid models and just about every company has been forced to come up with policies.
Most are approaching decisions about the future sensibly. They’re not rushing to impose rules but are engaging with employees to find solutions that are right for everyone. If you do that, then you can retain people who want flexibility and attract new sources of talent that perhaps weren’t open to you before.
The best companies are also thinking broadly about this. They’re considering what kinds of workplaces they need. They’re reflecting on what it means for their culture when you have people who must be onsite and others who could be anywhere. They’re thinking about the future of jobs, alongside other trends like automation.
There’s so much noise about this issue that it’s a great example of Roy Amara’s law, that we tend to overestimate the effect of something in the short run and underestimate the effect in the long run. A transformation is taking place, but we’re focusing on the shortterm fuss rather than deeper structural changes in jobs and work.
When we look at what matters for transforming employee experience, there are four areas that companies need to think about. 1. There is a sense of purpose that people get from work. This means helping people understand how their work fits in. It’s showing them how they impact customers.
It’s also about involving people so that the workplace is inclusive. 2. Many organisations that
I work with have a sharp focus on the work itself.
They’re looking to transform employee experience and business performance through simplification, work technology, and empowerment. 3. It’s important to clarify the total rewards that are offered in return for your contribution. Many companies are terrible at communicating the value of total rewards.
It is more than talking about pay and benefits, it’s about helping people understand how they can grow and reach their potential. 4. Most leaders I’m working with are (rightly) very focused on culture.
There’s a sense that culture has shifted over the last couple of years.
Leaders also know that a culture change is required to be successful in a more volatile and uncertain world.
What also matters is how you activate them by identifying the moments that matter for employee experience and through personalisation and great technology. In our research, we found that only 9% of organisations have transformed employee experience in this way. Most companies have a lot of work to do.
How can organisations meet the rise in demand for flexibility, wellness benefits, and support for career growth?
There are two aspects to this.
The first is taking an integrated approach. At WTW, we talk about physical, financial, emotional, and social well-being. All these are important. But well-being is not an isolated programme
or initiative; it’s purposedriven and woven into the fabric of your organisation’s values and the employee experience. It is inextricably linked to a myriad of policies, programmes, and benefit offerings as well as to desired culture, productivity improvement, longer term talent retention and sustainability of business results. Many organisations focus on individual solutions or tools, but you also need to understand the role and impact of senior leadership and day-today managers in establishing and maintaining healthy company culture.
A second key step is prioritising programmes by really understanding employee needs. For example, we help leaders optimise their total rewards by capturing employee preferences and then costing different options. By total rewards, I mean everything from pay and benefits, to flexible working, to learning new skills and supporting careers. If you really understand what’s important to people, you can make better design choices. By changing the mix of total rewards that you offer, you may be able to provide more value without spending any extra money. When so many companies are worried about losing talent, and when you don’t have lots of cash to spend, this kind of insight is critical.
Related to this is the ability to personalise communications and drive behaviour change through digital technology. Ideally, you’re providing information in the moments that matter to people in a way that helps them make the best choices.
How will this power shift shape the future direction of work and the workplace, especially in today's volatile world?
What we have seen throughout the pandemic is high levels of anxiety. This indicates that we are operating in a time when things not only feel volatile and uncertain but brittle and hard to make sense of.
One way that leaders can respond is by zeroing in on the interactions that are most important. In our research, for example, we have identified five “breakthrough moments”. They’re all about addressing current and future challenges to achieve a high-performance employee experience: 1. Adapting to flexible work (not just where work gets done, but how and by whom) 2. Re-balancing your worker priorities, so you can
deliver fair pay, align programs to meet the needs of a more diverse workforce, and invest in health and wellbeing 3. Equipping leaders and managers to lead through change 4. Connecting with employees by really listening to them 5. Building an EX strategy that’s integrated with your business strategy and fueled by technology.
In our research, we see a performance premium for those companies that do these things well, including higher productivity and lower staff turnover.
Can you share insights from your customers about how they are navigating the employer-employee power shift?
In practical terms, our clients are doing lots of different things to address those “breakthrough moments” I described.
For example, we’ve worked with a large transportation company to develop an EX “blueprint” that’s designed to power their overall business transformation. This meant assessing their current employee experience, helping leaders articulate their aspirations, and then prioritising programs based on where they need to close gaps the fastest.
We also recently worked with a financial services company to completely revamp their approach to well-being by focusing on the employee experience. This involved creating a digital navigation tool, which begins from the point of key moments of need from the employee’s perspective (physical, financial, social, or emotional).
And we’re working with an auto manufacturer that’s making a huge investment in skills, effectively re-wiring the whole organisation to operate in an EV world. Alongside this, we’re building a strategy for the future of jobs and a whole new career architecture in order to transform employee experience and engagement.
In all these examples there are three common elements: 1. Understanding workforce needs through things like pulse surveys, virtual focus groups, and smart analytics. We have great software to do that, including for making sense of qualitative data. 2. Prioritising programmes and changes so you focus on the moments that really matter. 3. Sparking behaviour change through digital communications, people leadership capability, design thinking, and involvement. This is another area where we have a big focus. For example, we have a very smart
“EX platform” that our clients use for personalising communications at scale.
The 3 Cs: Key organisational shifts to thrive in the new normal and successfully navigate the power shift to employees
COVID-19 has shifted the power dynamics, finally placing the worker in the driver’s seat of their career, replacing the traditional ways of working which had remained unchallenged till now By Ratna Joshi and Gaurav Jhala
Since the 9-to-5 workday came into being in the 1900s - mainly to suit the assembly line manufacturing set-ups - not only has it cultivated deep and strong roots, but also given a clear upper hand to the corporates. A typical day of a worker was clearly designed by the employer, be it the number of working hours or the shift timings or even break schedules. What needs to be done, how it needs to be done, when it needs to be done and where it needs to be done was heavily regimented.
Now that times have changed and we have ushered in the services economy which involves a high degree of individual work, creativity and innovation, the world of work has maintained its old rhythm and routine. Be it a manual worker or a modern-day knowledge employee, the approach to handling a person’s work schedule and in fact every other aspect around work has remained more or less unchanged.
When the worldwide COVID-19 pandemic hit us, it started triggering unconventional thoughts and reflections that challenge the fundamentals of corporate working in many ways. Questions like - Is the work still SOP driven? Do employees actually need to sit together physically and work synchronously? Do we always need to be co-located and operating within the 9 – 5 workday? These and more such questions started occupupying people’s minds.
When workers en masse were forced to move to remote work, which was the first time ever for the majority, they suddenly experienced a work day where they had a flexibility to plan their day towards meeting job and other important commit-
ments - e.g. working parents could manage their children and aging parents at home. This fundamental change has now left many believing that they do not want to go back to the earlier regimented way of working. Backed by knowledge and flexibility, employees now have the ball in their court.
In other words, COVID19 has shifted the power dynamics, finally placing the worker in the driver’s seat of their career, replacing the traditional ways of working which had remained unchallenged till now.
Now that remote work and flexibility demands are a reality, organisations mandating work from office as they did in pre-COVID days are facing backlash, challenges, and imminent threats to their talent pool. With businesses expanding and the evident shortage of required skill sets, employees know that they can easily find a job that offers flexibility and would choose a job that offers what they need over one that does not. They are more likely to quit to find a better job or speak up to seek improvements in their working conditions at the current job. Certainly, workers now have more power than ever in deciding and designing their careers and can choose to work with corporations that offer the desired value proposition.
Well, it’s not only a question of flexibility. An equally important aspect to many is the heightened autonomy and effectiveness in meeting life and work demands, pursuing hobbies, devoting time to other critical aspects like self-learning, and so on. In some cases, people have realised that they don’t want to return to one employer at all. Armed with skill sets and aspiring to achieve effectiveness, many are out to tap the opportunities which the evolving gig economy has to offer. The future of the workforce, work, and workers has changed for sure!
From the employer’s perspective, this shift is going to be massive and with many ramifications. The need of the hour is to evolve a hybrid remote-office model of working which is likely to balance the flexibility offered by remote work, coupled with the benefits of social interactions which is needed for creativity and innovation to happen.
We present this figure to depict how the employee is at the centre of action now. The key shifts required by the organisations being – Career, Connect, and Organisational Culture, underpinned by leadership mindsets. These in turn will enable the much needed trust, flexibility and autonomy for the employees.
Career growth is an important consideration for employees and is playing a critical role in both attraction and retention. The defi-
Employee at the center
"Career" & "Connect"
"Culture" - Flexibility, trust & Autonomy
nition of career itself has changed, a majority of employees now prefer flatter organisations which provide faster access to decision making, policy making and strategising as compared to tall hierarchies with multiple layers between the C-Suite and the last mile employee in the structure. With the growing number of unicorn start-ups, employees are increasingly experiencing this compared to larger organisations. Faster growth with timely rewards and recognition which offers not only a sense of growth, but real growth is now a clear and non-negotiable need of employees.
A strong connection
and bond with the employer is driven by transparent communication. It starts right from a great onboarding experience, opportunities to continuously bond with the team. Frequent leadership connects, timely feedback on performance, and supportive leadership behaviours play an important role in building a long term bond with the organisation. Creating an environment which allows employees to take risks, embrace failures, and enjoy opportunities to re-learn, upskill and contribute towards the organisation’s vision all impact the employer image positively. In all of these, people managers have a great role to play, specifically in displaying emotional intelligence to manage people in a hybrid working environment.
COVID-19 has also taught us that a culture of flex-
ibility, autonomy and
trust can facilitate a long term association between employer and employees. Organisations need to re-orient to explore options beyond the ‘one-size-fits-all’ office solution. For example, sharing of spaces can be experimented in altogether new ways. A clear choice can be placed in the hands of employees: to work 100% remotely or in a hybrid fashion with flexible compensation and benefits offered.
Flexi-work timings and the option to work from anywhere can make an employer really attractive. Clarity of deliverables, technology to support collaboration, and platforms to unleash creativity can make a job into a real dream job!
Organisations which are able to deliver on the 3 Cs
of “Connect, Career and
Culture will definitely have a competitive advantage in this new era of work. Not compromising on the business results or values, but rather using these levers effectively can drive attraction, engagement, retention and work-life balance for the employees. It’s the right time to balance the power equation between employees and employers and make it win-win for both!
about the author
RatNa JosHi is General Manager & Head – Customer Excellence Academy, Tata Motors, and GauRav JHaLa is Head Talent Acquisition and BU HR Head P&SQ, Tata Motors.
Goldman Sachs' Bentley de Beyer on what a successful people strategy looks like today
To better contend with shifts in employee expectations and preferences, organisations need to focus on listening, trust, and transparency. Bentley de Beyer, Global Head of Human Capital Management at Goldman Sachs, tells us more about the important facets of people strategy By Bhavna Sarin
Bentley de Beyer is Global Head of Human Capital Management at Goldman Sachs. He has been with the firm since February 2020, when he joined as a Partner in the Human Capital Management Division in the New York office. He is a member of the Management Committee, Human Capital Management Executive Committee, Partnership Committee, Firmwide Enterprise Risk Committee and Global Inclusion and Diversity Committee. de Beyer's experience spans a number of multinational organisations across various industries from finance to FMCG to aviation. Before Goldman Sachs, he spent almost at decade at Johnson & Johnson, where he served as head of human resources for the global supply chain. Prior to that, he held several leadership roles in human resources for Standard Chartered Bank’s private banking and consumer banking businesses, based in Singapore and India, and worked at Barclays Capital in Asia. He started his human resources career in executive compensation consulting at Mercer.
In addition, de Beyer serves on the Board of Directors for The Trevor Project, a nonprofit whose mission is to end suicide among gay, lesbian, bisexual, transgender, queer and questioning young people.
In this exclusive interview with People Matters, Bentley de Beyer talks about what a successful people strategy encompasses today, tackling micromanagement and performance assessment in the hybrid reality, and the hiring outlook for Goldman Sachs in 2022.
There is a visible shift in power as employers
attempt to elevate their EVPs and engage top talent. How do you see this shift impacting the future of work?
The current talent market is a powerful reminder of why it is so critical for companies to make ongoing investments in their employee value propositions (EVP). One way organisations can do that is by adopting an employee listening framework that helps leadership teams better understand employees’ experiences in the workplace and identify shifts in their expectations and preferences over time.
Last year, we implemented a new approach to employee listening, “GS People Pulse” - a short, bi-annual firmwide survey that serves as an important channel for leadership to hear from our people more frequently, and identify and prioritise solutions to enhance our EVP.
As one example, feedback from GS People Pulse has helped us launch several new initiatives, including new and enhanced benefits designed to further help our people to rest and recharge, and focus on their mental, physical, and financial health. Within the past year, we have announced expanded family care leave and bereavement leave, as well as enhanced vacation benefits, and introduced a new sabbatical benefit and changes to our retirement plan.
Engaging and supporting talent holistically is a strategic imperative to remain a leader in a competitive and dynamic talent landscape.
How is GS approaching 'people strategy' in the new world of work? What constitutes a successful ‘people strategy’ today?
In the same way that businesses evolve their strategies and operating models, organisations must also evolve their people strategies to deliver on business objectives.
A successful ‘people strategy’ should support the organisation’s long-term business strategy, deliver a compelling talent value proposition to employees and allow for flexibility to quickly pivot in response to changes in the external environment.
At Goldman Sachs, HCM collaborated with leaders across our businesses to co-create our people strategy. We are focused on advancing the firm’s diversity, equity and inclusion agenda; enhancing our foundational people practices, such as performance management; engaging and retaining our talent; and providing differentiated benefits and wellness offer-
ings that support our people and their families.
Talent remains a fundamental driver of business success. As employers continue to navigate the great resignation, how can companies address the overheated talent market globally?
Organisations must broaden traditional recruiting channels, and offer prospective candidates a positive and transparent hiring and onboarding experience that is consistent with their external brand and culture.
In addition, to compete in today’s talent market, organisations must also invest in engaging and retaining their current talent with increased growth and development opportunities. At Goldman Sachs, we are committed to providing our people with opportunities for growth, including via internal mobility.
We are focused on enhancing our people’s experiences with internal mobility, by making it even easier for individuals to express their interest in opportunities across our businesses. We are also providing new tools to help our people identify roles that best match their skill sets and long-term professional goals.
What does the hiring outlook look like for GS in 2022? How is the prevalent demand for digital acceleration impacting skill needs at GS?
Goldman Sachs’ growth story in India has been phenomenal, with our footprint in the country spanning our Mumbai, Bengaluru and Hyderabad offices. Each office has a unique identity and is growing, thanks to the deep talent pool in India.
With the Mumbai office driving our India business, our Bengaluru office is one of the fintech hubs for our global businesses, and our Hyderabad office – opened in 2021 – continues to grow as a global centre of excellence for consumer banking services and human capital management services. In 2021, we welcomed thousands of new colleagues in India, and our hiring momentum continues this year in support of the firm’s strategic priorities.
Advances in technology continue to have profound impacts on the workplace, and a technology-oriented skillset continues to be critical for many companies across industries.
Increasingly, technology expertise and related skills are also becoming important in many non-engineering roles across our firm. At Goldman Sachs, we expect to continue hiring talent with engineering skillsets not only for critical programming and coding roles, but also for a number of non-engineering roles across our businesses where our teams collaborate on innovative and creative solutions on behalf of the firm and our clients.
The ongoing pivot to a hybrid reality of work calls for a shift from micromanagement to trust and revamping of performance
assessment. How is GS tackling these two pieces in the EX puzzle?
The pandemic highlighted the importance of increased transparency in building trust between an organisation and its people. At the end of 2020, we rolled out an evolved approach to performance management called the “Three Conversations at GS”.
This new approach supports our people in setting goals and enables our managers, as leaders, to take a more active coaching role with their teams by facilitating transparent discussions on progress and performance. Goal-setting drives a focus on outcomes and impact. Even the most elite athletes require coaching to bring out their best, and our people are no different.
We found that individuals who have regular performance conversations are ~5x more likely to feel like they have growth opportunities compared to their peers. We continue to enhance the tools and resources for how we manage performance at the firm, including through the Three Conversations at GS, by encouraging our managers to serve as coaches, and by recognising our people’s contributions through our recognition program.
As you continue to serve on the board of The Trevor Project, based on your learnings, what would your advice be for business and talent leaders as they work towards building inclusive workspaces? What is needed from organisations to build a safe and level playing field for every individual?
We are committed to maintaining Goldman Sachs’ position as an employer of choice for diverse talent, and to ensuring that all of our people feel like they can be their authentic selves at work.
We value diverse perspectives and understand that in order to maintain a safe space for every individual, we must work together to foster trust and make sure every voice is heard by encouraging our teams to invite input and feedback.
As part of our data-driven approach, which includes the results of our employee listening efforts, we are working to better understand the experiences of our diverse populations and identify areas that require additional focus. This has allowed us to direct additional investment to our diversity initiatives and continue to leverage our Inclusion Networks effectively to bring our people together.
While we have made steadfast progress towards our aspirational diversity and inclusion goals, we recognise we still have much work to do.
Leading with trust
As we grow from individual contributors to managers and then to leaders of organisations in our respective domains of expertise, the expectations of the people who work with us – the shareholders, the customers, essentially all stakeholders – grow by leaps and bounds. Every stakeholder looks up to a leader to deliver the margins, deliver the returns, and deliver the bonus for them higher year on year amidst market uncertainties, volatile economic environment, rising global competition, and increasing cost pressures. One leader is entrusted with beating the competition by a margin unheard of; one leader is entrusted with the task of reducing costs never seen before; one leader is entrusted with reducing the headcount by half as a part of the restructuring. All these seem daunting tasks and insurmountable too in the beginning. However, if the stakeholder expects that the leaders deliver on these seemingly unachievable targets, then the leaders have no choice but to roll up their sleeves and start strategising.
To achieve these seemingly impossible goals, the leader looks up to his team to drive the extra mile, go the extra distance, and push themselves harder in the plans. The leader consistently strategises with the team, reviews along with the team leaders, coaches the team leaders, and guides the team towards the goals planned. However, it requires the belief of each team member in the purpose, in the goal, in the leader to go the extra mile for the leader of the organisation and achieve the unachievable. As they say in corporate lingo: to 'dream big and deliver bigger'.
Let's look into this phenomenon closely. First,
In a world where a changing business ecosystem is fast evolving business practices, it's important to ensure that employees are engaged and motivated – and leaders play a major role here By Biswaroop Mukherjee
we will realise that the art of delivering extraordinary results through ordinary teams is what makes leaders great. This entire phenomenon is possible because the teams they lead trust the leaders' beliefs, the leader's vision, and the leader's execution strategy. Most importantly, they trust that if they deliver the extra mile for the leader, they will accomplish their professional and personal goals in the long run.
How do we develop this level of trust in the teams we lead? How can this be measured? Do we get this level of trust from our teams from the day we take up a leadership position? These are pressing questions. Yet the most important question is, can leaders can be successful if they cannot lead their teams with trust? The answer to all this lies in the simple phrase, "leadership is not about what we say; it's all about what we do. " A leader can lead with trust through the actions he demonstrates to the team over some time. Once they see the consistency in the actions, then they start trusting the leader and are willing to walk the extra mile for the leader and on a lot of occasions, without looking at the outcomes of the extra hours of work or the sacrifices they need to make in their personal lives to achieve the outcomes. So let's reflect on the aspects and actions that enable a leader to lead with trust.
Competence: The demonstrated behaviours of the leader, both in functional and behavioural aspects, should reflect the high level of knowledge, skills, experience, and exposure the leader brings to the team. The level of trust of the team increases when the leader, through his/her competence, can provide direction that no one thought of, which eventually enables the team to win or troubleshoot a complex situation from which no one was able to get out and thus eventually makes the team cut their losses. A lot of time, the role of the leader in enabling performance is to provide the extra fillip in terms of motivation or being the statesman who can troubleshoot complex situations or provide direction towards a path that is uncharted but eventually brings laurels for the team. All these are possible only if the leader possesses a high level of competence. Highly competent leaders evoke a lot of respect and trust amongst their teams.
Performance: A track record of being a solid performer in the past is a
good start for the leader; however real trust develops in the team once they see that the leader is outcomeoriented and drives them towards the performance objectives, thus enabling the team to come out a winner. The moment a team is able to taste the success of the outcome, although on the way they might have faced hardships, their trust in the directions provided by the leader increases. Solid performance is always the result of great planning and flawless execution; the leader needs to oversee both these aspects strategically and tactically to enable the team to succeed.
Integrity: Integrity is not only about financial honesty; integrity for a leader is to be committed to the cause and be accountable for the success and failure of the team. A lot of leaders fail because they take the credit for all the team's success but place the blame on others in case of failures. This is one of the biggest deal-breakers in earning the trust of the teams. Integrity is also a lot about the level of fairness demonstrated in handling various business and people situations and problems and, most importantly, being authentic in actions. Being political or creating a divide and rule environment in the team eventually leads to mistrust amongst team members and with the leader.
Empathy: The leader should know the challenging circumstances under which the team works. The leader should know the hardships they face to deliver the outcomes, and should be able to understand some of the intrinsic and extrinsic challenges which are beyond the control of team members. The leader should always have an ear to the ground in order to understand the opportunities and challenges faced by those who are carrying out the organisation's agenda. A leader with empathy creates a sense amongst team members that the leader is aware of their situation and is enabling them with a clear understanding of ground realities. A leader who has a high level of empathy will eventually also be seen by the team as caring and understanding despite being highly task oriented.
Leading with trust is one of the key foundations of being a successful leader; teams rally behind the leaders they trust and go many extra miles for such a leader .If you are a leader and you are hearing or seeing "I don't trust you" from your people, take steps now to remedy the situation. Reflect on the points mentioned above. A lot of your success as a leader depends on it.
about the author
BiswaRoop MukHERJEE is the Head HR - Commercial Vehicle Business Unit at Tata Motors.
The importance of people enablement in today's workplace
Progressive organisations recognise the importance of shaping their people strategies around enablement and empowerment. For a deep dive into what that involves, People Matters spoke with Shweta Chandrashekar, Global People Operations Lead at location platform company HERE Technologies – a title that she carries interchangeably with that of Global People Enablement Lead – about why the focus on enabling people is so important today and what it actually means in practice, in today's workplace environment.
What is people enablement really about, in today's workplace environment?
Simply speaking, it is about putting people first – about trying to understand employees' requirements and needs, and making them the crux and the centre of decisions. But it's also about understanding the business needs and trying to support the business outcomes and strategy, and seeing how Business success today is about people enablement, which in turn is about making decisions based on employees' requirements and needs – while balancing these with business priorities. Shweta Chandrashekar, Global People Enablement Lead at HERE Technologies, describes some of these needs and how to build on them to enable the workforce By Mint kang
HR can play a role to make that alignment between the business and the employee – which is also important in keeping our employees in the organisation.
I also want to highlight that people enablement is not an administrative function. It's a very integral partner for the success of any organisation. In terms of my role, people enablement focuses primarily on enabling our employees and the talent that we have in our organisation, and doing this throughout the employee life cycle, from onboarding to offboarding. It is about managing the entire employee life cycle.
And as the people enablement team, our approach has been to focus on employee services as well as creating good employee experiences at different stages of the employee life cycle.
Seen from a wider lens, people enablement is about empowering your employees. That means it's about transparency, and it's also about how we can leverage the resources that we have to help our employees in their own career growth as well as the success of the organisation. It's about listening to your employees, because we are the first point of contact during onboarding – they will reach out to us, and we will listen to them and understand what are their concerns and try to create a win-win situation by addressing their urgent issues and needs.
Finally, people enablement can mean helping our employees to develop their skills and competencies. Our L&D team is doing a great job in partnering with the employees to create that value and enabling them to develop this.
Do you get the sense that today's workforce is looking for certain types of support and empowerment, more so than others?
This varies depending on the stage where the employee is in terms of their life cycle, as well as their demographics. But I find there are some common fundamental expectations these days:
1. The well-being of
employees. That's been the most important factor that's come to the forefront, and as organisations we need to be sensitive enough to understand what we can do to support our employees' wellbeing. Prior to the pandemic the focus was more on physical well-being, but now there are a lot more requests and requirements for support in terms of mental well-being. 2. Flexibility. I think that working from home and remote working has become a very normal expectation for employees to have in today's world. However, I think it's also important to understand how these things balance out – the physical presence and the remote effectiveness – and that's where a lot of progressive organisations are adopting the hybrid model today. I would also say that flexibility should not just be limited to the place where you work. Having full flexibility in terms of managing your own work schedule is just as important. And that's where productivity should not just be based on the time that the person is spending at work, but it should be based on the outcome.
3. Inclusion at the work-
place. This is not just a numbers game. It's something that is very essential, and it's crucial to us that all our employees really feel that they truly
belong. Having employee resource groups to encourage dialogues around the needs of underrepresented groups – women, LGBTQ, and others – or campaigns to raise awareness of allyship, has really helped us create a culture of inclusion. Also, in today's context, I think inclusion needs to be seen from a wider lens, because normally when we talk about inclusion, we focus on these groups, but in the current working environment, we have to consider the needs of other categories of employees as well – new hires for example, will face additional challenges when they come into a hybrid setup, and we need to do extra to make sure that they feel interconnected and included in the organisation.
4. Giving back to soci-
ety. I think there's a trend where people want to contribute and give back to the society in which they live, and so we have to create a culture where employees feel that they are able to connect with the purpose of the organisation and build upon that to give back to society. We need to help them create and uphold that bigger picture of life. So we need to listen to our employees and find ways to provide the support they need to do that. For example, we introduced a voluntary leave policy last year for our employees who want to give back to society.
Is this increased mindfulness of employee needs and wants a new trend created by the last two years? Or is it something that's been going on since before the pandemic?
My view is that overall companies have become more mindful of their employee needs because of the pandemic. We cannot deny the fact that the impact of the pandemic has been huge on employees, businesses as well as the whole happened. In these organisations, like ours, the awareness of employee needs and the emphasis on employee centricity has actually become more focused and it's also been accelerated. Hybrid work, for instance, might otherwise have taken us four years to reach this stage, but now we are here within a span of two years. And now we're also going through another important stage where we are asking employees to come back to work, and at this point companies really need to listen to employees and help
of society. If you just think of how overnight, your home became your workplace – that alone was not an easy change for anyone or even any organisation to deal with. Also, the constant view into what's happening into people's personal lives has brought more focus around being mindful and having greater sensitivity around employees' needs.
But I also think we cannot really attribute all of it to the pandemic, because many organisations, especially the progressive ones, have been doing a lot even before the pandemic them navigate this change. Because many employees are still trying to balance their expectations and their work requirements in this new scenario.
Do you think this employee centricity will be sustained going forward? Or will we end up reverting to the pre-pandemic situation?
To be honest, I don't think we can go back to the pre pandemic stage, because so many things have changed. Employee expectations have changed drastically in the last two years. Previously, when people were
working from the office, the concept of work-life balance was very simple and clearly divided – 50-50 work and personal life. But now, employees have become used to the idea that work is only one part of their life. They have multiple other things going on. They need time to attend to their physical health, they need time for their family, they need time for their own personal development. They need time to pursue their hobbies. And work is only one part of it. So that 50-50 ratio has changed, and it's going to be difficult for organisations who still operate in that mindset.
Progressive organizations will be the ones that really put effort into creating the right balance, listening to their employees, and catering to their needs while managing the business priorities.
What are some easy things organisations can do to create and maintain that balance?
To me, the easiest and the most important thing is having clear and effective communication, being transparent with your employees and having enough communication touch points. I think that becomes essential when you're trying to balance people expectations with business priorities. It's also an avenue for leaders to connect with the employees and share important points such as what are some of the business challenges, what they're doing and why they're doing it, how the organisation is doing. This is truly important, because once we have transparency and employees understand why we're doing what we're doing, they will become aligned with the mission and the vision of wHEN youR EMPLoyEES FEEL tHAt tHEy ARE BEING HEARD, AND tHEy'RE BEING vALuED, tHAt'S wHERE MANAGERS, EMPLoyEES, LEADERS CAN ALL MovE IN tHE SAME DIRECtIoN, towARDS ADvANCING tHE BuSINESS
the company.
The other side of this is to be always mindful not to over-promise, because once you make false promises, expectations are not met, and people's motivation will take a hit. So be transparently true and stick to the facts.
Lastly, it's very, very important that you listen to your employees. Let them ask questions, or create that safe space where they could be free to chime in with their ideas or share when things are not going right. Having that psychological safe space also helps in driving innovation, which ultimately helps the organisation succeed in business goals. And when your employees feel that they are being heard, and they're being valued, that's where managers, employees, leaders can all move in the same direction, towards advancing the business.
Why employees' happiness must be a top priority
An organisation that emphasises the happiness of their employees before everything else will see a positive impact on business results. Shruti Tandon, Director of People Enablement at Nagarro, tells us why By Rakhee sharma
The concept of employee experience has changed since the pandemic and the emergence of a completely remote working environment. As experience became more important, the tables were turned, and employees' needs became a driver of how businesses function. Among the learnings of recent times, we saw that employees nowadays seek the meaning of their existence within a company and investigate the significance of their contribution to it. Furthermore, employees tend to leave organisations when they lack the freedom to explore.
People Matters interviewed Shruti Tandon, Director – People Enablement, Nagarro, about this shift and what it means going forward. A HR professional with more than 15 years of diverse experience, Shruti's skillset covers HR Business Partnering, Human Resource Management, Culture Building, Performance Management, Talent Management, Talent Development, organisation Development, Change Management, Talent Assessment, Diversity and Inclusion, communications, and International HR. She began her career as a specialist in OD, culture building and subsequently gained experience as a generalist and a Strategic HR partner. Currently, she is responsible for leading interventions in the area of Career, Culture, Capability and Change.
There is no standard definition of the term employee experience; it has different meanings to different audiences. What does it mean to Nagarro and you?
I agree that the way employee experience is interpreted across industries is very different. It is unique to the context. But if you were to ask me for a simple definition, employee experience is everything.
I read somewhere that the word “experience” encompasses anything and everything that filters through consciousness. This is beautifully written and has stayed with me. Experience is very contextual. It encompasses each interaction in each day
of an employee's time at your company. It’s about the value, the connection, feedback, and it is a part of each critical moment across the employee value chain.
So, employee experience must be treated as the number one priority. Anything that HR does should be experience led, and at Nagarro, we try to take this one notch up by making it CARING led. This is a unique distinction that we create with a high touch personalised experience for everyone in the organisation. Technology is important here, because having a top-notch digital experience in this remote environment goes a long way in letting you connect with your colleagues, and we need to create bonding even more than what we used to do in the past.
What are your views on the relationship between employee experience and business performance?
With the power shift that is happening today, one must also respond to the shifting priorities of talent. Employees want a workplace that values them, engages with them to connect, collaborate, and celebrate. That is why a more personalised EX is a key differentiator in the job market. People need a feeling of belongingness in the workplace, a culture that is engaging, caring, and values their inputs.
Gone are the days when the companies used to retain the top talent just by promising promotions and compensation. Those are not effective in the current market anymore. You must have ways to stand out, and I believe experience is one of the most important factors that would help people make that decision. Companies are now realising that it is what shapes the ultimate success of an organisation.
What is that one thing that could make you stand out and differentiate your organisation? It’s your culture and tions are leveraged through technology for attracting and retaining talent, fostering workplace culture, enhancing productivity, and much more. And technology is for sure important because it enables the culture in an organisation, among many other things. For example, Nagarro currently has more than 15,000 employees across the world. What will it take for us to bind them together in our company culture? It is going to be technology. So, anything that you want to do has to be tech enabled. Any
the employee experience. A good EX will result in a happy workforce that treats its customers right, employees who feel good and stay motivated. I would say, a workplace or an organisation that emphasises the happiness of employees before everything else will see a positive impact on business results.
Organisations often think that employee experience is a strategy equal to a tech strategy. YWhat is your take on that?
Digital experience plays a huge role in today’s distributed world, where connecexperience that you want to create will be through a platform. For any benefit that you roll out, you must invest time and energy in getting feedback from people. Digital experience plays a huge role in shaping the culture.
I would even say that technology is going to be the backbone of the culture that we are creating in this hybrid, distributed global organisation. The use of more cutting-edge technology and experience data will open more avenues to digitally reimagine the company culture, creating connections, enabling knowledge sharing in structured and
unstructured ways, having newer methods of capturing feedback, and providing recommendations (and nudges to take action) in the regular course of business.
What do you think is the role of communication in better employee experience?
The need to have transparent and regular communication is imperative. People need to see that they have leaders who are communicating with them. It is also very important for people to know that the leaders have access to them and vice versa.
Moreover, they should be aware that they have appropriate platforms and forums to share their feedback, views, and to express themselves. This creates two-way communication, which is very crucial for the health of an organisation. At Nagarro, we use this collaborative platform called Yammer for all important communications or announcements. We encourage people to participate in healthy discussions through various groups we have created on Yammer. There are casual, serious, and work-related discussions, and important messages go out as well. There are senior management interactions and comments, and if people comment, there are responses from the HR and senior leadership. We do not manage or delete or mask comments. This is one forum where people ask us anything and everything, and I think such discussionoriented conversations go a long way in creating a nonhierarchical atmosphere for us.
What practices at Nagarro have the most significant employee experience?
That would be our individualised approach. We always believe in individualised employee experience. So it’s not just one practice, but rather an entire approach to realise and accept the fact that people are individuals, they're not resources.
Each person wants to be engaged in a different way. Every individual will have a different ask out of the system. As HR, we need to understand each one of these asks, and make sure that we have something for everyone. We have numerous programs and collectively they are extremely effective because each one of these programs engages a different pool of people. Hence, we can focus on creating experiences which will allow people to be themselves as unique individuals at the organisation.
I would say that realising that employees are a collection of individuals who have their own personality, their own preferences, their own likes, and dislikes, is additionally vital in today's war for talent . That's why we call ourselves ‘people enablement’ - because enabling each person is our responsibility. Organisations need to appreciate the fact that the ‘one size fits all’ approach will not work, and there must be something personalised for everyone. That's the challenge at hand and that's what we need to solve – a huge opportunity for the next evolution of HR.
Recruitment in a time of mounting labour shortages
With fewer suitable candidates in the labour market and higher expectations from jobseekers, the only solution has been for organisations to step up their processes and try to match talent demands – quite a reversal of the previous employerjobseeker relationship By Mint Kang
Recruiting new talent has gotten a lot more difficult in the last two years. The skill shortages that started with digital acceleration during the pandemic have turned into full-on labour shortages across nearly all sectors and all roles. Many jobseekers are not returning to the labour market even though borders have reopened and companies are hiking starting salaries, and those who do consider new roles are often much more stringent in their evaluation of potential employers than they might have been before the pandemic.
Why is this the case? It's partly the uncertain economic situation – jobseekers question whether the risk of moving from a known position is worthwhile – and partly because the jobs themselves have changed and become more demanding.
Joy Seow, Director of Executive HR Search and practice lead for the consumer, healthcare, and tech sectors at Singaporeheadquartered executive search firm Kerry Consulting, told People Matters that candidates are likely to be uncomfortable with both the expanded nature of today's roles and with the way the hiring process has changed since the pandemic – it has become more protracted, tends to involve more stakeholders, and relies on the virtual format, all of which can be a turn-off.
“Today’s role has become more fluid and candidates are expected to take on more responsibilities that they have signed up for,” she pointed out. “There is a higher element of risk for candidates to take the leap of faith amidst the uncertainty of the hiring process given the limited face-to-face interactions with stakeholders.”
Employers themselves have observed that candidates are less tolerant of delays, tedious processes, or unexpected hitches in the recruitment process – and with the current state of the labour market, they are more able to suddenly walk away
at at any point if they find something too frustrating. One survey by Robert Half found that candidate ghosting has become noticeably more common today than it was two years ago, and the more in demand the role, the more likely candidates are to simply disappear and leave employers hanging.
“The employer-employee relationship dynamic has shifted the power to employees,” said Victor Leong, Talent Acquisition Specialist at London-headquartered foreign exchange fintech Currencycloud. In the tech sector, for example, he noted that recruiting IT professionals has become a highly competitive affair, one where employers really need to step up their game. “Companies need to do away with inefficient and tedious recruitment processes or they risk losing good candidates to companies that work quicker, smarter, and are more attuned to market trends.”
So what can companies do about this?
Plenty of organisations have realised by now that recruitment is no longer just about candidates putting on their best displays to court an employer. The power shift means that employers, too, have to put forward their best face and convince today's often-skeptical, skittish talent that this really is a good organisation to work for. This ranges from overhauling their processes, to advertising themselves much harder during the process itself, to curating their public image much more intensively.
Michael Tan Kian Yen, Human Resources Director at ServiceNow in Asia, listed out a number of ways in which employers are trying to put their best foot forward to attract talent.
“Organisations have shifted focus toward ‘talent branding’ to meet candinies have to inspire prospective talent in the interview room (or on Zoom). Leaders need to share practical examples of how the organisation lives up to their purpose and values through the work they do. HR leaders need to explain how everyone has the opportunity to grow, learn and shape their career at the company. Job seekers will actively reference check the brands they intend to work for via social media so it’s important this work is reflected on company channels, too.”
Employers cannot neglect the mechanics of the recruitment process, either, especially given that it is the first set of prolonged interactions a candidate has with the company, and will colour all the candidate's impressions of the organisation going forward
Vijay Sivaram, CEO of India-based Quess IT Staffing, Recruitment, and Search, shared some observations about how the recruitment process can be improved. One important factor is the speed of closing: “From the time a candidate is confirmed as a select till the candidate joins, there are very strict timelines organisations are putting in to ensure that the documentation is in place and the candidate is engaged periodically with various stakeholders,” he told People Matters.
date expectations of a ‘great place to work’,” he told People Matters. “If organisations can showcase the unlimited sources of wisdom candidates can tap into by joining the organisation, they will remain a step ahead of the rest.”
In practice, he said, this means that leaders need to put extra effort into marketing the company during interviews and even on social media.
“To stand out in the recruitment process, compa-
He also recommended that the organisation stay in very close contact with the candidate during the period between selection and actual joining, with engagement via not just email but calls, invitations to join internal webinars, and even in-person meetings where feasible – this also serves to bring up any red flags that might have been previously overlooked.
What's more, if this level of attention sounds like something that might previously only have been directed towards candidates for top leadership, it's no longer the case. According to Sivaram, an increasing number of companies are doing this for candidates at all levels.
“When you recruit, you are not dealing with a product that comes in a shape and a size, you are dealing with a human mind,” he pointed out. “Organisations today are trying to stay away from the old school approach of selection-to-offer, and moving to a more employee experience-focused process because of an increasing number of offer declines that are happening in the present time.”
Don't underestimate the attracting power of flexibility
Research over the last year has clearly underscored how important flexible work has become to employees and, by extension, to candidates. For example, one 2021 study by Cisco found that as many as 60% of employees worldwide would consider hybrid or flexible arrangements a factor in deciding whether to seek out a new job. And other studies have indicated that a significant proportion of employees – varying by region – may outright quit their jobs if not provided flexibility.
Jonathan Perumal, Country Manager for Safeguard Global ANZ, told People Matters that sustainable recruitment today is going to rely heavily on employers' ability to provide and communicate that flexibility.
“Employee expectations of the work experience have changed in the last couple of years – what they want from their experience and how they are willing to work. As a result, how companies build sustainable recruitment needs to change,” he said. “People want a flexible experience that prioritises a life/work integration – where their lives come first, not the other way around. Implementing sustainable recruitment practices means exploring new ways to recruit and update policies around locations or asynchronous work and how workers are classified.”
Flexibility also means, in many cases, a flexibility of mindset – to consider candidates who might previously have been overlooked due to automatic prejudicial
assumptions. This includes candidates who might once have been discounted because their age, qualifications, experience, background, or even location did not match the industry 'standard'.
Ong Shi Ming, Talent Acquisition Manager at HP Southeast Asia, told People Matters that mindsets toward mid-career hires, for example, have shifted over time. “It has been common practice within the [tech] industry to hire candidates of a specific background and experience,” she admitted. “But we have recognised that diversity is extremely crucial to how we innovate.”
Attracting diverse talent means ensuring that they are represented within the hiring process itself, Ong said. For example, the panel of interviewers who interact with a candidate may be chosen to reflect that the organisation is not just comfortable with candidates who fall outside the traditional industry image, but actively aspires to consider candidates with different backgrounds and experiences.
“This gives them a first taste of our work culture, and we believe it is critical to how we stay competitive as a employer,” she explained.
Where do employers go from here?
Amid the economic and geopolitical uncertainty that ‘uNLEARN’ AND CHALLENGE tHE wAy you’vE ALwAyS DoNE tHINGS. tHERE’S No DouBt SoME oF youR EXPERIENCE MAy StILL APPLy to RECRuItMENt toDAy, But A Lot ALSo DoESN’t
dominates markets worldwide, it is difficult to predict what the next shift in the labour market will look like. Many employers are already planning their future strategies on the assumption that current trends such as hybrid/flexible work and an employee-centric focus are here to stay, and they may continue on this path even if the talent shortage starts to ease, simply because they have come to believe it is the right thing to do.
“Many companies are trying their very best to adapt to the new hiring landscape and the demands of the candidates,” noted Kerry Consulting's Joy Seow. “It is a fine balance to ensure that the business thrives while maintaining a high quality of candidate acquisition experience.”
ServiceNow's Michael Tan suggested that for many companies, there is still some way to go in adapting, and a lot of the distance may be bridged by the least tangible but most difficult change – in mindsets.
“‘Unlearn’ and challenge the way you’ve always done things,” is his advice. “There’s no doubt some of your experience may still apply to recruitment today, but a lot also doesn’t. If you’re approaching each process with the candidate in mind, you’ll be asking different questions, gaining insights, and picking up new things that build rapport and help your organisation to stand out.”
“Paint a picture for how your candidates’ career could transform and use the interview process to personalise the path with the candidate. Explore the opportunities available to them based on their interest.”
“Better process always beats perks: Organisations too often focus on benefits to attract talent and help employees better balance their time between work and the rest of their lives. But investing in processes that help people work more effectively can deliver far greater dividends by gifting people time back in their day to focus on the work that fulfils the individuals’ career aspirations. Leaders need to show they are investing in making work better for their people. To grow and scale your company, streamline the recruiting process so it is scalable and repeatable.”
