Blog

6
Sep

Age not just a number in employee engagement (Part 1)

Generation Y: Pillars of your company’s future success Offer them purpose, a meaningful career & quality of life Different generations of employees have different value sets, criteria for motivations and expectations of their employer and job. All this influences how they experience their workplace and how they choose to position themselves within it. The bottom-end Gen Y (18-24 years old)

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6
Sep

Age not just a number in employee engagement (Part 2)

Keeping Generation X on board: Maintain activation and increase attraction Different generations of employees have different value sets, criteria for motivations and expectations of their employer and job. All this influences how they experience their workplace and how they choose to position themselves within it. The bottom-end Gen X (30-44 years old) This generation functions at average levels of engagement.

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6
Sep

Age not just a number in employee engagement (Part 3)

How to engage the Baby Boomers: Value their loyal activation and reignite their attraction Different generations of employees have different value sets, criteria for motivations and expectations of their employer and job. All this influences how they experience their workplace and how they choose to position themselves within it. Baby Boomers (50 years and above) Traditionally Baby Boomers are the

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6
Sep

Purpose Trumps Pay

Pay and employee engagement related but not synonymous Echelon Purple’s research shows that employee engagement has a strong socio-economic component that reaches far beyond the pay cheque. Although not directly linked to or caused by personal earnings, in principle, higher socio-economic status of staff corresponds with higher levels of engagement. This has far-reaching implications for organisations. Employees do not join

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6
Sep

38% Engaged, 34% Disengaged & 28% at Risk

SA employees: 38% engaged, 34% disengaged & 28% at risk The two primary components of employee engagement are attraction and activation. These two dimensions of employees’ state of mind shape their level and typology of employee engagement. Engaged individuals are characterised by strong and balanced activation and attraction. Disengaged individuals have a generally weak relationship with their work and employer

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6
Sep

1 in 3 SA employees are disengaged

Serious risk to your organisation’s success: 1 in 3 SA employees are disengaged What does it mean to be disengaged? Disengaged employees have lost connection to both your organisation and the purposeness of what they do there. Either they come to work because they must (not because they want to), or if they want to, it is with little intention

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6
Sep

Demystifying and Deconstructing Employee Engagement

Employee engagement – a concept misunderstood Employee engagement is one of the most misunderstood concepts and misused terms in Human Capital practice. HR practitioners – and even the leadership within organisations – often lack a comprehensive understanding of employee engagement. Numerous theories and definitions abound, however, articulating a singular, concise definition has proven to be a challenging task. Some consider

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5
Sep

Employee Value Proposition

Do you expect your employees to deliver on your company’s brand promise? Then make good on your brand promise to them. In order for your employees to deliver on your brand promise, you need to take a critical look at how you are delivering on your brand promise as an employer. EVP – an acronym proudly spoken of in many

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5
Sep

Why does employee engagement matter?

Measure + Manage = Success The answer to the significance of employee engagement lies within the service-profit chain. The business imperative is quite clear when considering that it is your employees that deliver on your brand promise. The extent to which they deliver on your brand promise is dependent on how engaged they are. In turn, your employees’ engagement levels

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5
Sep

Employee engagement: Much more than employee satisfaction

Employee engagement is one of the most misunderstood concepts and misused terms in Human Capital practice. It is not merely synonymous with employee satisfaction, nor is it limited to a variety of engagement manifestations and employee behaviours. Based on 12 major studies on employee engagement published by top research companies such as Gallup, Towers Perrin, Blessing White and The Corporate

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