Employee Engagement Insights

We all say “customer first.” And yes, that always matters. But let me ask you this: Who actually experiences your brand before anyone else does? Your employees. Think about it. They’re the first ones to – - Test your systems. - Experience your culture. - Integrate your processes.  - Spot the gaps between your mission and your reality. So, if your employees don’t believe your story – why would your customers? I learned this early at Rubans Accessories. We stopped treating “employee engagement” like an HR checklist... Instead, started treating them, like the early adopters of the brand. When your employees are your biggest fans, your customers feel more drawn to your story. Think about it like a product launch: → Your sales team is testing your value prop every time they pitch. → Your customer care team feels the emotional gap between your promise and delivery. → Your warehouse staff understands speed and scale better than any consultant ever will. In fact, research shows brands with strong employee experience outperform competitors by 147% in earnings per share (Source: Gallup.) The math is simple: Happy employees → Happy customers → Loved brand. Your employees are not just building your brand. They’re living it – every single day. Treat them as your first customers, and the marketplace will simply follow.

“What adjustments/ accommodations do you need?” I used to dread being asked this question. Which is kind of ironic. Of course it’s an important question, yet we often assume that every Disabled person will automatically know the answer. Whenever I was asked, I couldn’t always give one. That frustrated me, and it often frustrated the person asking too. But here’s the thing, not everyone knows what adjustments/ accommodations are going to work best, especially when they start a new role. It can be frustrating and emotionally draining trying to work out exactly what you need. But if an employee doesn’t know, what can the employer do? The first step is to create a safe, supportive environment where uncertainty is acceptable. Instead of expecting the employee to arrive with all the answers, managers can ask open, non-judgemental questions such as: “Which parts of your role feel most difficult right now?” or “When do you feel most drained or blocked?” This shifts the focus from “What adjustment/ accommodation do you want?” to “What’s getting in the way?” Employers can also take a trial-and-learn approach. Adjustments don’t have to be permanent or perfect from the start. Small, temporary changes, such as altered workloads, different communication methods, flexible hours, or modified processes, can be tested and reviewed together. If something doesn’t work, that’s information, not failure. Providing guidance is key. Managers often have a broader view of the role and can suggest options the employee may not be aware of, drawing on previous experience, occupational health advice, HR, or workplace adjustment/ accommodation frameworks. External assessments or coaching can also help turn vague difficulties into practical support. Working with Disabled charities or specialist organisations can uncover options you may not have even considered. Regular check-ins matter too, particularly when someone moves into a new role. Needs change over time, and what worked before may not work now. Adjustments shouldn’t be made once and then forgotten. They need reviewing, ongoing feedback, and willingness to adapt. Ultimately, when an employee doesn’t know what they need, the employer’s responsibility is to collaborate, experiment, and listen, rather than placing the burden solely on the individual to figure it out alone. Collaboration is a two-way street. Employers can also help by creating resources that clearly explain day-to-day duties and responsibilities, alongside examples of the types of adjustments employees can request. This makes the process a little less daunting. Finding the right adjustments or accommodations takes time. It requires flexibility, patience, and openness to learning through trial and error, but the result is a more inclusive, supportive workplace for everyone. And an employee who hasn’t been left to figure it out on their own. Image Description in comments. #WednesdayWisdom #DisabledBySociety #Wokrplace #Adjustments

One thing I hear a lot – and it comes up in every engagement survey: "My organisation doesn’t provide any/enough learning and development opportunities." Oooof. 😑 If you’re a People & Culture leader planning 2025, you’ve probably heard it too – and at this point, you might be thinking: "WTAF – we just ran a heap of training over the last 12 months!" 😵 OR "Yep, I know. You had individual learning budgets, and no one used them." 🫠 OR "But we have this LMS thing and no one’s even logged in…" 🙃 Been there. Felt that pain. 💡 So, why does this happen, and how can we set things up differently in 2025? From what I've seen, this feedback often comes from a misalignment between what’s offered and what’s perceived as valuable. The fix? A user-centric approach to learning and development. Here are some things to try this year: 1️⃣ Ask and listen: Run surveys or focus groups now to find out what skills people actually want to build in 2025. Tie it to the values and behaviours you want to see in your team. 2️⃣ Make it visible: If leaders aren’t championing learning, why would their teams prioritise it? Get managers to lead by example - talk about what they’re learning and why it matters, or build it into every 1:1 with: 'What have you learnt in the last fortnight?' 3️⃣ Normalise it: Build learning into everyday habits and workflows (e.g. Team WIPs). Learning should feel like part of the workday, not an extra chore. Regular nudges can make all the difference. 4️⃣ Personalise it: Not everyone learns the same way. Offer flexible options - peer mentoring, coaching, and microlearning like Learna. 5️⃣ Keep it practical: Focus on learning that feels actionable right now. If people can’t use it straight away, it’ll gather dust. 6️⃣ Close the loop: After any program or training, get feedback. Use it to refine and improve what you’re offering throughout the year. Planning ahead can make 2025 the year where learning doesn’t just exist - it resonates, it sticks, and it delivers results. What’s worked well for your teams? What are you looking to do differently this year? #LearningAndDevelopment #2025Planning #PeopleAndCulture #LeadershipDevelopment #EmployeeEngagement #WorkplaceLearning #GrowthCulture #Microlearning #ContinuousImprovement #SoftSkills

In Feb 2024, a mid-sized company was on the brink of collapse. Employee morale was at an all-time low, turnover rates were climbing, and competition was leaving them in the dust. The leadership team was overwhelmed, unsure how to navigate the storm. That’s when our team stepped in. We knew the organization had untapped potential—it just needed a strategy rooted in the 5 Pillars of Organizational Development (OD) to unlock it. Here’s how we partnered with them to create a transformation: 1. Leadership Development: We began by identifying gaps in leadership skills. Through tailored training programs, we turned managers into inspiring leaders capable of guiding their teams with clarity and purpose. The shift was immediate—teams felt motivated and aligned with a shared vision. 2. Culture Alignment: The company’s values were disconnected from its day-to-day operations. We conducted workshops to redefine their mission and integrate these values into every aspect of the organization. Employees now felt a renewed sense of purpose and belonging. 3. Workforce Development: Recognizing the need for upskilling, we rolled out a series of training programs to enhance technical skills and soft skills. Employees were equipped to take on new challenges, and their confidence soared. 4. Change Management: Resistance to change was a major roadblock. We implemented a structured change management plan that included transparent communication, training, and leadership support. This helped employees navigate transitions with ease and resilience. 5. Performance Management: We introduced clear performance metrics and a feedback-driven culture. Employees received regular coaching, and successes were celebrated. This approach created accountability and fostered a sense of achievement across the board. Within months, the organization saw a complete turnaround. Productivity increased, employee engagement hit record highs, and they reclaimed their position as a leader in their industry. Organizational Development isn’t just about fixing what’s broken—it’s about building a sustainable framework for growth and success. What challenges does your organization face? Let’s talk about how we can help you transform your workplace! #OrganizationalDevelopment #LeadershipTransformation #CultureAlignment #WorkforceDevelopment #ChangeManagement #PerformanceExcellence #BusinessTurnaround

𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞𝐬 1𝐬𝐭, 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫𝐬 2𝐧𝐝 Leading organisations that prioritise people above customers believe that happy, empowered employees can give exceptional customer service. Many successful firms are predicated on this premise, reflecting a rising recognition that satisfied employees drive success. These companies boost product quality, customer service, & brand loyalty by investing in personnel happiness, training, & well-being 📌The concept Prioritising employees above customers is becoming more crucial in brand development, challenging customer-centric firm strategy. Prioritising employees creates intrinsic drive, engagement & brand loyalty. Intrinsic fulfilment improves problem-solving, service & production. Appreciated employees go the additional mile for consumers, which builds trust & loyalty. A good corporate culture that appreciates its people reduces attrition, strengthens teams & reduces recruitment & training costs. This generates a positive loop where customers benefit from eager, well-informed & pleased workers 📌Examples Some famous companies have succeeded by prioritising their employees. ◉Southwest Airlines Southwest is known for its employee-focused culture. Its personnel care about the customers it serves & want them to be treated with respect & care Employee autonomy & agility are fundamental airline business principles. Flight attendants & customer support agents are encouraged to make real-time decisions to improve customer service. Southwest's generous perks, flexible work regulations & dynamic workplace culture reduce attrition & increase employee happiness. This culture has helped Southwest achieve some of the highest customer satisfaction ◉Zappos Zappos, the customer-service-focused online retailer, thrives on employee-centricity. The company's motto is “Deliver WOW through service,” & it stems from the idea that a happy, engaged staff creates great customer service. Zappos' innovative onboarding program pays new recruits if they don't fit. By doing so, businesses can ensure that only dedicated & happy personnel stay Zappos provides training & empowerment initiatives & fosters an open, inviting, & pleasurable workplace. Work-life balance, team-building & leadership openness are stressed. Employee-first thinking underpins Zappos' brand image with a committed workforce ◉HCL Tech Former CEO Vineet Nayar introduced the “Employees First, Customers Second” (EFCS) philosophy at HCL. Nayar's approach emphasises employee accountability, transparency & trust to revitalise HCL This strategy improved staff morale, production & innovation. The philosophy of allowing personnel to handle consumer issues improved problem-solving & customer happiness. HCL created a way for employees to evaluate their managers to ensure accountability. HCL's employee & customer satisfaction surged, illustrating that happy people make successful companies. TO READ MORE, VISIT LINK(IN COMMENTS)

Some conversations don’t just add knowledge - they shift how you look at familiar ideas. The recent 𝐂𝐇𝐀𝐈 𝐓𝐢𝐦𝐞 by 60Bits Consulting on ‘𝑫𝒆𝒎𝒚𝒔𝒕𝒊𝒇𝒚𝒊𝒏𝒈 𝑬𝒎𝒑𝒍𝒐𝒚𝒆𝒆 𝑬𝒏𝒈𝒂𝒈𝒆𝒎𝒆𝒏𝒕’, led by Kaushik Iyer, was one of those.   What stood out was how engagement was reframed for today’s workplace reality - what was called the '5G lens' – Generation (multiple generations co-existing), Gender (evolving expectations and identities), Gauge (diverse perspectives shaping experience), Generic (Employees expect personalization – one-size-fits-all no longer works and Geography (increasingly distributed, global contexts)   A simple but powerful provocation: Can a 'boring' workplace still be engaging? The answer wasn’t binary. While fun matters (and examples like Southwest Airlines reinforce that), true engagement goes deeper - into the balance of rational and emotional drivers that shape how people experience work.   One idea that really stayed with me - engagement is less about perks, and more about how employees feel on a Sunday night. That shifts the conversation from surface-level initiatives to something more fundamental: 𝐅𝐢𝐱 𝐭𝐡𝐞 𝐰𝐨𝐫𝐤 𝐢𝐭𝐬𝐞𝐥𝐟, 𝐧𝐨𝐭 𝐣𝐮𝐬𝐭 𝐭𝐡𝐞 𝐯𝐢𝐛𝐞 𝐚𝐫𝐨𝐮𝐧𝐝 𝐢𝐭.   Communication came through as a critical lever – Keep it clear and genuine, help people see the big picture by connecting the ‘why’ and make communication itself engaging, not transactional.   We also discussed various simple techniques on engaging employees and how to drive engagement even on low budgets. We aligned that consistency in “walking the talk” and simple, thoughtful actions often matter far more than grand gestures.   As Shyam Iyer aptly summed up - 𝑯𝒐𝒘 𝒄𝒂𝒏 𝒘𝒆 𝒎𝒐𝒗𝒆 𝒇𝒓𝒐𝒎 𝒂 𝒑𝒉𝒚𝒔𝒊𝒄𝒂𝒍 𝒄𝒐𝒏𝒕𝒓𝒂𝒄𝒕 𝒕𝒐 𝒂 𝒑𝒔𝒚𝒄𝒉𝒐𝒍𝒐𝒈𝒊𝒄𝒂𝒍 𝒄𝒐𝒏𝒕𝒓𝒂𝒄𝒕? That question captures the essence of where employee engagement truly sits today.   Kudos to Dr. (Hon) Shyaam Iyer, CPF and Kala Diwanji, CPF,IAF Certified™ Professional Facilitator for curating yet another value-adding dialogue. What made it particularly valuable was not just the content, but the openness of exchange - where perspectives were shared candidly and built upon collectively.   If you missed this one and realized how value-adding these discussions are, I strongly recommend joining the next scheduled conversation in Chai Time series in Mumbai, India. It reinforces that some of the most impactful learning happens in spaces that are informal, reflective, and deeply human. #hr #employeeengagement #hrd #funatwork #management #manager

Apparently, return to office mandates still tick off employees -- and yet, a steady trickle of commands keep coming. My column about mandates for MIT Sloan Management Review was their 3rd most read story of 2024 (so far), which is a bit of a good news / bad news situation, tbh. The frequency of mandates has dropped; The Conference Board reports that #ReturnToOffice is way down the list of things to sweat this year for most executives. Those that remain tend to have two factors in common: executives under pressure for poor performance, and a desire to reduce staff. "Maybe people aren't working hard enough / taking this seriously enough" gets combined with "how do we know they're really working?" into "maybe we can avoid a layoff and severance." The challenge remains that the same command-and-control policy that might result in some "voluntary" turnover and remove people who really aren't working hard also tarnishes everyone -- including your highest performers. That's the doom loop. Flexibility also can't be a free-for-all. I've worked with enough teams grappling with coordination tax -- and people who want to come in, but not to sit alone on Zoom all day. Teams need to align on purpose for coming together, ensure they have regular in-sync hours, and agree on what tools they use (including the office) for which purpose. Leaders need to invest in getting themselves aligned on goals and priorities. What are the most important goals we've got for the back half of the year? Who's accountable at the exec level for getting us there? How does that roll out throughout the organization? What are we going to stop doing to do better on what matters most? Outcomes-driven leadership takes work, and hard decision making. It's harder than simply issuing a command. But it's the only way you're going to engage people on the goals of the business, instead of distracting the organization with the latest shift in policy. 🔗 Link in comments to the article! Huge thanks to the amazing researchers and experts that I tap for my work, including Mark Ma, Molly Sands, PhD, Annie Dean and team at Atlassian, Sharon Parker, Nick Bloom, Erin Grau at Charter, Caitlin Duffy, PhD at Gartner and several other amazing, incredible researchers whose work I love -- and thanks Leslie Brokaw, Abbie Lundberg and team at MIT Sloan Management Review! #RTO #leadership #futureofwork #remotework #remote #WFH #hybrid #hybridwork

The truth about passion at work is it doesn’t just disappear overnight. Many think employees lose interest because of external distractions. The reality is often simpler and tougher to hear: Passion fades when people stop feeling valued. Here’s how it happens: ➔ Their ideas are ignored. ➔ Their contributions go unnoticed. ➔ Growth opportunities never come their way. Over time, even the most enthusiastic employees become disengaged—not because they want to, but because they no longer feel seen. The way to retain passion isn’t complicated: ➔ Listen to your team. ➔ Recognize their efforts. ➔ Create spaces for their growth. Appreciation keeps the spark of passion alive in employees.

Everyone is facing challenges right now. At the core, what we all want is to feel secure, supported, and capable of moving forward. The reality is, many are still navigating challenges: → Teams strained by constant change and uncertainty → Leaders juggling impossible priorities with limited resources → Employees grappling with burnout and the pressure to perform Here’s what people truly need: 1. Clarity of Purpose: People need leaders to articulate the “why” behind actions and decisions, especially in uncertainty, so teams can focus on what truly matters. 2. Psychological Safety: Leaders must create an environment where team members feel safe to speak up, share ideas, and express concerns without fear of judgment or retaliation. 3. Support for Vulnerability: Encouraging openness, admitting mistakes, and modeling vulnerability helps teams navigate challenges together. 4. Shared Accountability: Leaders need to ensure that responsibility is shared, not just top-down, so the team feels collectively committed to results. 5. Guidance in Conflict: Leaders should coach teams to embrace constructive conflict and ask the hard questions (“What’s not being said?”) rather than avoiding tension. 6. Consistency and Presence: In hard times, people need leaders who are visible, engaged, and steady, providing reassurance through consistent actions. 7. Empowerment for Growth: Leaders should continue to invest in people’s development, even under pressure, showing that growth and learning remain priorities. 8. Trust in the Team: People need leaders who trust them to make decisions and take ownership, rather than micromanaging during crises. 9. Transparent Communication: Sharing as much information as possible, even if imperfect, helps people understand the reality of the situation and reduces fear of the unknown. 10. Commitment to Co-Elevation: Leaders must demonstrate that even in hard times, the team’s success and growth matter as much as individual goals, lifting each other up together. This is the kind of leadership that makes a real difference.