November 5, 2012 at 10:26 PM
Thera Storie, Director of Human Resources at BaptCare has provided some candid comments about Employee Engagement on Human Capital TV. [More]
June 28, 2012 at 11:13 PM
PeopleStreme has made available a case study from Chamber of Commerce and Industry of Western Australia (CCIWA). CCIWA measures Employee Engagement regularly and has discovered that implementing an effective Performance Management system also drives Employee Engagement. This happens because employees are much more clear about what is expected of them, understand how they are personally linked to the organisation strategy and have a forum for their own personal development.
June 1, 2012 at 10:41 PM
No career and low pay are the worst factors in PeopleStreme's global Employee Engagement benchmarks. Employees become disconnected because their workplace offers poor career progression or they are paid below what they think is fair. Employees believe they deserve more and withold doing their best work out of a sense of outrage, often covert. Their performance at work goes down and the employer has to hire more people to do the same work. Does this sound familiar ?
May 17, 2012 at 1:57 AM
According to recent research, "procedural fairness," in an organisation leads to increased employee loyalty, even when the employee doesn't get the best deal for themselves. Human Capital Management systems provide fairer and more transparent people management capability to the management team and can therefore result in improved employee engagement. Research by Australia's Professor Pauline Stanton strongly suggests that increased employee engagement is a significant driver of employee performance. To get better employee performance, most businesses and organisations therefore need more transparent and fairer people management systems.
September 9, 2010 at 12:55 AM
PeopleStreme's latest video can now be viewed at http://www.youtube.com/watch?v=_NTFkMMHH50
We have a look at Employee Engagement V3 survey technology and how it can link to and create whole of business improvements and higher employee productivity.
September 7, 2010 at 7:32 PM
The growing presence of Generation Y is creating the need for new talent management practices. According to PeopleStreme CEO, Lyle Potgieter “The global shift to knowledge economies means that industrial age management must give way to new talent management solutions. Engagement levels of Generation Y are the lowest of the three generations and they expect to be managed differently”.
Furthermore, due to the skills shortage in Australia, Generation Y is faced with an abundance of career opportunities. High mobility levels coupled with low engagement levels suggest it is now necessary for employers to actively manage progression and training towards career aspirations. Both career planning and talent identification processes now form a part of many talent management software and consulting solutions.
Recent research suggests that by 2015 Generation Y will account for 40% of the workforce as will Generation X, while Baby Boomers will decline by 22% to a total of 20%. According to the Australian Bureau of Statistics, Generation Y is an emerging generation of workers whose numbers will continue to grow and be predominant in the workforce for at least 20 years.
This poses new challenges for managers as diminished employee engagement in Generation Y workers will require their career and lifestyle needs to be better satisfied. A recent study found that 63% of Gen Y will voluntarily exit a company in two years or less. There is a strong corelation with trends in the United States. In contrast, the older generations said they expect to stay for six years, on average. As a result retention strategies need to be actively managed and developed in order to retain key Gen Y talent .
Generation Y has been brought up with access to cutting edge technology and they place a high importance on education. As a result they expect ongoing education after entering the workforce. “Generation Y have greater aspirations, are more results driven and expect regular feedback on their progress”, Potgieter commented. A recent research study has shown that 78.9% of the Generation Y workforce hold ongoing training and development of high importance to them. Furthermore, the same research concluded Gen Y workers are 89.6% more likely to stay with an employer if they receive regular training and development.
A fact sheet containing researches sources is available on request from Carina Salem at PeopleStreme.
August 27, 2010 at 11:07 PM
Come and see PeopleStreme's Employee Engagement V3. Workshop the links between employee engagement and your HR issues.
Build a plan to connect employee engagement and your HR or business metrics. Use this plan to demonstrate the connections to your management and executive teams. We show you how to link employee engagement to issues such as :
- Employee Turnover- Absenteeism- Lost time injury rate- Your other business metrics such as profit per employee.
Contrast the outcomes you get from existing survey technologies with Employee Engagement V3.
This workshop is limited to 20 seats. Reserve your place now.
Date : Thursday 9 September 2010Time : 2pm to 4pmLocation : Melbourne (Sydney to be announced. Pre-register now. No webinar as workshops are highly interactive.)Format : Facilitated Workshop (Facilitators include organisational psychologist)Audience : HR Directors, Executives, Employee Engagement SpecialistsCost : Proudly Sponsored by PeopleStreme
To reserve a seat, please call 1300 889 548 or email email@example.com
July 28, 2010 at 8:26 PM
PeopleStreme Human Capital has released an Employee Engagement Survey for independent human resources and organisational development professionals and their clients. The survey is especially tailored for knowledge workers rather than industrial age organisations and is delivered online, including immediate, comprehensive online reporting. For the full press release, please click here.
June 9, 2010 at 11:14 PM
Employee engagement levels are gaining increasing importance as a source of competitive advantage. Increasing Employee Engagement is a way to directly and indirectly achieve greater bottom line and service level success for an organisation.
PeopleStreme’s research shows a strong correlation between high levels of employee engagement and staff willing to go the extra mile. This is linked to understanding the direction of the organisation and their role in executing the overall strategy.
A recent meta-analysis survey conducted by Gallup (http://www.gallup.com/consulting/126806/q12-meta-analysis.aspx) has reported the following findings comparing workforces with high employee engagement levels to those with levels of low employee engagement :
18% more productive: Greater output and innovation was recognised. In the US, $300 billion in lost productivity alone was found due to disengagement.
16% more profitable: The survey reported greater bottom line success with 3.9 times the earnings per share growth rate compared to companies in the same industry with low engagement levels.
More customer focused: Willing to go out of their way to ensure customer satisfaction.
Safer workplace: 49% difference in safety incidents.
Higher levels of staff retention: An engaged employee is a satisfied employee and in turn will result in lower levels of turnover and absenteeism. The Gallup survey found a 37% difference in absenteeism levels, and an average of 37% less turnover.
The evidence from the research validates PeopleStreme’s research that employee engagement will, both directly and indirectly, drive success for the organisation.
This suggests savings can be made including lower costs of attracting and retaining both employees and customers.
In Australia, safety incidents on average cost a company $112,550 (http://www.easyohs.com.au/_blog/Tips_and_Articles/post/Cost_of_Workplace_Accidents/) due to lost productivity, possible payment of penalties and other hidden costs. Therefore reducing such incidents will also be a cost benefit to the organization.
- Carina Salem
February 2, 2010 at 8:39 PM
When discussing Employee Engagement with managers we are often asked "Yes, but what is the link between employee engagement scores and business outcomes?". This Whitepaper discusses these links and suggests some practical ways to build these linkages between the HR department and management teams and ways of putting these links into action. To read or download the whitepaper, please click here.