The argument that people are an organisation’s most valuable asset is well understood, and yet even in those organisations where intellectual capital is most highly prized, they still miss opportunities to understand and retain their key people.
We can help you gain deeper insight by listening to what they say. Our approach is not about surveys or covert monitoring. Instead we seek to find out how people feel and experience their work, their motivations, relationships, the ups and the downs, and how this fits in with their whole life picture – it is about their work-life quality.
There has never been a more crucial time for organisations to listen and engage with their employees. The brightest and the best have myriad choices about how and where they use their talents. There are seismic shifts in how people view the way in which their work intersects with other life choices, and these must inform the way organisations attract and retain their most valuable assets. Read our Case Study.
Our approach is inductive, drawing upon both qualitative and quantitative research methods. We conduct semi-structured interviews to actively listen to what your employees are saying and use specific research tools to analyse the interviews, thus enabling us to highlight key themes from the process. Our researchers are trained to work with emotions and feelings that are sometimes under the surface, almost certainly not reachable through surveys. This emotional excavation process often provides the richest data about motivation and engagement.
If understanding your people is important to you, then talk to us and we will show you how listening can enable a deeper level of understanding, that will improve the retention of your most talented people. Read more about our approach to organisational research.
HR challenge: Adapting to a rapidly changing worker profile
Sweeping demographic changes across both the developed and developing world will place greater pressure on both the government and private sector to initiate and implement creative solutions to educate, integrate and retain a rapidly changing and diverse working population.
With hundreds of millions of women predicted to pour into the global workforce in the coming years, and temporary and part-time workers a significant and seemingly permanent fixture, companies need to adapt further to a new breed of employee. When you add the issues of a multi-generational workforce and growing cultural diversity, it is no surprise that people management is cited to be by far the most substantial challenge facing companies over the next five to ten years, according to a 2013 survey of 636 C-level and senior executives by The Economist Intelligence Unit, sponsored by the SHRM Foundation.
Top 5 Issues Facing Organisations (% of respondents polled)
The continuing war for talent
Most CEO’s believe that human capital is the main source of sustainable economic value, according to IBM’s Fifth Biennial Global CEO Study. They recognise that the abilities, enterprise and enthusiasm of people are key contributors to organisational performance in the modern-day knowledge economy. If organisations want to attract, retain and develop their intellectual capital they will need to acknowledge and adapt to changing landscape of work and how it is experienced by Generation Y or Milliennials.
Top 5 Economic Value Factors
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