The Secrets Behind Employee Engagement

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An engaged employee is a productive employee, yet studies show that 40% of employees worldwide are disengaged. Download this whitepaper to learn 13 ways to increase employee engagement, the key drivers of engagement and other interesting stats gleaned from a 2013 global study.

Spotlight

Clarendon Parker International

Clarendon Parker is an international recruitment and human capital consultancy firm founded in 1996 headquartered in the Kingdom of Bahrain. With offices in Chicago, London, Beirut, and Riyadh, & Qatar. we are one of the very few companies with the knowledge, technology, and expertise to supply local and multinational clients with staffing solutions in the Middle East and Africa.

OTHER ARTICLES

3 WORKPLACE LEARNING AND DEVELOPMENT TRENDS FOR 2020 AND BEYOND

Article | February 11, 2020

While no HR professional has a crystal ball, it is possible to fairly anticipate what an effective organization might look like in the years to come. And one consistent theme is the importance of employee development. That’s why we wanted to kick off a new year of HR Break Room™ by sitting down with one of our favorite recurring guests, Dickens Aubourg, Paycom’s director of client learning, to discuss his thoughts on the current state of workplace learning and development and what to expect in the new decade. Here are three takeaways from that episode.

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HR STRATEGY

How an Agile Executive Search Strategy Plays Out

Article | February 11, 2020

The Australian Financial Review on Feb 5 2020 carried a piece by Edmund Tadros in which the CEO of Rio Tinto, Jean Sebastien Jacques explains how he uses an internal management consulting team to do work previously done by external advisors. In responding to “The Australian Financial Review’s Annual Chanticleer CEO survey” Jacques admitted that Rio Tinto do use external consultants to provide specific niche expertise to support the Rio Tinto team but that he wants his core team to develop strategy and projects. If large organisations are going to do this successfully, the vision needs to start with their Executive Search strategy. Essentially what this entails is the sourcing of senior executives to lead specific functions who have cross functional experience and capability. It may not be necessary for a C-Suite executive to be a real generalist but increasingly we are seeing examples such as Chief Marketing Officers who have been Sales Directors, Chief Operating Officers who have been Financial Controllers or Chief Information Officers who may have led a high-tech manufacturing operation. The clear benefits that this executive search strategy produces are in the provision of at least a duality of skills to a specific role and also the potential to contribute effectively to an internal advisory team. Obviously, at this level, there is a reasonable assumption that the executive is operating at a high enough level to have his or her team operating independently and effectively. They must have the capacity as well as the capability to support broader strategic initiatives when working with with other executive colleagues as internal consultants. This will often represent a significant change in behaviours and culture and the smart organisations are more likely to shy away from traditional advisory services in favour of executive learning that helps senior people and their direct reports create additional capacity, while developing broader capability via an internal problem-solving “language” of tools and processes that they are all familiar with. Consequently, we start to see organisations who espouse the nurturing of their own teams, turning to the kind of leadership development support that is focused on transferring skills, enabling executives to be more effective in their roles and to make a broader contribution to their organisation. In turn, this is more likely to produce organisations that are closely aligned behaviourally and through their business activities with the longer term mission, vision and values of the corporate entity. #executive search #leadership development #advisory #riotinto #Jean-Sebastien Jacques

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WHY HR DIGITISATION SHOULD BE A BUSINESS PRIORITY

Article | February 11, 2020

Digitisation is affecting business functions across the board, from finance to sales and marketing – and increasingly HR, which has a lot to gain from taking greater advantage of data and analytics. While in the global media we see stories of automation and job losses making headlines, widespread digitisation is actually causing global organisations to place a far greater focus on their people. Business leaders are becoming acutely aware that to achieve a competitive edge in this digital future, they must attract and retain the right people.

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4D leadership: a sustainable way to lead through Covid-19?

Article | February 11, 2020

A certain type of leadership is required to get us through the troubling times that lay ahead in a sustainable way. But is HR ready to adopt this different approach? Humanity is in the middle of a crisis. There are five waves that will hit every country in the world and the challenge from COVID-19 is three dimensional. The first wave of the crisis is medical, immunological and psychological. With degrees in all three, I feel somewhat qualified to comment on how wave one is impacting us.

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Spotlight

Clarendon Parker International

Clarendon Parker is an international recruitment and human capital consultancy firm founded in 1996 headquartered in the Kingdom of Bahrain. With offices in Chicago, London, Beirut, and Riyadh, & Qatar. we are one of the very few companies with the knowledge, technology, and expertise to supply local and multinational clients with staffing solutions in the Middle East and Africa.

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