Managing change for a millennial workforce

Posted by Abhay Raina, Divya Jyoti Behl, Vaqar Merchant, and Supriya Sawant on April 25, 2018.

By 2025, millennials (those born between 1982 and 2003) will make up 75 percent of the global workforce, and a significant portion will begin to assume managerial and leadership positions. Their values, expectations, and demands will continue to shape the future workplace. They are likely to cause change within an organization as well as crave to be part of it. As millennials’ dominance in the workforce grows, their voices, needs, and opinions have started to shape the way organizations manage change.

Continue reading “Managing change for a millennial workforce”

Becoming Simply Irresistible: Positive work environment

Part 3 of 5

Posted by Josh Bersin and Burt Rea on April 23, 2018.

Crafting the employee experience: An ongoing series
As our Simply Irresistible Organization™ model shows (see below), there are five essential elements of employee engagement success: meaningful work, supportive management, positive work environment, growth opportunity, and trust in leadership. In this article (the third of five, you can read the first two here), we’ll discuss the issue of a positive work environment.

Continue reading “Becoming Simply Irresistible: Positive work environment”

Insights from IMPACT 2018: Delivering Experience


Posted by Bersin insights on April 6, 2018.

Employees use highly personalized and user-friendly technology in their daily lives. Unfortunately, the same is not always true at work. To engage a widely dispersed, often virtual workforce, HR leaders should develop technologies that offer employees a compelling and holistic experience.

Continue reading “Insights from IMPACT 2018: Delivering Experience”

Prediction 4: Companies will need rewards packages their employees can love


Posted by Peter DeBellis on January 18, 2018.

How likely are employees to recommend your company to a friend based on its rewards package?

This type of question is probably familiar to you, as it’s the basis for calculating net promoter scores (NPS), a metric widely adopted by many organizations and used to measure loyalty between a customer and a company. But the focus of the question—how well your company’s rewards package supports employee loyalty—is new. And what we discovered in Bersin’s first High-Impact Rewards survey1 is troubling: The NPS of employee rewards, which we calculated from more than 1,100 survey responses, was negative 15 (−15).

Continue reading “Prediction 4: Companies will need rewards packages their employees can love”