The final second ticks off the clock and the stadium roars with applause; the confetti streams down as a champion is crowned. This is the joy that players are playing for, the excitement fans are cheering for, and the success executives and owners are expecting. That said, what about the administration and staff that provide support away from the limelight? How are they being positioned to succeed in their roles and deliver these championship efforts day in and day out? Sports organizations, like other businesses, are facing critical human capital issues related to the future of work, the rise of the social enterprise, and the workforce’s increasing expectation for an irresistible employee experience. To excel in this disruptive environment and be well positioned to adapt in an ever-changing industry, sports organizations must reevaluate their priorities and adopt a holistic approach to managing human capital and driving performance.
This is the fourth article in our series on the Simply Irresistible model, (reach prior articles here), and in this we discuss one of the most urgent and critical issues in business today: providing growth opportunities to employees.
Part 3 of 5
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.
Driving towards a Simply Irresistible Organization demands a shift in Total Rewards
Total Rewards leaders (Compensation & Benefits) are increasingly pressured from both inside and outside the modern organization. Long-time experts in this profession are accustomed to balancing the needs of the workforce, business, and regulators. Now more than ever there are new challenges for Total Rewards professionals to get ahead of – or risk being caught off guard.
Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response
Posted by Alyson Daichendt on September 15, 2016.
More than 8 in 10 (85 percent) of the executives responding to our Global Human Capital Trends 2016 survey rated engagement as an important (38 percent) or very important (48 percent) priority for their companies. But company actions regarding engagement don’t always support that level of importance. Just over half of the respondents (64 percent) say they are measuring employee engagement once a year, and a surprising number—nearly one in five (18 percent)—said their companies don’t formally measure employee engagement at all. As the workforce and its expectations about work evolve rapidly, employers should start treating engagement as the business-critical issue it is.