Attracting and retaining talent is a daily challenge for HR departments. More than that, it is a major challenge to develop a strong corporate culture and thus foster the commitment of all employees.
In the context of containment we have experienced, the importance of employee commitment is all the more concrete. For many companies, the need to put the entire team on telework implied total trust. Today, what concerns and what conclusions can we draw on this sensitive subject?
Collaborative engagement: A complex alchemy?
Attract Attract Loyalty Engage is the main objective of the HR departments.
At the European level, 30% of employees say they are committed to their company, 55% say they are disengaged and 15% are actively disengaged.
Aware of this major issue, strengthening employee commitment is the priority objective for 77% of the HR managers surveyed for the Gallup survey.
Commitment Development: The Right Balance
The complexity of Collaborative Engagement comes from the fact that it is based on an alchemy. For HR directors and managers, it involves questioning several points:
- How can I put my teams in an ideal working environment to make their work as pleasant as possible? (Tools and workspaces)
- How do we give meaning to the missions we submit to our employees? (Values, projects, missions) This is an essential point for the new generations Y and Z.
- How to develop a strong corporate culture? (Posture, rituals, modes of collaboration).
Employee commitment is the result of the alchemy between these different points.
Engaging employees on a continuous basis
According to a Markess study, several events are considered key by HR decision-makers to deploy different actions to promote employee engagement.
For 82% of those surveyed, the integration of new employees when they join the company is the priority to ensure their commitment. More generally, getting in touch with the candidate, recruitment and integration into the company is the first key phase.
How do you measure commitment?
Measuring Human Capital
Human capital is generally measured by traditional indicators that actually give a quantity of it. It is in fact a different measure of the quality of human capital in line with the innovative capacity of the company.
In fact, today companies value their human capital as an intangible asset in the form of debt and costs. (Personnel expenses, taxes and payroll taxes, salary allocations, provisions and retirement benefits).
Indicators such as Payroll / Sales, Payroll / added value, or Training / Sales will help to measure the effectiveness of human capital in terms of profitability.
This evaluation method, although important, does not provide an answer to the question of employee commitment.
Other criteria such as Softskills, or employability are used to define the quality of human capital. For HR, it is a question of proving to the employee that one is capable of following him/her and supporting him/her in a fair social contract.
Fostering employee engagement
Improving employee engagement
Spearheading the digitalization of working conditions, 67% of HR decision-makers surveyed by Markess believe that the implementation of a Digital Workplace contributes to improving the employee experience and encouraging exchanges between management and teams.
Another 52% of the HR decision-makers surveyed consider the employee experience to be crucial for their organisation.
Improve the knowledge of the collaborator
For 58% of HR decision-makers surveyed by Markess, the objective is to provide a personalized and contextualized service to their teams. This should provide a 360° view of the employee to the HR Director. It should enable the company to best meet the needs and expectations of everyone in the company in terms of skills to be developed, personal objectives or career plans. An employee who is in tune with the company’s operations and culture will be all the more loyal and committed.