With it, THE ICONIC created an objective approach to performance reviews and optimised collaboration with their staff. Culture Amp gave us the tools to set that up,”Ī key feature of Culture Amp is the self-reflection tool. Maria Koralis, director of people and culture at THE ICONIC, went to Culture Amp for recommendations for “… a solution to start with to formalise what we were doing. This finding appeared in the bi-annual Engagement Surveys commissioned by Culture Amp. After seeking employee feedback last year, it was discovered that 50% of the organisation’s workforce wanted more structure in conversations between employees and managers. To get to that stage, companies have to go beyond making sure all personnel have a direct line to management and proactively create two-way communication and feedback loops,Īn example of using these policies and practices effectively can be seen with THE ICONIC – a Sydney-based Australian fashion and lifestyle retailer. The often-used ethos of having an “open door policy,” is highly positive, but done right, the workforce’s sentiments should always be apparent to an engaged management. But more regular communication between colleagues, management, supervisors and employees can help create insights into the workplace that pays dividends to employees and strategy-makers alike. In a typical business, surveys happen at moments that matter – six months into a new contract or during performance reviews. By collecting the right data, and understanding the insights drawn from the results, managers can take action to create meaningful change for their people. The only way to reach that understanding is to create a feedback strategy that surveys employees on their perceptions and experiences at work. What should business leaders look out for? How can they better understand the needs of their workforce? Here’s what we know: what can really connect management with their workforce is a better understanding of the parts of the employee experience that are either enabling or hindering both motivation and engagement. The Realignment – How Working Cultures Make the People Great The survey’s detail reveals most ground can be made up in the area of alignment between employers’ decisions and employees’ perceptions of the motivations for those decisions. But while that figure represents a majority, there’s still clearly a lot of progress that can be made. Limited flexibility in working patterns and a lack of workplace benefits.Īccording to exit survey data from 2021, the many employees (61%) would still recommend their ex-employer’s organisation as a place to work.Lack of professional advancement, personal growth, and fair compensation,.Dissatisfaction with a management that’s seen as pre-occupied,.Aside from remote vs office friction, employee leavers cited other reasons for leaving, including: It may not have led to a mass exodus per se, but the Great Resignation has caused many to consider quite how estranged they have become from their colleagues and the culture of the working environment. There’s clearly a disconnect between leadership and employees on this single issue. The Disconnect – Why Us and Them Isn’t Working Knowing the actual sentiment in the organisation is the first step towards creating the work environment that will support a company’s people to thrive. Employees too can also be divided on the topic, with many eager to be in-person yet some adamant about their desire to work totally remotely. Many organisations are striving to find the right blend between remote and office-based work. These moves have, to date, sent leaders back to the drawing board a few times, with one backfiring spectacularly. Yet many organisations are still insisting that everyone head back to the office. As 2022 steams ahead, there is no doubt that the hybrid working model – on-site and remote operating side-by-side – is here to stay.
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