Tag: employee engagement

The concept of a four-day work week is attracting growing interest in countries around the world, including South Africa. Local employers must understand the model, decide if it will work for them, and know how to implement it effectively.

In 2021 alone, The Great Resignation saw 47 percent of high-performing employees leave companies to join another - for better perks, for greater resonance with their values or for more flexible, remote working - or to seek the fertile, fast-growing pastures of digital nomadism. And in terms of those who stayed?

Two years since the world shut down and companies and employees scrambled to set up work-from-home, we are once again in a transition period as the world opens up a little and organisations grapple with how they will organise their workforce.

The link between performance and employee engagement is proven, logical and compelling. And yet despite engagement ballooning into a billion-dollar industry, levels over the past eight years have remained consistently disappointing – the needle is not moving in any significant way.

Contrary to popular belief, migrating to a digital payroll solution is not simply a case of copying and pasting data into a cloud environment. There are system-wide dependencies to consider, especially when it comes to accessing databases and other dynamic information.

In this insightful video, I give my views on what the new world of work could look like. I discuss issues like policies that are currently being changed or created to accommodate the trends that we are starting to see and I offer advice on how companies can ensure that they are appropriately prepared for the new world of work.

For those who survived the initial shock of the COVID-19 crisis, the question is: Now what? Since there is no going back to business as usual, it is time for companies to turn the page and concentrate on planning for mid- to long-term priorities.

New research highlights that now, more than ever, employee mindsets really matter. As COVID-19 continues to reshape our world, business leaders are asking themselves how they can protect  their organisations against future crises and remain sustainably successful amid unrelenting change and uncertainty in a post-pandemic world.

We are so used to building things to last. But what about building to adapt? Let’s start with an analogy here. If a bridge over a river is built to withstand the worst possible conditions and the surrounding area is then hit by a hurricane, what use is the bridge if it is left standing in exactly the same position it was before when the access roads and the river around it have been shifted by the catastrophe?

The business case for dealing with mental health and wellbeing in the workplace is absolutely clear. Not only are the workplace costs associated with poor mental health significant, but positive mental health (manifested as employee engagement and other positive mental health states) has been found to play a key role in organisational success.