By Madhukar Govindaraju, Founder and CEO

Multiple motivators such as a multi−generational workforce, competitive talent market, remote workers, and global offices. are the new normal. It is now time to accept that the game of work has shifted. Money, while important, no longer remains a primary motivator for employees. What matters more to them is employee experience.

Employee experience is the sum of an employee’s perception of their interactions with their workplace. Much like customer experience, employee experience also borrows heavily from design thinking strategies to optimize the work environment. Employee experience is not about just one thing − it is about the culmination of multiple work-related experiences that have been gleaned over a period of time.

Since everyday experiences are never always the same, employee experience, too, is in a constant state of flux and needs to be managed with care.

The pillars of employee experience

What drives employee experience? While many might link great experiences with cosmetic benefits such as fancy office cafe’s or exotic annual holidays or parties, employee experience is about creating deep connections with the workforce, at an individual level to create a more human and positive organization. What are the pillars that help organizations achieve this?

Creating a purpose−driven environment

Employee experience initiatives have to focus on creating a purpose−driven environment where employees understand why and how their work matters. Today, millennials constitute a greater part of the employee demographics. This is a workforce that is inspired by purpose−driven businesses. Consequently, they want to know how they can be a part of the ‘bigger picture’ and how their work contributes to it.

Purpose−driven experiences take into account the growth and career needs of the workforce at an individual level. It helps employees see that the organization is invested in their growth story from the actions of the organization. It includes creating more opportunities at work, proactively identifying high−potential employees, providing all employees equal opportunities to hone their skills and expand their potential. Purpose−driven experiences help employees differentiate a ‘job’ from a ‘career’ as the experiences contribute to furthering their career graph.

Enabling achievement

Talent management practices have to evolve to create different experiences for the employees that help them feel a sense of accomplishment and achievement in the work they do. For this, organizations need to initiate a rich dialogue with their people to gain a better understanding of what they are capable of and what they are interested in.

In an age when the Darwinian concept of ‘survival of the fittest’ becomes a mainstay, employees want organizations to be invested in their efforts to help them succeed at work. This means helping employees identify their avenues of improvement on a proactive basis to help them remain relevant in the age of disruption. Whether it is by

upskilling and reskilling the workforce to improve their technical prowess, providing mentoring opportunities to improve growth prospects within the organization as well as at a personal level, or having a mechanism that acknowledges effort and achievement − steps are necessary to help raise the employee experience bar.

Establishing experience−based feedback systems

You can manage what you can measure. It is no different when it comes to building employee experience. One of the critical blocks of employee experience is a proactive two−way feedback system that evaluates the efficiency of the experience activities. As mentioned earlier, employee experience is related to people, and no two people are the same. It, therefore, becomes imperative to have the capability to measure the success or improvement areas of initiatives such as learning and development initiatives or mentoring programs, that feed into the experience matrix.

The annual employee engagement survey also needs to get a facelift. Instead of one giant survey that eventually leads to analysis paralysis, it becomes more valuable to collect smaller chunks of data on a more proactive basis. Asking targeted and specific questions to the employees and ensuring that the privacy of this data is never compromised builds employee trust. This leads them to be more open while answering questions to identify their success parameters and to assess their improvement spots. Proactive management of this feedback also helps enterprises design personalized engagement strategies, which consequently contribute to the employee experience.

Increasing the happiness index

Commitment comes from happiness, whether it is our personal relationships or our relationship with work. An unhappy employee will never be a loyal employee. Organizations know that only too well, and hence it comes as no surprise that increasing the happiness index forms a crucial pillar of employee experience.

While it is tempting to relate happiness with the superficial activities of an organization, happiness at work can be unleashed when an employee’s enablement is pushed close to work − with the right set of tools, technologies, and people. Giving employees an environment where people feel comfortable and safe talking about what is on their mind, what they need to do to improve, how they need help, drives trust. Providing unbiased information, feedback, and development advice help in developing stronger bonds at work. All these lead to positive work outcomes and, ultimately, help an employee understand her purpose in the organization, become self−motivated, and unlock the achievement.

Most successful organizations view employees as their most valuable assets. In an age when talent wars loom large, it only makes sense to focus on delivering elevated employee experiences. It helps in ensuring that the employees remain motivated and excited about their workplace and their work, have higher productivity levels, and ultimately contribute positively to the organization’s bottom line.

Numly’s NumlyEngage™ Enterprise leverages the power of AI to help medium and large organizations drive phenomenal engagement and productivity gains across all levels. Take a free trial today!

By Madhukar Govindaraju, Founder and CEO

Setting a good example has twice as much value as giving good advice. When we think of great leaders, we tend to remember some of the things they say. However, would we remember any of their words had their actions not matched their words? The answer would be ‘no’.

People in the organization are watching their leaders. Whether we like it or not, people in a position of authority are always leading by example. People notice everything that leaders do − whether it is worth emulating or not. It is because of this that leading by example becomes important − leaders have to set examples to ensure that their actions influence others to adopt positive work habits and influence organizational success.

But what does ‘lead by example’ mean?

The term ‘leading by example’ is often misconstrued. Leading by example is not about creating mini versions of the leader himself in the organization. It is about creating a set of shared values that are beneficial for the organization by virtue of the leader‘s actions. When the leaders of the organization work towards expanding their own skills, value others? opinions, provide freedom to work, and take complete ownership of their mistakes, then employees get motivated to ‘follow the leader’.

Every individual in an organization is different. Therefore, leaders have to focus on the example that they set, not for the sake of their ego but the sake of the organization. This means that the actions of the leaders have to influence people to do the right things and take the right steps and consequently take the company to achieve higher levels of success.

If we look at one of the greatest leaders of our time, Mahatma Gandhi, we can see that much of what he accomplished was owing to the merit of his actions. He was able to garner public support at an extremely challenging time and could motivate people to join him in his crusade for freedom only because he ‘walked the talk’.

Another great example of a great leader is Jack Welsh. Welsh developed the concept of a “boundaryless organization”− an organization where every individual is free to come up with new concepts and ideas. Great ideas, in his company, could not be limited to the higher−ups alone. Welsh promised to listen to ideas from anyone, irrespective of their designation in the company.

The concept of the boundaryless organization was not just an idea − it was not just talk. And the people across the organization didn’t take long to figure that out. Welsh went on to become one of the most successful leaders of GE and successfully built a team that was willing to follow his direction.

Now imagine, had Jack Welsh not become approachable and open, would the culture at GE change? Would it have become the boundaryless organization that Welsh wanted?

Would the soldiers of Alexander the Great have fought so hard had he, Alexander, not been fighting with them at the ground level? Would he not have gone down in the pages of history as yet another general leading a war?

When leaders say one thing and then act differently, it impedes the team’s ability to follow them enthusiastically. The absence of actions matching words only leads to suspicion and doubt. It leads to a lack of trust. And all of these factors can be damaging to employee morale and, consequently, to employee engagement.

Why do leaders need to lead by example?

It makes business sense to lead by example. Firstly, this form of leadership is highly effective because it makes people want to follow the leader. Secondly, it helps in generating higher levels of employee engagement as the employees see that their leaders are not afraid to roll up their sleeves and wade deep into the trenched ?with? them.

Employees expect managers to embody the values that they expect from them . With Gallup data pointing out that only 30% of employees are engaged at work, it becomes clear that amongst other things, there is room for management improvement. While there are many reasons for low engagement, improving leadership standards can be a positive force to influence flagging engagement levels.

The relationship between ‘leading by example’ and employee engagement

Good leadership is all about contributing positively to organizational health. It’s not about ticking off short−term goals to get to the next milestone. Employee engagement is focused on driving an emotional commitment from the employees towards organizational goals. When these employees see the leadership’s actions mimicking their words, it makes them more willing to put in discretionary effort − even when no one is looking.

It is interesting to see the relationship between leadership, organizational culture, and employee engagement.

Organizational leaders design employee engagement. Organizational culture is created by leaders as well. However, organizational culture and employee engagement are closely related, and the former is a direct influencer of the latter.

The leaders are at the center of this Venn diagram and play a pivotal role because culture is learned behavior. It is not a by-product of any operation, and neither is it an overlay. Organizational culture is created by the actions of the leadership?not the other way around.

Jeff Bezos, for example, has said that if his people have a one in ten chance of making a 100X return on investment, he’d like them to take that bet every single time. However, this also means that Amazon is willing to tolerate someone failing nine out of ten times.

Bezos’ willingness to accept failure as a path to success helps the employees work fearlessly as well.

Culture stems from the behaviors we embrace across the organization. And the tone and tenor is set by the leaders. Those who can match their words to their actions successfully create enabling environments that are conducive for employee growth.

Greater employee engagement emerges as a consequence of this action.

Josh Bersin, very aptly states, “Rather than consider people as “hired hands” we want to “engage,”?high−engagement companies understand that employees are the essence of products and services.”

The changing employee demographics and the changing laws of employee engagement make it clear that the archaic authoritarian leadership style is on its way out. Instead, leaders who take intentional action to contribute to organizational health positively contribute to employee engagement. And these are the leaders,millennials, the most prominent demographic in today?s workplace, want to follow.

How are you developing your organizational leadership? Numly’s AI−enabled platform helps you develop an inclusive and supportive workplace culture that supports leadership development at all levels. Try today!

By Madhukar Govindaraju, Founder and CEO

Retaining high−performing talent is an issue that plagues most HR departments. With the cost of employee turnover increasing substantially, finding, nurturing, and retaining top talent has become essential for every business. Developing this talent is essential for developing future leaders and promoting a culture that fosters growth from within. It is also one of the best ways to ensure that future competitive advantage through intentional and structured succession planning.

However, it is equally true that retaining high−potential employees is one of the hardest challenges that any organization faces today.

So, who are your high−potential employees?

Just like there are good men, and then there are great ones, there’s a difference between good employees and great ones. The good employees are the ones who complete their tasks on time, are productive and accountable. But what qualities do great employees exhibit?

  • High potential employees are the ones who demonstrate aspiration. They not only proactively meet the needs of their jobs but also look out for those that need more personal responsibility. They are ready to take on complex challenges.
  • They display a unique combination of great technical expertise and interpersonal skills. They also display interest in furthering their knowledge, whether it is in the personal space or in the technical arena, to improve as employees and team players.
  • While high−potential employees are competent, it is only a baseline for them. They are hyper−focused on delivering strong results credibly and are looking out for new challenges and opportunities for growth. They will also link personal growth to organizational growth.
  • These employees are also ‘force multipliers’. They help in raising the performance bar not only for themselves but also for their colleagues. They model and promote winning behaviors that help in shaping a high−performance culture.

Why do you need to identify your high−potential employees?

If the above reasons are not enough, here’s some more food for thought. According to Gartner’s research, most organizations expect 40% of today’s leadership roles to look dramatically different over the next five years.

To battle with the evolving leadership needs of the future, most organizations are looking at developing individual agility. In the lack of internal candidate readiness, organizations are likely to look outside to fill that role. This involves spending time, resources, and money on advertising, screening, interviewing, hiring, and onboarding the employee. Then comes the cost of lost productivity as it takes a new employee a certain time to reach the productivity levels of an existing employee. There are also

associated training costs that start from ground zero when it comes to training a new employee.

At a time when talent is critical for business success, it makes sense for organizations to look at strategies to effectively identify and retain their high−potential employees.

Retention strategies for high−potential employees

High−potential employees are your top talent. But owing to their unique characteristics, retention strategies have to focus heavily on employee engagement. However, employee engagement for these employees has to extend beyond the cosmetic appeal − high−end cafeterias, gaming rooms, or fancy annual parties do not make the cut.

Here are a few points of consideration −

1. 15% of high−potential employees are more likely to leave an organization when they are disappointed with future opportunities than non−high−potential employees. Given that these employees represent your strongest leadership pipeline, simple promotions, special projects, and pay hikes are not the most effective engagement strategies. The most effective way to engage the high potential employees is through opportunities and experiences

2. To retain high−potential employees, organizations have to ensure that they give them opportunities that provide visibility, learning, and experience. Assessing the explicit and implied needs of this demographic becomes essential. However, this exercise has to be data-driven. Organizations need to use evaluations such as 16 personality factor tests or behavioral skill assessments, along with evaluating their technical needs using assessments. These data−backed approaches help organizations additionally in identifying where these employees excel and where they need help to navigate their career paths. Organizations can then design tailor−made career paths for their high−potential talent and keep them happy and engaged.

3. One of the most−effective strategies to retain high potential talent is to pair them with effective mentors. Much like how Mentor, Odysseus trusted advisor in Homer?s Odyssey, enlightened him with life−changing wisdom, helping high potential employees interact with influential mentors helps them design their career paths.

4. The learning and development initiatives of an organization also have to get an upgrade when it comes to high−potential talent. Since this group of employees wants to work on dynamic and challenging tasks, organizations have to address this need proactively and have equally dynamic learning and development plans in place.

Whether these are to upskill or reskill their employees in order to meet the dynamic technical needs of the job, or behavioral skills enhancements to improve their leadership capabilities, organizations have to look beyond certifications and everyday employee training. This also makes sense since high−potential

employees form the leadership pipeline, and leadership training is not a day−long exercise.

5. Developing and retaining high−potential talent cannot follow an off−the−shelf model − one that has been replicated from other organizations. The potential of any employee is situational, and programs that manage such potential have to be aligned with the organizational strategy. So, for example, if an organization’s goal is to make an impact in emerging markets, it would make more sense to identify high−potential employees in those locations and also develop people who have demonstrated the capability to operate optimally in unfamiliar and daunting settings.

Organizations have to go beyond formal education programs and training to address the development needs of high−potential talent to retain them effectively. A combination of coaching, training, targeted mentoring, and providing avenues for on−the−job development is essential and have a positive impact as a retention strategy for this employee demographic. Of course, the cosmetic benefits are not redundant here. But they are definitely not the icing on the cake.

Transform your employee engagement initiatives with NumlyEngage™, a Next−Gen, Employee Engagement, Skills−Development, and Portable Skills−Network Records Platform. Connect with us to know more.

“The mind is everything. What you think you become.” − Buddha

By Madhukar Govindaraju, Founder and CEO

“The mind is everything. What you think you become.” − Buddha

We have seen enough success stories of people who overcame extreme adversities to change their life situation for the better. Just like our personal lives, attitude and mindset play an important role in the enterprise environment as well. Self-improvement is imperative. And the path to self-improvement starts with having a growth mindset.

What is a growth mindset?

Simply put, a growth mindset is a belief that abilities can be nurtured and developed, leveraging dedication, and hard work. While some people might be naturally smarter or more talented than us, brains and talent are a mere starting point.

A growth mindset is also the belief that intelligence can be fostered, leadership can be developed, and talent can be nurtured. It is that tool that helps you believe that when you want to reach your true potential, you can.

Quite unsurprisingly, a growth mindset is an entrepreneurial trait and is often touted as the secret sauce of entrepreneurial success. These people are dedicated to continuous learning. They view failure as an opportunity to learn. Their mistakes are not signs of failure, but points of improvement. They believe self-development never stops.

Encouraging a growth mindset amongst employees is only beneficial for organizations as the employee›s success at work is directly proportional to organizational success.

Why is the growth mindset important for organizations today?

  • Today’s environment of constant change demands organizations to send out the message of the growth mindset to their employees. It helps in creating a system that supports employees and helps them improve their skills and abilities. This leads to relational fulfillment and consequently, to professional success.
  • We cannot ignore that organizations now must be ‘change agile’ since change is inevitable. New challenges and changes cannot be viewed as threats to traditional working styles but rather as new opportunities. Such a mindset helps employees remain continually adaptive rather than become adaptive for specific change events.
  • A growth mindset also presents itself as a strong employee value proposition. It helps employees see and recognize their own value and their true potential. Instead of being focused on their shortcomings, employees then focus on their strengths and progress and target areas in which they can improve. This creates stronger connections and engagement that goes beyond the cosmetic level.
  • Such a mindset also helps to foster a culture that encourages learning and innovation. It encourages experimentation, even if it might lead to failure. By making failure an option, the organization permits its employees to take risks that could deliver outsized gains.

Generally, an individual’s mindset surfaces in situations that are new and/or difficult. A person with a fixed mindset perceives this situation as a threat that leads to distress, the inability to listen, and consequently impacts rational decision making.

When they are in a state of the growth mindset, they look at the situation as a challenge that can be scaled, which leads to excitement and helps them be more resilient since they believe that they can learn and get better. This is so because people with such mindsets believe self-development and growth are natural elements of life. This mindset especially comes in handy in today’s climate of constant change because employees no longer see themselves as victims but more like co-pilots of organizational change efforts.

What can organizations do to develop an entrepreneurial growth mindset?

Teaching and talking to employees about the growth mindset is the starting point of this conversation. Along with that, this mindset has to be embedded in touchpoints across the employee’s organizational journey. It has to start at onboarding and then move on to performance management, high−value employee selection, and leadership development.

It can be easy to lose new learnings and habits. It becomes imperative for organizations wanting to develop a growth mindset to integrate these principles into talent systems and performance management processes. Organizations also have to proactively help their employees identify their potential, suitability, and growth areas leveraging behavioral skills analysis and 16 Personality Factor (16PF) Assessments.

But data without action is useless. Hence, it is equally essential to give them the tools to assist them in closing this chasm. Mentoring emerges as one such critical tool that helps you develop a growth mindset in your organization.

With more millennials joining the workforce, it becomes imperative to re−evaluate employee experience parameters and align these with what this demographic wants − purpose and growth. Millennials value investments made in their professional development and have shown that they will remain loyal to companies that give them opportunities to excel.

− Providing a robust mentoring platform to your employees gives them access to a wealth of information to navigate the challenges and roadblocks that come their way.

− Mentoring also works to support the growth mindset and helps mentees become problem solvers.

− Mentors also give the mentees actionable feedback − something that has a direct productivity impact.

− Mentoring conversations are about problem−solving, assessing which challenges to navigate, how to navigate them, how to plug information gaps, what more can be done, how to evaluate an idea, and what should be the starting point to determine if it’s going to be a success and so on.

− It also helps employees learn that failures are only opportunities to do better and to improve.

So, what are you doing, what strategies do you have in place to develop a growth mindset in your employees? We look forward to taking this conversation further.

By Shalini Ramakrishnan, Director of Product Marketing

Today’s workplace is a vibrant ecosystem where five generations, for the first time, are co−existing. This has created a large pool of talent wherein a winning combination of experienced hands of yesteryears are meeting the enthusiasm of today’s generations. These five generations today are working side by side towards their shared commercial and economic gains.

Given that different circumstances have shaped each generation, they come with different understandings and expectations of their roles in the workplace. In an environment where employee engagement has become a valuable contributor to organizational success, HR teams have to gain a clearer understanding of what drives these multigenerational teams.

However, to do so, organizations first need to identify each of these generations and understand their needs and motivations.

The Silent Generation (1928−1945)

The Silent Generation or the traditionalists make up approximately 1% of the workforce. Their experience spans several decades. They are the ones who have grown−up facing some of the most challenging socio−economic conditions. Loyalty, teamwork, and a great emphasis on rules has been their hallmark while technological understanding is not one of their strongest suits. They view their relationship with their employers as an uncompromising responsibility.

While most of this generation is on its way to retirement, those who are still in the workplace are in advisory and executive−level roles. And as tenured employees, they want organizations to recognize their deep experience.

Employee engagement, for them, is not about fancy perks, but it is about more tangible assets − are they being paid fairly? Are the retirement plans helpful? How will flexible work-policies help them? Is their experience being valued and shared? Are they treated like valuable assets in the organization?

Answering these questions helps you understand how engagement strategies will have to shift to accommodate the needs of this generation.

The Baby Boomers (1946−1964)

This generation was once the backbone of the labor force and presently accounts for almost 23% of the workforce. Much like the Silent Generation, they also have an enormous breadth of experience.

A large chunk of this generation is now in mid and upper management categories. Given the sheer breadth of their experience, they demand better role clarity and an understanding of how the organization is utilizing their skills.

The motivations of this generation have some close overlaps with the current generations, the millennials, and Gen Z, at work. Much like the millennials, they want to be valued at work. They are generally optimistic and are loyal to organizations when

they feel involved. A sure shot way to engage this generation is to make them feel that their contributions are valued, recognized, and rewarded.

The baby−boomers are also a generation that has been ‘task−based’ and many define themselves by their jobs. And given this nature, they are a great source of tribal knowledge that can be leveraged for several ‘teach−back’ moments for the younger generation.

At the same time, the nature of work is changing rapidly. Skill enhancements are becoming essential to remain relevant. Organizations thus need employee engagement strategies to recognize the work they have done, identify where they can help, and assess where they need help (both technical and behavioral) based on data. This will help this generation feel valued, remain engaged, and contribute positively in the workplace.

Generation X (1965 − 1980)

There are approximately 66 million GenXers at work today. This generation exhibits a potent mix of traditional work ethics and tech−savviness. They have a strong inclination towards innovation. They also constitute 51% of leadership roles globally.

Alarmingly, research shows that this generation that comprises a third of the U.S. workforce is the least happy of all generations. Only 54% of Gen Xers said they feel empowered at work. 62% don’t feel respected at the office.

As the boomers have been slow to move out of the workforce and retire, Gen X has been slower to come into management roles when compared to their predecessors. This has prompted this generation to look for development opportunities outside of work since they feel constantly overshadowed − first by the previous generation and then by the millennials and Gen Z.

To keep this workforce engaged, organizations have to provide them with new opportunities and help them leverage external sources for mentorship to solve their problems independently.

Millennials (1981−1997)

The Millennials presently make up the largest section of the working population. This generation entered the workforce just when technology disrupted the traditional work environment. It is hardly a surprise that their parameters for engagement are also very different from those of the previous generations. This generation demands recognition. They demand transparency. They demand value.

Having grown up with Internet−based technology, they are focused on achievement. They are invested in learning opportunities and are heavily focused on purpose−driven work. They don’t want ‘jobs’ anymore. They want careers. And the millennials want organizations to demonstrate how these demands will be fulfilled.

To engage millennials, organizations have to provide concrete and directed avenues of leadership development. Cosmetic benefits such as fancy café’s and extravagant annual

office parties are being replaced by purpose−led, quantifiable, and qualitative experiences that will help them further their professional development goals.

Generation Z (1997 onwards)

The youngest generation in the workplace, members of Generation Z are at the starting point of their careers. This generation is even more tech−savvy than millennials and is highly competitive and motivated by money.

One of the most ethnically diverse generations, Gen Z, is motivated by the diversity and inclusion efforts of an organization. They are ambitious and value opportunities for career advancement, and much like millennials, want organizations to show a commitment to these efforts.

Having been raised in the ‘real−time’ environment, they want performance reviews and feedback mechanisms to be real−time as well. They want coaching and mentorship opportunities to further their career paths and prepare for positions of greater responsibility.

Successfully managing and engaging this diverse workforce needs an awareness of their changing needs. It also needs a willingness to embrace new ways of working and managing people.

It pays to remember that the workforce is made up of ‘people’, not an abstract generation category. Gaining clear insights into what they want can, thus happen only through clear, two−way communication. Instead of using generation stereotypes to structure engagement programs, it makes more sense to pay attention to the wants and needs of the blended workforce. Only by addressing their unique differences and their similarities, organizations can understand the motivators that will influence employee engagement initiatives positively.

Do you know what your employees are looking for or need? Do you have data to help you design your employee engagement initiatives? Try, NumlyEngage™ Enterprise, the most innovative machine−learning−based employee engagement, and skills−development, Human Experience cloud solution.

By Shalini Ramakrishnan, Director of Product Marketing

Employees are an organization’s greatest assets as they are the main contributors to business success. They are the cogs in the machine which ensure that companies deliver on their promise towards their customers.

Thus, like all valuable assets, one must ensure correct asset utilization to reap the promised benefits. But data from the US Bureau of Labor Statistics show approximately 3 million Americans quit their jobs each month. A Bamboo HR study reveals that one-third of those surveyed left their jobs even before the half-year mark. Another study shows that 50% of all organizations have difficulty retaining their most valued employees.

These are some numbers that contribute to the HR nightmare of hiring and retaining the right employees. But hiring the right candidate for the right role is not always a smooth process.

Research shows that almost 50% of candidates misrepresent on their resumes. 30% of candidates also blatantly lie on their resumes. Misrepresentation is a big battle that HR teams have to fight continuously today. A Career Builder survey also points out the cost of a bad hire. 41% of companies surveyed put $25,000 or higher as the cost of a single bad hire.

Given the climate of constant change that propels continuous business evolution, it becomes imperative not only to hire the right employees but also ensure that you hire the right employees for the right role. So how can organizations ensure that?

Drive out guesswork

As organizations become more data−driven, HR also has to shift away from the archaic guesstimates that aided their decision−making process. Considering facts such as misrepresentation on resumes, the HR and hiring teams have to work towards data−driven decision−making processes.

Instead of depending on what the prospective candidate tells through resumes, companies need to rely on assessments to identify their skills as well as their personality types. This ensures that companies have the right person for the right role.

For instance, for a lead role, who should companies hire? A candidate brilliant at his/her job could also be a brilliant jerk with no capacity to lead teams. Assessments such as 16 Personality Factor (16PF) Assessment and Behavioral Skill level tests help in making the right decisions.

Proactive assessments

Businesses that are more proactive than reactive are more successful in today’s ever−changing business landscape. HR is no different. To ensure that the employees are on the right career trajectory has become more important than ever before.

Organizations can no longer settle performance assessments based on the year−end reviews. Employees need to know that their company is invested in their career growth,

and to ensure the same, it is essential to evaluate the employees’ strengths. It is even more critical to help them identify their weaknesses so that they can be mitigated, and they can progress on their desired career path.

By focusing on this aspect, organizations can help their employees grow and assist them in building their careers. By helping them gain a clear perspective on their development areas, both at a technical and a personal level will help in ensuring that companies have the right employee doing the right job. And there’s no time wasted in between.

Identify professional development needs

The Future of Jobs report shows that by 2020, more than a third of the desired core skill sets across occupations will comprise of skills that are not yet considered crucial for the job today. Another report by PWC shows 38% of CEO’s are extremely concerned about this chasm.

Quite naturally, reskilling and upskilling initiatives are on everyone’s agenda. However, reskilling initiatives adopt a myopic view and assume that technical knowledge transfer is enough. But it is also important to accommodate behavioral changes and help the workforce prepare for their new roles.

Step one here becomes identifying the technical reskilling needs of the workforce. Step two becomes to reprogram them leveraging strategies such as mentoring to help the workforce become future-ready. And the best way to do so is by using skill assessments.

Along with this, it also helps greatly to give employees a platform that they can use to evaluate their skills and gather insights into specific attributes, behaviors, and functional expertise areas in their areas of interest. Enabling employees to identify their improvement areas also shows where their interest lies and where they want to progress.

Armed with this information, HR leaders can then give them the tools that they need to succeed. A positive impact on the bottom line then becomes a consequence of these efforts as the employees remain more engaged, and hence, more productive at work. Saying goodbye to sleepless nights owing to the attrition worry also becomes a thing of the past.

Want to jump−start your employee engagement and retention initiatives? Check out NumlyEngage™ Enterprise, a purpose−led, employee engagement platform.