A few weeks back I wrote about the millennials and the Gen Z, and how businesses and employers need to change to attract and retain them.
The very basic reward philosophy deals with how reward can help in achieving performance goals whilst underpinning the company’s core values.
Every business has its own reward strategy, even if not written. It aims at linking reward strategy with the company brand and organisational performance.
The perception of exit interviews is that they are a great opportunity for employees who left the company to dish and complain about their ex-employer. It is the time for the employee to give one-way feedback about their work experience.
Employee engagement is all about the emotional connection an employee feels towards their job and their workplace. You can easily differentiate an emotionally charged culture from an unemotionally charged one.
Whenever we think of ‘reward’ in employment terms, we often think of the salary we are giving to our people. The salary is what is referred to as the transactional (financial) reward.
The human being is made up of an array of emotions, most of them complex and difficult to understand. Empathy is all about being able to understand the needs of others, understanding what they’re feeling and thinking.
I have increasingly been meeting employers and managers who comment about the difficulties they are facing to recruit new people. The trouble seems to arise particularly when employers have to deal with the ‘millennials’ and the ‘Generation Z’.
There can be two types of organisations: one whose senior management team pretends that office gossip doesn’t occur at the workplace and another which tries by all means to quit their employees from complaining and continue to do their work.
