EMPLOYEE ENGAGEMENT & RETENTION
likely to recommend their employer, stay loyal to the organisation and go the extra mile if their company offers flexible working. This ‘going the extra mile’ attitude is reinforced by statistics: a survey conducted by Air Tasker, an online marketplace enabling users to outsource everyday tasks, finds that remote employees worked 1.4 more days every month, or 16.8 more days every year, than office workers. Flexible working allows employees greater autonomy over their own workloads and their work environment. As such, another Gallup study found that flexible work results in more enthusiastic, energetic and physically healthy employees. This feeds back into performance, with highly engaged workforces being associated with 40 per cent fewer quality defects, 41 per cent lower absenteeism and 21 per cent higher profitability. The important point to keep in mind with flexible working is that there should be a balance between in-office and at-home working. The Harvard Business School research offers guidance on how this should be weighted, but it is really a decision that can only be made by a firm’s own senior leadership. Considering the four-day work week In 2022, some 61 organisations took part in a six-month pilot scheme to test the effects of a four-day work week. Of those companies, 54 (representing 89 per cent) were still implementing the policy a year later and 51 per cent (31 firms) chose to make the change permanent. More than half of the project managers and CEOs who took part said a four-day work week had a positive impact on their organisation, with commonly cited benefits including staff wellbeing, reduced staff turnover, increased productivity and improved job recruitment. Again, while this may be a useful trial for some organisations, it will not work in all cases; seven companies involved in the pilot are no longer operating the policy, demonstrating that its efficacy is by no means universal. When choosing to implement a plan such as this, senior leadership should consider carefully which teams or departments might benefit most. They should then communicate clearly to employees how the plan will affect other aspects of their work, for instance workload and annual leave, in addition to setting an end date to the test period, at which time the scheme can be reviewed. Of course, closely monitoring employee feedback and performance throughout the test period is crucial when it comes to deciding whether to continue with the policy or return to previous working arrangements. How to improve employee engagement As well as flexible employment policies that allow for a better work/life balance, staff want opportunities to grow
and develop in their careers. A report from LinkedIn discovered that 94 per cent of employees said they would stay with a company for longer if it invested in their career development. Compare this with the results of a survey conducted by Pew Research, which revealed that 63 per cent of US workers who quit their positions in 2021 said their decision was influenced by lack of opportunity for progression. Companies need to be built with robust pathways into leadership positions. Recruitment processes should aim to hire talented employees and then match them to vacancies within the company that suit their skills. International apprenticeship programmes could be one way forward. At the same time, senior management should put in place training and leadership programmes that have a tangible focus on diversity and sustainability. It’s also important to account for changing demographics in the recruitment market. Mentorship schemes should address the fact that Gen Z will comprise 23 per cent of the workforce by as early as next year and leverage the expertise of previous generations to equip them with the knowledge and skills to become the leaders of tomorrow. Implementing these plans should ensure the work environment is dynamic and constantly providing workers not only with fresh challenges, but also opportunities to have their abilities recognised and rewarded. Where it is not possible for them to advance vertically up the corporate hierarchy, consider opening up possibilities for horizontal progression, transferring them to a different team where they can develop new skills and competencies. As with flexible working policies, development programmes should be built on the premise that employees are more invested in companies that show they can listen and address workers’ needs. Cultivate staff ambitions and the result will be a happier, healthier and higher-performing workforce.
BIOGRAPHY
Serge da Motta Veiga is professor of management and director of research at Neoma Business School in Normandy, northwest France. He previously held professorships at Edhec Business School, the American University and Lehigh University. His research interests revolve around job search, recruitment and career & talent management, as well as diversity and inclusion
Ambition | JUNE 2024 | 23
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