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CSR

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Latest HR Trends Taking the Workplace by Storm

The Workplace is an ever changing environment and its important to always understanding what's good for your business and how to reach the maximum potential of all internal resources.

Data, data and more data!

The ability to collect, process and analyse "big data" is becoming a crucial factor in identifying and managing the challenges of business life cycles. Businesses are using data to analyse everything, from making smarter decisions in talent management to predicting future challenges within the business. With all the technology available today businesses need to consider how they best apply the proper analysis and provide proper interpretations to drive meaningful decisions.

 

Employee Engagement

Increasingly, organisations are focusing on improving their employee engagement to drive better performance. According to the Mandrake report, employee engagement is strongly connected to business outcomes essential to an organisation's financial success, such as productivity, profitability and customer engagement.

Change in Employee Performance Reviews

Many organisations are moving to a structure focused on ongoing conversations with a one-size-fits-one ideology between  managers and employees that encourages development. Their current performance management approach drives neither employee engagement nor high performance and is of no significant benefit to the business or employee as  improvement is limited. The objective of this approach is to have more regular communication between the upper and lower tiers within an organisation and provide more personalised feedback to gain the most from their employees.

More Millennials

While much has been made of the retiring Baby Boomers, on the other end of the spectrum is the growth of the Millennials. According to Deloitte's research, Millennials will account for nearly half the global workforce by 2020. In some companies, they already constitute a majority. Organisations that want to attract and retain fresh talent will need to recruit this cohort of digital natives and ensure that their journey through hiring and on boarding is supported through mobile and social platforms.

Individualising

Treating employees as individuals and not as part of a group or team is becoming a visible trend. When performance can be measured and connected to individuals, top performers seem to perform 5-10 times better than average. Performance measurement is an enormous opportunity for HR. If HR can find ways to measure real performance, and can improve the detection of potential top performers, the business impact can be huge. Many organisations are moving to a structure focused on ongoing conversations between a managers and employees that encourages development. With big data analysis it has become easier to detect and predict individual preferences of employees, and organisations can act on the insights with tailored programs and interventions.

Back to Brick and Mortar

The advice to employees used to be: work from home and only come to the office when it was necessary or you needed to meet people. A returning trend is organisations sayings 'Please come to the office'. Organisations have found their employees that work from home are lonelier and do not have an invested interest in the success of the organisation. Employees that are more engaged in the organisation tend to want the business to succeed.

 

 

Contact Yellow Harbour at info@yellowharbour.com or call us on +353 (21) 492 8940 to see how we can help your organisation improve employee engagement through CSR.

For more info click here.

 

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Employees, CSR and Psychological Contracts?

A psychological contract is an implicit and non-legally binding  contract based on the perceptions of the employee and employer of what their mutual understandings are in relation to needs and wants. A psychological contract can be distinguished from a legal contract in the regard that a legally binding contract is a concise summary of everything expected from the employee in relation to pay, duties and working hours. In essence, a psychological contract reflects anything an employee feels they should get from an employer and anything they feel they should give back in return and ultimately, the employees main source for motivation.

Employees that experience a positive psychological contract are often loyal to the employer and organisation, they exert high levels of productivity and are prepared to go the extra mile to take on extra work and are accepting of transitions in day-to-day duties in the workplace.

In return, employers are expected to reward their employees with even or increased pay, allow the employee an opportunity for promotion and help with the training and development of new skills.

Progressive employers and HR practitioners recognise the value of finding innovative ways to increase employee engagement.  They also know that engaged employees are more productive and go that extra mile.

As important, especially with the Millennial's,  genuine CSR programmes are becoming increasingly  important as a means to motivate, recruit and retain top talent.  Building strong community links fosters innovation and up-skills employees and has a very positive impact on a company's corporate reputation.

Smart, conscientious and mobile, the Millennial's will repay the company many times over if you get your psychological contract right with them.  This is borne out with extensive research, one such piece being Employee Engagement and CSR - The Connection.

In simple terms, your psychological contract with your employees is based on three key pillars: how employees feel about the company, what they think about the company and what they do in relation to their actions (their emotional connection to the company).

If you're interested in a little further reading, check out Sarah Cook's Essential Guide to Employee Engagement 

 

Breaches in a psychological contract

This occurs when an employee feels that the employer did not fulfil their promises fairly or equally. This results in the employee withdrawing their efforts to accomplish a duty to the best of their ability. Employees are less likely to cooperate with their employer. For Example, if an employer gives an employee a short deadline, the employee is less likely to over exert themselves to complete the job efficiently. Bad mouthing the company occurs to the employees friends, family and potentially other  employees creating a negative environment which is likely to lead to employee(s) looking for opportunities elsewhere.

Research has shown that most employees in fact leave a company due to a violation in their psychological contract rather than their legally binding contract of employment.

 

Benefits to the company

Happy, motivated employees that appear to have a positive psychological contract utilise their skills and knowledge to benefit the company to the best of their ability resulting in increased productivity and lower levels of employee retention. Which overall, meets the companies requirements to minimise costs on recruiting and training new employees and increases profits by increased productivity.

So, the question isn't do you have a psychological contract? but rather, what kind of psychological contract have you?

If you would like to know more about increasing Employee Engagement through CSR and getting that psychological contact with staff, contact Yellow Harbour for more information on 021 - 492 8940 or email us at info@yellowharbour.com

 

 

 

 

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Sustainability - The Latest CSR buzzword

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Corporate Sustainability is all about conducting business in the present that won't impact negatively on future generations.Think of it as a delicate CSR 'balancing act' consisting of three distinct goals, which according to Sustainabilitydegrees.com are:

  1. Environmental Protection
  2. Social Responsibility
  3. Economic Practice

It means taking into consideration EVERY dimension of how a business operates on a social, cultural, economic and environmental level. Whether in relation to your business impact on the environment, local community or employees, sustainability is where its at when discussing CSR. It gives you three key ingredients to look at, and plenty of scope in which to adopt them. Right now, the business world is ALL about sustainability. We've come through the recession, but millennial employees won't be forgetting the struggles of the past decade any time soon. Give them something to rely on, and an employee to trust.

Future-proof your business with CSR policies for each of the above goals. Don't overemphasises your environmental impact, or your employee schemes. Chose a variety of adaptable and sustainable policies that can withstand the test of time, that show you have your finger on the button when it comes to what's what in the CSR world.

The following article also gives an insight into Corporate Sustainability and how to make it a success for you.

http://www.triplepundit.com/2016/01/the-most-important-csr-trend-for-2016-a-move-toward-systems-level-thinking/

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Corporate Reputation Planning

“You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people.” 
 Stan Slap

There is a lot to be said for corporate reputation building, it is much more than simple reputation 'management'. The strength lies in the foundations; build yourself a good corporate reputation, and it can last a lifetime. The trouble is figuring out how to start. Here are a few simple tips for planning your corporate reputation, why this is so important, and how we can help.

  1. Companies that care, care.

We at Yellow Harbour work with companies who want to increase employee well being and engagement, give back to communities and do good on a national and international level. CSR strategies and corporate reputations need to rely on a simple foundation that the company DOES care. Don't use CSR as a mask. Find out what your employees care about and how they want to give back, and build from that. This not only helps them feel involved and important, but will show everyone else your company didn't just suddenly panic and jump on the CSR bandwagon. Care about the CSR strategies you are building.

2. Prepare to Fail if you Fail to Prepare.

You did the research. You know what would work best for your company and what your employees want. The local community is about to benefit from your CSR strategy. Plan it out. Find the appropriate experts who can help if they are not already available to you. Their expertise will prove honest, unbiased and invaluable. Corporate reputation planning needs a variety of inputs from several people, and often an outsider holds the key in letting you know if the CSR strategies in place are truly beneficial. Nobody want to realise three years down the line their reputation management was all just smoke and mirrors. Don't hesitate to contact us if you want to find out more about employee volunteering programmes, as well as other CSR strategies that would best suit your business

3. Reputations require time to build

Patience is a virtue. A good plan to build a positive company reputation needs to extend beyond the Christmas charity donations. Be patient, and keep on top of the strategies in place that will, in time, serve to show the world that your business has steadily built a positive corporate reputation based on its care and dedication to CSR within the company.

 

Make sure your CSR strategy can stand the test of time and watch it flourish.

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