Engagement and retention

A culture of employee recognition contributes to retention

Carol Yeoh — Mon, 03 Nov 2025 18:38:00 +0000

A culture of employee recognition contributes to retention Carol Yeoh

Employee retention remains one of the most pressing challenges for employers across Asia Pacific. While pay and progression continue to influence career choices, employee recognition is a critical driver of engagement and loyalty.

When consistently practised, employee recognition fosters motivation, boosts morale and enhances productivity – making individuals more likely to stay with their organisation.

Recent global surveys reinforce this link. Gallup and Workhuman’s 2022–2024 research found that employees who receive high-quality recognition are 45% less likely to leave within two years.

Deloitte’s 2024 Human Capital Trends report also highlighted recognition as a top factor influencing retention across the region, underscoring its role in building a culture of recognition.

For business leaders, recognition is not simply a morale booster – it's a proven way for rewarding employees and improving retention across APAC.

Read on to earn insights to any of the following questions:

Why employee recognition outperforms costly retention tactics?
What are the effective employee recognition efforts?
How can employers make employee recognition credible and consistent?
How to make employee recognition a part of company culture?
How to measure the ROI of employee recognition?

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Why employee recognition outperforms costly retention tactics

The benefits of employee recognition are tangible. When acknowledgement is embedded in workplace culture, it contributes to:

Lower turnover costs – when employees feel appreciated, they are more likely to stay, reducing recruitment and training expenses.
Stronger engagement – recognition reinforces performance-driven behaviours and collaboration, while boosting job satisfaction.
Employer branding – organisations known for valuing their people gain an advantage in competitive talent markets.

Employee recognition initiatives are also cost-effective, delivering a deeper, more positive impact than financial incentives alone. While employee rewards like gift cards or extra leave days may offer short-term satisfaction, they rarely foster the sense of value and belonging that genuine appreciation creates.

Thoughtful gestures – like verbal praise, written acknowledgement or opportunities for growth – build emotional connection and long-term loyalty, making recognition a far more powerful tool than transactional rewards.

For employers evaluating employee retention strategies in APAC, recognition offers one of the most immediate returns.

What effective employee appreciation looks like

Recognition is most effective when it is timely, specific and fair. These principles are particularly important in APAC, where cultural diversity means employees value acknowledgement in different ways.

For instance, applauding an outstanding performance over a challenging project helps keep employees motivated and reinforces their contributions. Other effective employee recognition examples include celebrating milestones, acknowledging behind-the-scenes efforts, or highlighting team wins in public forums.

In hybrid or remote environments, acknowledging employees' work effectively requires additional effort. Remote employees especially benefit from visible and timely recognition, which helps bridge the gap created by physical distance.

Employers should use digital platforms to enable peer-to-peer recognition, ensure managers recognise contributions in virtual meetings, and create visibility for achievements across dispersed teams.

Tools like Microsoft Teams can be leveraged to celebrate employee achievements in real time, keeping the entire team engaged. This strengthens the culture of recognition regardless of working arrangement.

How can employers make staff recognition credible and consistent

While frequent recognition can impact employee engagement positively, they can lose its impact if it becomes inconsistent or insincere. Employers should avoid bias, ensure that recognition does not feel generic, and provide training so managers deliver feedback authentically.

Encourage employees to give feedback on recognition practices to ensure they feel meaningful and inclusive. Addressing these challenges ensures recognition strengthens – rather than undermines – employee trust and engagement.

For employers, credibility is critical in embedding recognition programmes as a long-term retention strategy.

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How to make employee recognition a part of company culture

Sustainable recognition goes beyond isolated gestures. It should be integrated into performance management, leadership behaviours and organisational values. Examples include:

Making recognition a regular agenda item in team meetings.
Encouraging peer-to-peer appreciation through internal platforms.
Linking recognition to company values, reinforcing behaviours that align with strategy.

Integrating employee recognition initiatives into daily routines helps motivate employees and strengthen team bonds. By embedding recognition into everyday culture, organisations reinforce the benefits of employee recognition and build stronger retention strategies across APAC.

How to measure the ROI of employee recognition

To ensure recognition delivers results, employers should measure its effectiveness. Key indicators include retention rates, engagement survey results, internal mobility and productivity.

Recognition platforms can also provide real-time data, enabling HR leaders to track outcomes and refine approaches. Tracking the employee experience through surveys and feedback loops helps quantify the positive impact of recognition efforts.

Clear metrics not only validate recognition programmes but also demonstrate their contribution to business performance.

Employee recognition as a foundation for retention success

Employee recognition is no longer optional. In today’s APAC workplace, where mobility is high and competition for talent is fierce, recognition directly influences engagement, loyalty among team members, and retention.

By embedding it into culture, ensuring it is credible and consistent, and tracking its impact, employers can turn recognition into a strategic driver of workforce stability and business growth.

Want to explore employee recognition ideas that empower employees and boost morale across your entire team? Get in touch with Michael Page consultants to explore tailored strategies for your organisation.

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Carol Yeoh

employee retention

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12 ways to create work-life balance for employees

Simone Wu — Mon, 10 Mar 2025 16:17:06 +0000

12 ways to create work-life balance for employees Simone Wu

As we navigate through the ripples of an era that the COVID-19 pandemic so sternly marked, the paradigm of work has drastically shifted. The pandemic has acted as an impetus for millions around the globe to reassess their work-life situations and determine what truly matters.

Priorities, which once hovered around career advancement and hefty paychecks, have been realigned, painting a different picture of what employees now covet the most – a balanced life.

In an unprecedented surge of introspection, the pursuit of happiness and fulfilment, characterised by an equilibrium between professional commitments and personal well-being, has emerged as paramount. This shift signals a new age for workplace culture, where achieving work-life balance surpasses the lure of higher salaries.

Related: Hong Kong Salary Guide 2025

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The new workforce mindset: Work-life balance as a priority

Amid the lingering shadows of the pandemic, the concept of work-life balance changed from being a largely intangible and hypothetical conversation before the pandemic to a very real and undeniable aspect of everyday life.

Hong Kong Talent Trends Report sheds some light on this global shift. It illustrates the universal significance of work-life balance that no longer seems an elusive idea but a tangible, everyday necessity.

A notable 44% of parents acknowledged work-life balance as the critical determinant of job satisfaction, and 57% of individuals without children, echoed the same sentiment.

This report also reveals a startling revelation – an overwhelming 90% of the workforce is open to exploring new career paths. This finding points to an unprecedented surge in professional introspection.

Furthermore, when deciding factors in job choices, work-life balance has emerged as the top contender, with 52% of the respondents listed work-life balance being more important than financial remuneration.

The shift towards this balanced life has been so profound that it hasn’t shied away from influencing some of the most pivotal career decisions. People would place more value on work if they feel valued by their employers.

If they do not feel valued, they will leave and look for a new job that aligns with their personal values. A significant 43% of individuals admitted their willingness to forgo a promotion if it poses a threat to their well-being.

This is an undeniable testament to the changing landscape of work culture, where work-life balance is now prioritised over potential advancements in career or earnings.

In this new epoch, the narrative is clear. The desire for better work-life balance has trumped the allure of bigger paychecks and lofty career advancement. The recent pandemic has tested our resilience and catalysed a profound transformation in our perception of work, success, and, ultimately, the quality of life.

The role of leadership in promoting work-life balance

This paradigm shift demands a rethinking from employers seeking to attract top talent and retain top performers. The reliance on non-monetary incentives to enhance their talent offerings is no longer enough.

The onus is now on the leadership within organisations to look beyond the allure of grand salaries and lucrative promotions and, instead, foster an environment conducive to work-life balance.

Achieving such balance is not a one-size-fits-all concept; it morphs and adapts, shifting in accordance with the culture and unique needs of each organisation. And then there’s the role itself. For a 9-to-6 office worker, the elements required to attain a work-life balance might differ vastly from a retail worker.

Moving forward, leaders need to remember that the path to a healthier work-life balance will be a unique journey for each company. At its core, these practices are not merely for ticking off boxes; rather, they should aim at fostering a workforce that makes employees feel not just seen but truly valued.

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How to achieve work-life balance in the workplace

Cultivating an environment where employees are more supported and engaged can enhance productivity and create a harmonious, fulfilling workplace. Ahead are 12 ways to help companies create a good work-life balance for employees in the workplace.

1. Communicate the importance of wellness and work-life balance

Make it clear that employees’ well-being is a priority to the company, and actively encourage them to seek a balance between their professional and personal lives. This can be done through internal communications as well as daily interactions, which also contribute to employee engagement.

Workshops and educational programs focusing on wellness and work-life balance can become regular features in a company’s repertoire, offering opportunities for personal growth, ranging from strategic thinking, fitness, culinary arts, or parenting.

2. Establish a clear understanding of working hours

To prevent the spectre of work from invading the sanctuary of personal time, it is vital to define a healthy range of working hours and discourage unnecessary overtime. This could mean leaders taking the initiative to avoid sending emails after work hours, thus reinforcing a boundary between professional commitments and personal time.

3. Incorporate recharge periods or synchronous breaks

To prevent burnout and enhance productivity, building regular breaks into the work culture is essential. This could mean being flexible and providing a day off after a peak-work period to compensate for the additional efforts employees put into meeting deadlines. Instituting an extra paid leave day for employees to focus on their personal well-being could be another step in this direction.

4. Offer flexible working arrangements

Flexibility in scheduling and work location can help employees better manage their personal responsibilities and preferences. This is also largely dependent on the type of job. While it may be easier for desk-bound employees to adopt a hybrid or remote work model, flexible work schedules could be considered for employees working in retail or factories.

5. Focus on productivity and not hours worked

Shift the focus from time spent working to the quality and outcomes of work produced, fostering a results-oriented culture. A company might introduce a results-oriented work environment (ROWE) where employees are evaluated on their performance, not their time spent in the office.

6. Get to know employees’ personal situations

Understanding the individual needs and challenges of your employees can help tailor support and flexibility, promoting a more inclusive and understanding workplace. Learn about their personal relationships, home life and their personal goals.

For example, employees may come to you for time off because they need to bring their pets to the vet or perhaps visit family at the hospital. Being flexible with such situations can also help build employee loyalty.

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7. Encourage people to ask for help

Foster a company culture where seeking assistance is seen as a strength, not a weakness, to ease workload pressures and promote collaboration. The aim is to form a secure haven where team members feel confident to seek help when faced with roadblocks or difficulties.

The focus is not just to institute initiatives that encourage help-seeking but to foster an ambience where assistance is readily available, and help-seeking is comfortable.

8. Encourage employees to use vacation time

Stress the importance of taking time off to rejuvenate. This can help reduce burnout and boost productivity upon return. Many employees feel that they need to justify their time off, which can be a barrier to them taking their vacation.

Remind them it’s their personal time, and they can use it as they wish. Managers can also provide gentle reminders to those with a surplus of unused vacation days to encourage them to take a breather for their overall well-being and better work-life balance.

9. Don’t glorify overworking

Underlining that rest is a cornerstone of high-quality output. Leaders must set the right example by demonstrating the importance of a work-life balance. This may involve logging off at an appropriate hour and prioritising self-care.

A leader must foster open communication, transparency, and empathetic leadership. It is crucial that managers regularly review workloads to make sure employees can manage their workload, improve their time management skills, and employees should feel comfortable sharing if they feel overwhelmed.

10. Support your employees’ physical and mental health

Provide resources and benefits to help employees manage their health, such as fitness memberships or wellness programs. Similarly, offering mental health resources, flexible work arrangements, consistent work schedules, and adequate staffing to prevent health issues and burnout can bolster mental health and job satisfaction.

11. Get rid of toxic employees

Foster a positive workplace culture by addressing toxic behaviour promptly, as that will improve morale and reduce stress among the team. Toxic culture, when not addressed, can lead to chronic stress in employees. A clear code of conduct, transparent reporting systems, and prompt responses to harmful behaviour are all measures that can help foster a respectful and positive work ambience.

12. Lead by example and model work-life balance

The most important aspect that can contribute significantly to helping employees achieve true work-life balance is for leaders to lead by example and mirror the work-life balance they desire for their employees. Taking time off for personal engagements, avoiding work emails after work hours, and even taking a substantial vacation to unwind and recharge will set a powerful example for employees to do the same.

Organisations should keep in mind that there isn’t a one-size-fits-all approach to achieving work-life balance and employee well-being. Leaders must be discerning and adaptable to meet the unique needs of their organisations and employees.

Open communication and purposeful action can cultivate a healthier, more balanced workplace. With these measures, employers can aim to traverse this new talent landscape to support employees and create a work environment that prioritises healthy work-life balance.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

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Why an effective onboarding process is more important than you think

Simone Wu — Tue, 04 Mar 2025 02:41:38 +0000

Why an effective onboarding process is more important than you think Simone Wu

The saying “you never get a second chance to make a first impression” never rings truer than when referring to the onboarding process — one of the most important steps a company can take to stay ahead in today’s busy job market.

Despite popular belief, the hiring process doesn’t end after an employee signs the contract and turns up for their first day of work — in fact, it should continue well into the following months of their tenure. This onboarding period will make all the difference to your new hire’s level of retention, engagement, satisfaction and, most importantly, productivity.

According to the Harvard Business Review, 22% of companies have no formal onboarding programme, and yet research suggests that onboarding may be the most critical time in the overall experience of working at a company. The most innovative companies understand that building an effective onboarding programme is both an iterative and ongoing process, and extending this process beyond the first month further cements that strong employee experience — from hire to retire.

Read on to find out what these new-hire blind spots are, and how your organisation can benefit from strategic employee onboarding.

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What are the benefits of the onboarding process?

Word spreads quickly within professions, so your new hires are likely to share their experiences — both good and bad — with their peers, either via word of mouth or on blogs and social media. If you’ve managed to make a good first impression, their positive accounts of company culture will make it much easier to attract the best talents the profession has to offer.

Employees who undergo a good onboarding process are also more likely to stay and become long-term employees. Nearly 33% of new hires look for a new job within their first six months on the job, and that figure is even higher among millennials. However, 69% of employees are more likely to stay with the company for at least three years if they’ve had a positive onboarding experience.

The organisational costs of employee turnover are estimated to range from 100% to 300% of the replaced employee’s salary, which makes it even more valuable to ensure that your talents’ orientation programme is optimised if you’re seeking higher retention rates and lower costs in the long run.

Being part of a new company can be intimidating, if not stressful and distracting. Research by Glassdoor has shown that organisations with a strong onboarding process can improve productivity by over 70%. Getting new hires up to speed with the company’s culture and job expectations as soon as possible translates into positive attitudes, giving them the motivation to be productive, engaged and efficient.

What can you do to contribute to the best onboarding experience?

It’s paramount that you instil new hires with a clear sense of what their position is in the company, and how they can contribute to your mission, values and culture.

The time between the offer acceptance and start date is crucial. Sharing job-relevant information and documentation, an itinerary for the first week (at least) and background details on some of the assignments they’ll be taking on can be extremely helpful in easing them into their position. Even a simple welcome email from the team can go a long way.

An employee’s compatibility with their work environment has a major impact on their everyday life, so when day one comes around, take time to introduce your new member to the team, give them a thorough tour of the office or even organise a team lunch to break the ice.

One of the most effective ways of onboarding, however, is designating a mentor to your new recruit. This buddy system not only creates a more productive working environment, but also provides context around the work that they’re about to undertake, which can help new staff fully understand their job and how best they can contribute to their team.

According to the Human Capital Institute, 87% of organisations that assign a buddy during the onboarding process agree that it’s effective in speeding up the new staff’s proficiency; however, less than half of companies include this as a strategy. In addition, 56% of new hires who met with their onboarding buddy at least once in their first 90 days also indicated that their buddy quickly helped them to become productive in their role. That number increases exponentially the more often the new hire and their buddy got together for meetings.

Once that working relationship is established, set and manage expectations, and check back regularly with your new employee to ensure they’re not getting left behind.

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How do you go digital with a new hire?

Integrating new hires into your company when working remotely — as per the “new normal” — can seem tricky, yet a little creativity and the willingness to adapt are all it takes. You don’t have to overhaul your current onboarding process completely. Instead, evaluate each step to determine which parts can be converted into a virtual set-up.

Instead of in-person introductions, organise virtual meetings and encourage the use of video so your new hires can put faces to names. Software programmes that offer online training sessions can also be an excellent tool for bringing them up to speed. Organising documents on a cloud-based file-sharing platform means that materials are accessible at all times, making collaborative efforts within the team easier.

Clear communication, regular check-ins and feedback are key, just as they are in a physical office. Suggesting specific team members to direct questions to, as well as providing contacts for the finance or IT departments, can prevent frustrating lapses in productivity. In a world that’s no longer limited by physical geography or long distances, virtual onboarding can be a highly effective mechanism that gets the right messages across from the start, no matter where you are.

Making a positive impact on your fresh hire from the day they sign the contract is crucial, and we’re not only talking about motivating them to stay for the long haul. A well-executed onboarding system saves the company valuable time and money, but is also imperative in employer branding and can signal to potential hires that you’re an establishment worth working for.

Michael Page

How to conduct a 360 degree appraisal

Naren Sankar — Fri, 19 Jul 2024 14:20:15 +0000

How to conduct a 360 degree appraisal Naren Sankar

Select a representative group: To gain a well-rounded perspective, it is essential to collect feedback from a group of 5 to 10 colleagues who interact regularly with the employee. This group should include managers, peers, and direct reports to provide a well-rounded perspective.
Choose the data collection method: Online surveys are commonly used for gathering feedback in 360-degree appraisals due to their efficiency and anonymity. Alternatively, face-to-face interviews or structured discussions can be conducted for more in-depth insights, especially in smaller teams or organisations.
Ensure anonymity: Guarantee respondents that their feedback will remain anonymous. This assurance encourages honest responses, which are essential for the appraisal's effectiveness.
Communicate the purpose: Clearly explain the purpose of the 360-degree survey to all employees. Transparency helps prevent misunderstandings and ensures everyone understands the goal of fostering professional growth and development.
Involve the employee: Ask the employee to complete their own survey. Self-assessment allows the employee to reflect on their performance and provides a baseline to compare with the feedback from others.
Set a minimum interaction period: All participants should have worked with the employee for at least six months. This requirement ensures that the feedback is based on sufficient interaction and observation.
Compile and analyse data: Once the performance feedback is collected, compile and analyse the feedback data to identify patterns and trends. Look for consistent themes that can provide valuable insights into the employee's behaviour and performance. Utilise software or tools designed for data analysis to simplify the process.

Human resources should be involved in successfully implementing a 360-degree appraisal system. HR professionals are often responsible for designing the feedback system, ensuring the anonymity of responses, and guiding managers and employees through the appraisal process.

Handling negative feedback can be challenging but essential for personal and professional growth. Here are some tips for helping employees effectively manage challenging feedback:

Maintain a positive mindset: Approach negative feedback with an open mind and a willingness to learn and grow. Instead of viewing it as criticism, see it as an opportunity for improvement.
Seek clarification: Don't hesitate to seek clarification if feedback is unclear or ambiguous. Ask for specific examples or suggestions for improvement to understand better the areas needing development.
Develop action plans: Use the feedback as a catalyst for action. Identify specific steps you can take to address the feedback and improve in areas of weakness. Set realistic goals and timelines for implementing changes.
Focus on solutions: Rather than dwelling on the negative aspects of the feedback, focus on making improvements. Use the feedback to identify areas where you can excel and make a positive impact.
Seek support: Don't be afraid to seek support from mentors, colleagues, or a coach. Discussing feedback with others can provide valuable insights and perspectives, helping you navigate challenges and develop effective strategies for improvement.

Fostering growth through constructive feedback

360-degree appraisals are a valuable employee performance management tool for fostering professional development and improving overall organisational performance. By carefully collecting and analysing feedback and focusing on constructive criticism, organisations can help employees develop their skills and behaviours, ultimately contributing to the company's success.

Performance evaluations can significantly boost employee engagement by fostering a culture of transparency and continuous feedback to track progress, making employees feel valued and involved in their personal and professional development.

Implementing these appraisals thoughtfully and effectively ensures that the organisation and its employees can reap the benefits of this comprehensive feedback tool.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

Michael Page

提升員工參與度的五種方式

ken — Mon, 18 Mar 2024 06:29:28 +0000

提升員工參與度的五種方式 ken

留住人才與生產力策略，已經逐漸變成各個地方的公司重要的考量，讓員工投入工作，已經是今日企業領導者重要的待辦事項。

但是，要建立一套真正有效的策略讓員工投入工作，並不是一件容易的事。想要成功激勵員工投入工作，就必須針對每個人的特別需求和動力來源量身打造。

為什麼要投資時間金錢，來讓員工投入工作？

投入工作的員工會自願投資額外的時間和精力，主動促使業務成功。他們在工作裡感受到明確的目標後，更會將滿腔熱忱、熱情與精力投注在工作裡。

也因為投入工作的員工更有幹勁、更賣力而且更忠誠，所以通常會有比較好的工作表現，當然就能為客戶和公司帶來更好的工作成果。利用下列 5 個技巧，促使員工更投入工作：

確定掌握能鼓舞員工的領導能力

有能力、熱情與實際經驗的領導者，才是員工投入工作的關鍵。表現出你對員工真的很關心，花些時間了解他們的需求和抱負，這樣能幫你傳達一些訊息，讓他們知道自己的貢獻有人重視，他們就會樂意並渴望追求成功 (無論是個人還是團隊的成功)。

定期和他們聊聊，想辦法改善他們對公司環境的體驗。這點可以透過非正式的管道去做，例如平常的聊天或偶爾舉辦和工作無關的活動。提出更正式的員工調查和反饋管道，了解他們的動力來源。了解員工對成功的定義，以便創造一個有利他們實現成功的環境。

提供成長機會

如果員工覺得自己不受重用，保證會自動離職。所以會投入工作的員工，應該要有機會適當發揮自己的技能，並且受到鼓勵延伸這些技能而不斷追求進步。

和你的員工談談他們的職涯規劃。他們目前的工作能充分運用強項並且發揮能力嗎？若不行，可以計畫增加一些工作內容。他們的職涯有朝著他們想要的方向前進嗎？試著在公司內部安排一條路徑，並且對升遷的目標取得一致的意見。有沒有新的專案或讓他感興趣的專案，能讓他參與並擴大工作技能？也許借調到不同的部門或地點，變換一下工作內容或環境，剛好是他繼續投入工作所需要的。

討論一些能幫他在公司內部繼續前進的培訓和發展機會，並對於提高績效的方法提供明確一致的建議。適時表現你的關心，而且願意幫員工維持工作滿意度，最後一定會看到回報。

讓所有員工覺得工作有意義

員工會投入工作，是因為相信他們做的事情重要而且有價值，他們會覺得自己努力在做一件有意義的事，也會對自己的努力結果感到自豪。

身為主管，一定要經常強化員工的角色對整個公司的重要性。幫助他們看到他們的行動與公司的成功之間有直接的關聯，即使是最小的工作也會一定的貢獻。

設定目標和挑戰讓員工達成，就能讓他們更感覺到工作的目的。給他們自主權來改善做事情的方法，讓他們覺得受到信任和尊重，也可以讓他們參與決策，覺得自己有權決定公司的方向。

找到表揚和獎勵員工的方式

如果想要激發員工充分發揮才能，就必須讓他們知道自己的努力會獲得表揚及獎勵。定期感謝他們的努力，證明他們的努力你都注意到了，再鼓勵他們進一步提升績效。

抽時間慶祝工作的成就，用一些員工覺得有意義的方式給予獎勵和表揚。慶祝活動不一定要奢華才有意義，可以預約一場團體午餐，和更多同事分享勝利成果；或是在漫長的路程中達到一個里程碑就送個小禮物，都能作為表揚和獎勵員工的方式。

相關文章：花費不高卻能有效激勵員工的 9 個方法

雖然有競爭力的薪資和優渥的福利，是應徵者接受工作很重要的刺激誘因，但是提供一些激勵措施讓員工追求更高績效，還能讓員工加倍努力工作，幫助他們延長從事這份工作的時間。

人，是公司文化的核心

人，是公司最大的財富，能夠了解這一點的公司，就能獲得為工作奉獻、投入的員工。最近這幾年，公司還要考慮員工在辦公室以外的生活。

也就是公司要了解員工的家庭責任，考慮採取一些做法，讓他們能夠更輕鬆地平衡工作與家庭生活。這方面也許可以用彈性上下班時間或在家工作之類的安排。

鼓勵員工從事社交活動，並且定期舉辦一些凝聚團隊向心力的活動，讓員工能在努力工作和社交玩樂之間取得良好的平衡。透過各種不同的方式促使員工分享看法、提出建議和改進的意見，例如「意見箱」，或是一個比較難做到但更有用的方法，就是「培養誠實表達意見的文化」。

覺得自己受到重視、說話有人要聽、同事之間友善忠誠，這樣的工作環境才能讓員工積極投入工作。

Michael Page

4 strategies to improve employee retention amid the Great Resignation

ken — Mon, 18 Mar 2024 06:26:05 +0000

4 strategies to improve employee retention amid the Great Resignation ken

Over the past three years amid the COVID-19 pandemic, there has been a wave of resignations around the world. The Great Resignation, which was coined by Texas A&M University Professor Anthony Klotz to describe the significant increase in employees quitting their jobs as a result of this year's COVID-19 pandemic, shows no signs of abating any time soon.

Early in 2021, much was said about the Great Resignation: the year would be characterized by unprecedented movements of talent. The attention paid to headlines obscured the larger picture that has existed for a much longer period of time. By 2021, it was widely accepted that the worst of the situation had passed.

Even though resignation rates increased even higher than expected, this number doubled in 2022, according to our Talent Trends 2023 survey report. This is when, according to most, it should have stabilised.

It was revealed in our study that 59% of the Asia-Pacific workforce is actively seeking employment this year, and this number is expected to rise throughout 2023.

Changing workplace priorities on flexibility and work-life balance, evolving career priorities, and employees’ expectations regarding how they are treated by their employers have all contributed to this significant shift.

Make flexible working the standard

The pandemic has fundamentally disrupted how we work and left the traditional 9-to-5 workplace firmly in the past. Flexible work policies promote equality, increase retention and reduce exhaustion, burnout and fatigue.

Employers need to stop waiting for things to return to pre-pandemic times — how we work has forever changed. Companies that transform their mindsets from simply tolerating flexibility to embracing it as a good business strategy will have significantly better retention rates.

People don’t want hard and fast rules regarding flexibility — they want your trust to make the right decisions. Companies focusing on adaptive flexibility policies that aim to deliver at an individual level and avoid one-size-fits-all rules will have a much better chance of limiting the leaky bucket this year.

Unless a company’s approach to flexibility is holistic and end-to-end, using benefits like “hybrid work” as a selling point will not stand out to prospective talent. Instead, they become a hygiene factor in a job ad akin to vacation policy.

As companies explore what the ‘new normal’ will look like, it is critical to consider how flexible work can be embedded into organisational culture, supported by strong policies and strategies. Providing the flexibility employees now expect – in terms of place, working hours, job description and career paths – will be vital to retaining staff over the long term.

Provide opportunities for development

Career progression and personal growth consistently sit at the forefront of what motivates people to stay or leave. It requires leadership to authentically commit to career progression as a critical element of its company culture and make that believable and actionable through the resulting employee experience every day. And while offering robust career development to all employees is a big ask, top talent should feel consistently engaged and supported to grow.

The more they grow and experience new things, the less motivated they may be to keep their eyes on job boards. Employers should ensure that the pay is aligned with the market and compete for talent by focusing on career advancement and promotion.

Career development must be transparent, integrated into company culture, and authentically delivered through the employee experience. For a start, companies should develop a progression pathway for ambitious employees; adjust the period between promotion and retirement to below two years to improve retention and ensure compensation keeps pace with seniority.

Companies can provide training and development opportunities, such as mentorship programs, skills training, and career coaching, to help employees build new skills and advance in their careers.

Regular performance evaluations and feedback can also help employees understand where they stand regarding their career progression and what steps they can take to reach their goals.

Companies can also show their commitment to career progression by offering internal job postings, opportunities for cross-functional collaboration, and competitive compensation and benefits packages.

By providing resources and support for career development, companies can demonstrate their commitment to helping their employees achieve their career goals and grow within the organisation.

Foster meaningful work

Engaged, satisfied employees understand that their work is essential, find purpose in their day-to-day responsibilities and take pride in the results of their efforts. From a management perspective, it is crucial to reinforce the relationship between your employees’ roles and your company’s purpose and values.

Have regular, transparent conversations about the company’s objectives and how employees’ efforts contribute to success. Also, invite employee feedback about company strategies and initiatives to instil a sense of ownership over the company’s direction.

Develop a data-driven retention strategy

Understanding and measuring the key drivers of retention at your company – and conversely, the predictors of resignation – is essential to developing a successful long-term retention strategy.

Employee engagement surveys, candidate feedback and exit interviews can all offer valuable insights into the success of your retention initiatives and areas that need to be improved moving forward.

5 steps to develop a data-driven retention strategy:

1. Identify key data points

Companies should first identify the critical data points they need to track to develop a retention strategy. This may include employee turnover rates, reasons for leaving, employee engagement levels, performance metrics, and demographics.

2. Analyse the data

Once the data is collected, companies can use analytics tools to analyse the data and identify patterns and trends. This can help companies identify areas where they may lose employees and understand the root causes of turnover.

3. Develop targeted retention initiatives

Based on the insights gained from data analysis, companies can develop targeted retention initiatives to address specific areas of concern. For example, suppose data shows that employees resign due to lacking growth opportunities. In that case, companies can develop career development programs or mentorship initiatives.

4. Monitor and adjust

To ensure the retention strategy is effective, companies should monitor the success of their initiatives and make adjustments as needed. Regularly reviewing data and adjusting retention initiatives based on new insights can help companies avoid potential retention issues.

5. Communicate with employees

Companies should also communicate with employees about their retention strategy and the initiatives being implemented. This can help employees feel heard and valued, and it can also increase employee engagement and retention.

Discover the latest talent trends in our 2023 Talent Trends report, The Invisible Revolution. This survey report findings are based on responses from 20,811 people across 12 markets in Asia Pacific.

It covers what hiring professionals need to know to address talent attraction and employee retention for the year ahead. It also highlights a change in the hiring outlook as job candidates and employees now prioritise their well-being more than ever. Download our report to find out more.

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Michael Page

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5 tips for businesses to succeed on LinkedIn in 2023 and beyond

ken — Mon, 18 Mar 2024 06:22:19 +0000

5 tips for businesses to succeed on LinkedIn in 2023 and beyond ken

In a world where first impressions are everything, the pressure to stand out can be overwhelming. Savvy business owners and recruiters know that LinkedIn is much more than just a platform for job seekers.

With more than 900 million members with over 58 million registered companies, LinkedIn is one of the most important tools in any recruiter or hiring manager’s arsenal.

In fact, more than 87% of recruiters regularly use LinkedIn. One study found that 122 million people had received an interview through LinkedIn, and 35.5 million people had been hired by a person they connected with on the platform.

Suffice it to say, LinkedIn is a leading global recruitment driver. But in an increasingly competitive landscape, how do you stand out from the pack to attract top talent to your business? There are some creative ways to leverage this powerful tool and propel your business to new heights. From mastering content marketing to building strong relationships, the possibilities are endless.

Ahead, five key ways you can make an impact on LinkedIn in the year ahead and beyond.

Tips to make your business thrive on LinkedIn

1. Empower your employees to be brand ambassadors

It is no longer good enough to simply say, “We’re an awesome company to work for!” More than ever, job seekers look for proof of an employer’s value proposition before applying for a role.

One of the most effective ways to deliver this is through your own employees' voices. Sharing positive, genuine employee stories, opinions, and experiences on LinkedIn is a powerful employer branding strategy that cuts through the noise. This strategy demonstrates authenticity to potential candidates.

So how do you encourage employees to get involved? It all comes down to communication and engagement. When you have a team that understands and values your brand proposition, they will be motivated to reflect and market that to the broader market through LinkedIn.

2. Demonstrate your company's culture

The internet today is dominated by video content, and LinkedIn isn't any different. On LinkedIn, video content is shared 20 times more frequently than any other type of content, and job listings with video have a 34% greater application rate than those without.

In 2023 and beyond, video and visually engaging content will be critical to standing out from the pack on LinkedIn. If you include visual elements in your content mix and don't limit yourself to job listings, you can capture your target audience's attention.

Candidates want to experience your workplace culture and people, so use creative ways to share stories about your workplace and highlight reels.

3. Establish your company as a thought leader

A company's goal in content marketing is to create and share informative, valuable content on LinkedIn as a way to establish itself as a thought leader within their industry, and to build relationships with prospective customers and partners.

A company's target audience can benefit greatly from blog posts, industry news, case studies, and other relevant and valuable content that can be shared with them.

4. Nurture your talent pools

A talent pool is a set of potential candidates that cover all your key hiring segments. A talent pool typically includes a mix of previous job applicants as well as people with specific expertise, alumni (former employees), and generalists in a variety of fields.

In most cases, these people are not only relevant to your hiring needs, but they are also familiar with or have interacted with your company. LinkedIn can keep these people engaged by sending them job alerts, personalised content, and one-to-one interactions. When you leverage LinkedIn to build and nurture talent pools, you can hire quickly and efficiently.

5. Build company reputation

A strong presence on LinkedIn can help you build a reputation within the business community and with top talent. Success does not come overnight, but it takes time and dedication.

A key element to a winning LinkedIn strategy is having clear goals. For example, building awareness of specific talent groups or increasing the number of applicants, then communicating these goals within your organisation and implementing things over time to ensure you succeed. As always, consistency and continuous effort are the key drivers for making the biggest impact on LinkedIn in 2023 and beyond.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

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Michael Page

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7個員工缺乏工作動力的原因

ken — Mon, 18 Mar 2024 06:18:25 +0000

7個員工缺乏工作動力的原因 ken

雇主需要適時激勵員工，並確保員工健康快樂。為確保團隊發揮最佳能力，所有成員都必須全心參與投入。所謂「全心投入」在不同人身上有不同的定義，必須了解每個人的真正動力來源。

聆聽並回應員工需求，才能確保員工真心投入。若能在早期發現員工士氣低落的警號並迅速回應，可以提高員工留任比率。

以下是七個導致員工士氣低落的常見因素：

1. 缺乏職業願景

金錢只是員工動力的其中一個因素，但並不是唯一。大多數人都希望有明確的職涯目標，讓他們感受到自己在組織內可以不斷進步、升遷。職業願景有助於員工設立明確的長期目標，讓他們積極努力，向目標邁進。

2. 對工作有不安全感

接續上述內容，缺乏職業願景可能會帶來不安全感。所有員工都需要對工作有安全感，要覺得自己會在崗位上做的長久，因此雇主必須協助提供定期指導，並協助員工設定目標。

3. 感覺被低估

如果一個員工感覺自己的付出不受認可或感激，他們很快就會失去工作動力。認可員工的成就並給予應有的肯定，這是很重要的。試著確保員工的成就都能獲得獎勵 – 即使只是拍拍他的肩膀也好。

4. 缺乏培訓或發展機會

培訓與發展機會可以提升員工動力與參與感。大多數員工都會把握機會，提昇自己的能力與知識。如果職場氣氛是死氣沉沉、沒有進步也沒有啟發，員工士氣會快速降低。定期了解團隊回饋意見，了解什麼樣的培訓或發展機會有利於員工的長遠職業發展，也是員工最需要的。

5. 缺乏正確領導

有效領導是激勵員工的要件。若缺乏強而有力的領導，有些員工可能會感覺士氣低落。主管必須針對全體成員採取彈性管理方式，且要能與員工有效溝通，強化員工自信心並使努力目標更加明確。

6. 職場衝突

職場中的衝突擁有巨大的破壞力。正面的辯論通常能提升生產力，但務必要避免任何型態的職場威脅或欺凌。有些員工可能不敢表達看法，這就是為什麼要透過匿名員工調查來找出問題所在。

7. 工作量失衡

定期檢視公司對員工的期望與要求是否合理。如果員工感覺其工作量明顯過重，到了不可能完成的地步，他們可能會覺得壓力過大，並失去工作動力。同樣地，如果員工工作量過輕，或是工作性質太過單調，他們也會對工作失去興趣。

Michael Page

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Employee retention strategies amid the Great Resignation

Simone Wu — Mon, 22 Jan 2024 10:00:00 +0000

Employee retention strategies amid the Great Resignation Simone Wu

The past three to four years have seen a wave of resignations around the world. The Great Resignation, a term coined to describe the significant increase in employees leaving their jobs amid the COVID-19 pandemic by Texas A&M University Professor Anthony Klotz, is not showing any signs of slowing down. This talent movement is also strongly reflected by the popularity of our article, Resignation Letter Templates, in recent years.

Our study found that 59% of the Asia-Pacific workforce is actively seeking employment this year, coupled with the increasing uncertainty in the global economy, which means that this number is expected to increase throughout 2023.

This seismic shift has been driven by an increased focus on flexibility and work-life balance, evolving career priorities and employees’ growing expectations around how their employers should treat them.

Make flexible working the standard

Provide opportunities for development

Companies can provide training and development opportunities, such as mentorship programs, skills training, and career coaching, to help employees build new skills and advance in their careers.

Regular performance evaluations and feedback can also help employees understand where they stand regarding their career progression and what steps they can take to reach their goals.

Companies can also show their commitment to career progression by offering internal job postings, opportunities for cross-functional collaboration, and competitive compensation and benefits packages.

By providing resources and support for career development, companies can demonstrate their commitment to helping their employees achieve their career goals and grow within the organisation.

Foster meaningful work

Develop a data-driven retention strategy

Understanding and measuring the key drivers of retention at your company – and conversely, the predictors of resignation – is essential to developing a successful long-term retention strategy.

Employee engagement surveys, candidate feedback and exit interviews can all offer valuable insights into the success of your retention initiatives and areas that need to be improved moving forward.

5 steps to develop a data-driven retention strategy:

1. Identify key data points

2. Analyse the data

3. Develop targeted retention initiatives

4. Monitor and adjust

5. Communicate with employees

Michael Page

How to prevent employees from job hopping

Naren Sankar — Thu, 11 Jan 2024 08:16:59 +0000

How to prevent employees from job hopping Naren Sankar

In today’s fast-paced job market, job hopping has become prevalent. The culture of long-term service to a single company is becoming obsolete.

People are increasingly open to exploring new opportunities, and job hopping has become the norm. Employers are often faced with the challenge of retaining their employees and preventing them from seeking new opportunities elsewhere.

Understanding the reasons behind job hopping and implementing effective strategies to prevent it is crucial for businesses to maintain a stable workforce.

Understanding the phenomenon of job hopping

Before delving into the strategies to prevent job hopping, it is crucial to understand what job hopping means. Job hopping is defined as the act of frequently changing jobs within a short period of time. This trend has risen in recent years, with employees being more willing to explore different opportunities.

Defining job hopping

Job hopping is characterised by employees who change jobs every few years or months. It is a departure from the traditional career path, where individuals would commit to a single employer for a longer period.

It can be seen as a strategic move for individuals looking to enhance their skill sets, broaden their professional network and increase their salaries. By switching jobs, employees and job seekers can gain exposure to different industries, work cultures, and management styles, ultimately contributing to their overall career development.

Job hopping can also result from external factors such as economic instability or company downsizing. In such situations, employees may have no choice but to seek new employment opportunities to secure their financial stability.

The rising trend of job hopping

The workforce, especially among younger generations like Millennials and Gen Z, is more inclined towards job hopping as a means of career advancement, skill acquisition, and personal fulfilment. While the trend of job-hopping predated the pandemic, COVID-19 influenced and amplified its trajectory. Here’s why:

Remote work opportunities: The widespread adoption of remote work during the pandemic made it easier for people to explore new careers and job opportunities without geographical constraints, and away from prying eyes in the office.

Reevaluation of work-life balance: The pandemic led many to reassess their work-life balance and career choices, prioritising personal well-being and flexibility. People are more empowered to seek opportunities that best fit their lifestyle and career goals.

Increased focus on mental health: There was a heightened awareness of mental health and its importance in the workplace. Employees began seeking out employers who offered better support in this area.

Economic uncertainty and resilience: The economic impact of the pandemic also played a role, as some individuals were forced to job-hop due to layoffs or to seek more secure or better-compensated positions.

Demand for specialised skills: Technological advancements created new industries and job roles, and this has resulted in a higher demand for specialised skills and expertise. As a result, employees are more inclined to switch jobs to capitalise on these emerging opportunities and stay relevant in the ever-evolving job market.

Traditionally, employers may view frequent job changes as a lack of commitment or loyalty, impacting an individual’s reputation and future job prospects. They still do. However, given the prevalence of job-hopping, employers who view a candidate’s history of frequent job changes unfavourably risk missing out on qualified talent in a highly competitive talent market.

At the same time, employers need to be cautious about candidates who leave jobs too quickly without clear reasons, as it could indicate issues with commitment or performance.

Related: How to be a good team leader

How job hopping impacts businesses

Job hopping can have significant implications for businesses, both financially and operationally. Employers need to recognise the impact and devise strategies to mitigate its effects.

When employees frequently switch jobs, it can create a ripple effect of financial burdens for businesses. The costs associated with recruitment, training, and onboarding new hires can be substantial. Not only does the company have to invest time and resources in finding suitable candidates to hire, but they also need to allocate resources to train these new employees.

This constant turnover can drain the company’s financial resources, hindering its ability to invest in other areas of growth and development. The financial implications of job hopping go beyond recruitment and training costs. Losing intellectual capital and institutional knowledge can have long-term financial consequences for businesses.

When experienced employees leave, they take with them valuable insights, expertise, and relationships that they have built over time. This loss can result in a decline in productivity and performance, as new hires may take time to adjust and learn the intricacies of the job.

How job-hopping affects team dynamics and morale

Job hopping not only affects a business’s financial stability but also significantly impacts team dynamics and morale within an organisation.

Frequent departures can create a sense of instability among the remaining employees. The constant turnover can make employees question the stability and prospects of the company, leading to decreased morale and job satisfaction.

When employees see their colleagues leaving one after another, it can create a domino effect, where more employees consider job opportunities elsewhere. This can further exacerbate the turnover problem, resulting in a vicious cycle of departures.

On top of that, the constant flux of new faces can disrupt team dynamics as employees struggle to build cohesive working relationships. This can hinder collaboration, communication, and overall productivity within the organisation.

The departure of experienced employees can lead to losing mentorship and guidance for junior staff members. Without experienced individuals to learn from, employees may feel a lack of professional growth opportunities, which can further impact morale and job satisfaction.

Why do people job-hop?

To effectively prevent job hopping, employers must understand the underlying reasons that drive employees to seek new opportunities. By addressing these root causes, businesses can create an environment that encourages loyalty and commitment.

Lack of career growth opportunities

Employees strive for career growth and development, and if they feel stagnant in their current roles, they are more likely to explore opportunities elsewhere. Employers can prevent this by providing clear career paths, promoting from within, and offering training programs for skill development.

Inadequate compensation and benefits

Employees who feel undervalued or underpaid are more likely to seek higher-paying positions, so employers should regularly evaluate their compensation packages and ensure they are competitive.

Besides a higher salary, offering attractive benefits such as healthcare, insurance plans, gym memberships and flexible work arrangements can also enhance job satisfaction and loyalty.

Poor work-life balance

A healthy work-life balance is a priority for many employees. Those who feel overwhelmed and unable to maintain a satisfactory balance are more susceptible to job hopping.

Employers can address this issue by promoting flexible work arrangements, encouraging time off, and promoting employee well-being and work-life balance initiatives.

Actionable strategies to prevent job hopping

Understanding the underlying causes of job hopping empowers businesses to craft effective strategies aimed at curbing this trend.

By addressing these key factors, companies can foster a more stable and satisfied workforce, reducing the frequency of employees seeking opportunities elsewhere.

1. Create a positive work environment

A positive work environment plays a crucial role in employee satisfaction and retention. Employers should foster a culture of respect, open communication, and collaboration. Recognising and rewarding employee achievements can also contribute to a sense of belonging and loyalty.

2. Offer competitive compensation packages

Competitive compensation packages are vital in attracting qualified talent and retaining top performers. Employers should regularly benchmark their salaries against industry standards and adjust accordingly. Besides salary, performance-based incentives and bonuses can further incentivise employees to stay with the company.

3. Provide opportunities for professional development

Investing in employee development can demonstrate a commitment to their growth and success. Offering training programs, mentorship opportunities, and career coaching can help employees develop new skills and advance within the organisation. Providing opportunities for personal and professional growth can significantly reduce the urge to job-hop.

4. Implement employee retention programs

While implementing strategies to prevent job hopping is crucial, it is equally important to proactively engage employees and foster their loyalty through well-designed employee retention programs.

Employee engagement initiatives

Engaged employees are more likely to stay committed to their organisation. Implementing initiatives such as regular feedback sessions, team-building activities, and employee recognition programs can foster a sense of loyalty and satisfaction. Employers should strive to create an inclusive and supportive work environment that values each individual’s contributions.

Mentorship and leadership programmes

Mentorship and leadership development programs can provide employees with guidance and support, encouraging their professional growth within the organisation.

By connecting employees with experienced mentors and providing leadership training opportunities, employers can nurture their talent and promote long-term loyalty.

Creating a loyal workforce through effective communication, empathetic leadership, and a culture of appreciation

Besides what organisations can do for their employees, the journey towards mitigating job hopping in the modern workplace also hinges on the management team.

Foremost among these is fostering open, two-way communication channels between employees and management. Regular feedback sessions are not just a formality but a crucial tool in identifying and addressing concerns before they escalate into reasons for employees to seek opportunities elsewhere.

Equally important is the role of leadership and company culture in shaping an environment that nurtures employee satisfaction and retention. Leaders who demonstrate empathy, support, and inclusivity are more likely to cultivate a workforce that is engaged and committed.

This leadership style, complemented by a company culture that actively recognises and appreciates employee efforts, goes a long way in enhancing job satisfaction and loyalty. Celebrating achievements and milestones, both big and small, can significantly boost morale and a sense of belonging.

By integrating these approaches, businesses can create a work environment where employees feel valued, heard, and motivated to grow alongside the organisation, significantly reducing the inclination towards job hopping.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

Simone Wu

How leaders can gain better engagement with their teams

Naren Sankar — Wed, 06 Dec 2023 07:51:07 +0000

How leaders can gain better engagement with their teams Naren Sankar

In my 29 years in the recruitment industry, I’ve witnessed firsthand the pivotal role a leader plays in shaping a team’s engagement and success. The dynamic of this relationship is always evolving in a constantly changing business landscape. Here are some tips on how today’s leaders can elevate their engagement strategies:

1. Continuously communicate your vision

Exceptional leaders aren’t just visionaries but architects of a shared vision. Once this vision is in place, it needs to be talked about constantly, so people remain clear and engaged on the ultimate goals. At PageGroup, we have just launched our new global vision, so we are getting plenty of practice guiding the team successfully towards our shared objectives.

2. Master active listening

Listen to understand, not just to respond. Sometimes, as leaders, we overthink and are considering what we will say in response, rather than truly listening to what someone is saying. Top leaders are not just attentive; they’re actively engaged listeners. In our fast-paced world, the ability to pause, engage, and absorb what team members communicate is crucial.

3. Empower and develop your team’s skills

“A normal leader will use his own skills, a more adept leader will use the skills of others, but a truly talented leader will be able to inspire the skill in others.”

This drives home the point that being a good leader isn’t just about your own skills. It’s about recognising the talents of the people you work with and making the most of their abilities. That means mentoring and helping people play to their strengths, so they can be the best version of themselves, rather than someone they think they should be.

4. Infuse purpose into work

Our own purpose is ‘PageGroup Changes Lives’. When people believe what they are doing is meaningful and valuable, they will experience great motivation in their work. Today’s leaders must put purpose at the heart of their team’s endeavours. This is especially relevant in an era where entry and mid-level professionals prioritise personal values and seek fulfilment well beyond financial rewards.

5. Leverage technology for consistent communication

Incorporate the most relevant internal and external communication platforms to foster a more connected and collaborative work environment. Decide what works best for your business and caters to the digital-first preferences (not email!) of the modern workforce.

6. Passionately promote diversity and inclusion

Create a culture that values diverse perspectives and backgrounds. This enhances creativity and innovation and resonates with a global and socially conscious workforce.

In an ever-changing corporate landscape, the ability to adapt, connect, inspire and ultimately engage with your team is what distinguishes good leaders from great ones.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

Andy Bentote

employee retention

How to create a great employee experience – in the office or at home

Simone Wu — Sun, 02 Apr 2023 17:30:00 +0000

How to create a great employee experience – in the office or at home Simone Wu

Talent-short markets make it imperative for organisations to boost employee retention. To do that, employers need to focus on improving employee engagement and employee experience.

Employee engagement is the emotional connection employees have with their work and their organisation, while employee experience encompasses all the experiences an employee has had throughout their tenure with the company. While there are some overlaps, both elements come together to drive productivity and retention.

However, creating truly effective engagement strategies is no easy feat. For employee engagement initiatives to succeed, they must be tailored to each individual's unique needs and motivations.

Why should you care about creating a great employee experience?

Engaged employees voluntarily invest extra time, effort and initiative to contribute to business success. They feel a sense of purpose within their role, and bring enthusiasm, passion, and energy to the work they do.

As well as being more motivated, committed and loyal, engaged workers are typically higher performers and produce better results for both the customer and the company. Boost your employee experience with these six techniques:

6 ways to boost employee experience

1. Ensure that your leadership is inspiring

Competent, passionate, and hands-on leadership is critical to employee engagement. Showing a genuine interest in your employees and investing time in understanding their needs and aspirations will help send the message that their contribution is valued, creating goodwill and a desire to succeed – both as an individual and as part of a team.

Check in with them regularly to find out how their experience in the workplace can be improved. This can be done informally, by participating in casual conversation, or via occasional non-work activities.

Find out what motivates them by instigating more formal employee surveys and avenues for feedback. Make a point of finding out how your employees define success so you can create a rewarding environment in which they can thrive.

Leaders must also take a serious look at their company’s DE&I policies, and make sincere efforts to effect positive change if current policies are lacking on this front. Michael Page's Talent Trends 2025 shows that 10% of talents in Hong Kong have personally experienced workplace discrimination, while 26% have witnessed colleagues facing the same.

These findings highlight the growing importance of Diversity, Equity & Inclusion (DE&I) in shaping workplace culture – and companies considered to be more progressive will have an edge over their competitors in the war for talent.

2. Provide opportunities for growth

A guaranteed way to disengage staff is to let them feel underused. Engaged employees are those who are given the opportunity to adequately use their skills and are encouraged to stretch those skills in order to progress.

Talk to your employees about their career plans. Does their current role make full use of their strengths and abilities? If not, come up with a plan to expand the role description. Is their career moving in the direction they desire? Try and map out a path within your organisation and agree on targets for promotion.

Are there new or interesting projects they can work on to expand their skillset? Perhaps a secondment to a different department or location will give them the variety they need to maintain engagement.

Discuss the training and development opportunities that can help them advance within the company and provide clear and consistent feedback on how they can improve their performance. Ultimately, showing that you care about helping employees maintain job satisfaction will reap the rewards.

3. Foster meaningful work for all employees

Engaged employees believe that the work they are doing is important and has value. They feel they are contributing to something meaningful and take pride in the results of their efforts.

As a manager, it is crucial to frequently reinforce the importance of your employees’ roles to the organisation as a whole. Help them to see the direct connection between their activities and company success, and the ways in which even the smallest tasks can contribute.

Set goals and challenge your employees to meet them to promote a sense of purpose. Grant them the autonomy to improve the way things are done to help them feel trusted and respected, and involve them in decisions that provide a sense of ownership over the direction of the company.

4. Find ways to recognise and reward employees

For employees to be motivated to give their best, they need to know their efforts will be recognised and rewarded. Regularly thanking them for their efforts demonstrates your awareness of their hard work and provides encouragement for them to boost their performance.

Make the time to celebrate accomplishments, rewarding and recognising employees in ways that are meaningful to them. The celebrations don’t have to be lavish to be meaningful – ordering in a team lunch, sharing wins with the wider business, or presenting someone with a small gift for achieving a milestone goes a long way to making people feel recognised and rewarded.

While competitive pay and good benefits are key motivating factors in accepting a job, providing incentives for higher performance gives employees something extra to strive for and helps them stay engaged for a longer period.

5. Go green

A study published in the Journal of Organisational Behaviour showed that employees at green firms were 16% more productive than employees at other firms, concluding that “employees in such green firms are more motivated, receive more training, and benefit from better interpersonal relationships. [The] employees at green companies are therefore more productive than employees in more conventional firms.”

Similarly, research from the Charlton College of Business at the University of Massachusetts-Dartmouth found that employees are likely to report higher levels of job satisfaction if they work for a company that is perceived to be environmentally friendly.

Here are some simple strategies your organisation can adopt to improve your green image and employee engagement:

Implement company-wide recycling policies and challenge employees to limit waste
Switch to energy-efficient light globes
Use recycled paper in the printer and challenge employees to use less
Provide employees with reusable water bottles to discourage the consumption of drinks in PET plastic
Ask employees to power down their computers and other desk appliances fully in the evening
Explore corporate social responsibility (CSR) initiatives that can get your organisation involved in helping the local community

6. Put people at the heart of the company culture

Companies that understand people are their greatest asset reap the benefits of an engaged workforce. These days, this means considering employees’ lives beyond the office.

Find out the responsibilities of your employees and consider initiatives that enable them to balance work and home life more easily – this may mean flexible hours or remote work arrangements.

Encourage employees to balance hard work with socialising and fun by investing in social events and regular team-building activities. Promote the sharing of ideas, suggestions, and improvements by asking for feedback in a variety of ways, such as a ‘suggestion box’ initiative or – more difficult but more rewarding – fostering a culture of honest feedback.

A work environment in which people feel valued, and heard, and have a sense of camaraderie is critical to employee engagement.

Ways to maintain employee engagement while working from home

The pandemic has fundamentally changed the way we work. Remote work has become the new norm for many traditionally in-office roles, and this shift is likely to impact work models long after the lockdown is over.

So, how do you boost individual and team engagement while staff are working from home or telecommuting? Try these tips.

1. Set clear expectations from the outset

Many employees have had to quickly change their working arrangements, which can lead to confusion about what’s expected of them on a day-to-day basis. As a manager, it’s important to communicate your expectations with your team as early as possible, including:

Their responsibilities – these may stay the same, or they may need to change given the new remote work environment.
When they should be online and available – work hours may be fixed or flexible
How and when they should check in with you
New policies and guidelines about workplace conduct, including how to work securely online

Periodically check in with your team to ensure these expectations are being met, and remember that it may take time to find the right workflow for some employees.

2. Be deliberate about communication

Communication can be a challenge for remote teams. A study found that many employees struggle with communication issues and even loneliness when working remotely. To mitigate the risk of disconnected teams and disengaged employees, managers must set the standard for regular, ongoing communication.

Organise regular meetings and catch-ups – both one-on-one with employees and as a team – via apps like Google Hangouts, Zoom and Skype. It’s also a good idea to keep lines of communication open with collaboration platforms like Slack and Microsoft Teams.

3. Embrace flexible ways of working

Many people are trying to navigate unexpected changes in their lives, which often involve juggling childcare and personal commitments with work. Managers should be empathetic and flexible in supporting employees during these times of uncertainty.

Where possible, allow for flexible work arrangements such as flexible working hours, and acknowledge that different people may require certain accommodations due to family situations and living arrangements. This will demonstrate clear support for employees and help stave off resentment during difficult periods.

4. Listen to your team’s feedback

Adopting new ways of working is a learning curve for both managers and workers. With that in mind, encourage your team members to share their challenges and successes while working remotely. Listen to the needs of employees, and incorporate changes to policies and arrangements where possible to help continually improve the work environment for your team.

While it may not be possible to prevent the fear and uncertainty of the current landscape, you can implement processes to support your employees while they navigate unfamiliar territory.

As in any office environment, keeping employee motivation levels up in a remote work situation is key to keeping staff happy, retaining your best people, and maintaining team cohesion.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

Michael Page

Why candidate experience matters and how to do it well

Simone Wu — Wed, 11 Jan 2023 03:09:18 +0000

Why candidate experience matters and how to do it well Simone Wu

The competition for the job market is heating up and as the fight for top talent gets more intense, so has the focus on two of the most important words that can set businesses apart from the rest: Candidate experience.

Now that information – both positive and negative – about companies is more readily available, and that candidates are less restricted by geography, the increasingly competitive job market has meant that every aspect of the hiring process matters now more than ever.

Building an engaging candidate experience requires thinking about every step of the journey to ensure that the message is consistent across the board — and ultimately, that your company is one worth working for.

According to Michael Page’s Talent Trends 2022: The Great X Report, there has been a wave of resignations in Hong Kong as 42% of our respondents have only been at their current job for less than two years. Our research also found that 76% of respondents will be looking for new career prospects over the next six months.

With the pandemic forcing home life and work-life into the same physical space, people now view their work and lives more holistically. Employees are re-evaluating what constitutes quality work, and they want it to be purposeful.

According to our findings, 69% of respondents in Hong Kong are willing to accept a lower salary or forgo a pay rise or promotion for better work-life balance, overall well-being and happiness.

What does all that have to do with the candidate's experience?

As the first-stage job seekers interact with your company, the candidate experience is highly crucial because it immediately influences their decision to apply to your company and subsequently, accept your job offer should they be selected. There are, however, still businesses that do not fully appreciate the sizeable ripple effect of the candidate experience.

An astonishing nine out of 10 respondents surveyed for our Talent Trends 2021 report recounted frustrating experiences during the interview stage, and more than half of them stated that these dissatisfactions would eventually affect their decision to accept a job offer.

When candidates have multiple job offers, they tend to go for the employer that made them feel welcomed during the interview experience, and many times, it is not necessarily the offer with the best remuneration.

What makes a great candidate experience?

The application process: Creating a better candidate experience requires businesses to review their recruiting process from pre-application to onboarding. To start, make your candidate’s job search process as fuss-free as possible.

This means ensuring that your company website’s careers section and job descriptions are clear and straight to the point while keeping your online job application process seamless.

Making your careers page engaging and as easy to find as possible, while giving clear application instructions, are also practices you should implement.

The way hiring personnel communicates: Following that, the way the company's recruiters, HR personnel or hiring manager communicate with candidates for their job interview contributes to the candidate experience as well. This refers to the phone or video call to the candidates, and the way interview details are communicated.

The interview: The interview process can be tricky to navigate. The three most common frustrations faced by candidates are a lack of follow-up; a lack of transparency regarding job expectations and remuneration; and an unnecessarily long and tedious interview process.

Candidates don’t enjoy feeling left in the dark, and a lack of communication is frustrating. Respecting the candidate’s time with the right number of interviews and following up quickly absolutely impacts their overall experience.

According to Google’s oversight of its own hiring process, four interviews are more than enough to make an informed hiring decision — all you have to do is ask the right questions. Those who make it through should be kept updated on the remaining steps of the interview, such as who will be carrying out the interview or what test assignments can be expected.

The candidate experience has never been more important, now that hiring in most parts of the world has moved online. In fact, 86% of organisations made the switch to virtual interviews during the COVID-19 pandemic, which has forced businesses to rethink how they can connect and provide information to candidates to the same extent as they would for physical, face-to-face interviews.

Giving candidates projections for the business, both during and after the pandemic, can also help establish trust and prevent blindsiding in the future. Making digital interviews convenient by utilising video technology, and closing the loop with regular check-ins and feedback, can eliminate any gaps in communication.

After the interview: The way a company follows up after a job interview significantly affects the candidate's experience too. Candidates talk to each other, especially when they are from the same industry, and you want them to recommend your company to others, or even apply for another job in the future. Whether an organisation extends a job offer to the candidate or not, it is crucial for the company to provide clear and timely feedback.

Rejected candidates who had a poor experience will also likely tell others, creating negative publicity that will affect your ability to attract potential talent in the future.

Glassdoor has also found that its users read at least six reviews before forming an opinion of a company. In addition, 70% of job seekers now look to reviews before making career decisions.

Research by Talent Board, a not-for-profit organisation focusing on candidate experience, revealed that as many as 35% of job candidates who had a bad experience with a company shares it via social media, as well as by writing reviews on Glassdoor and Indeed— so a candidate’s experience will often travel quickly via word of mouth.

Being consistent from pre-application to interviews and finally, the moment when the candidate officially joins the team is indicative of how a company truly values its people. The onboarding process plays just as important a part in the candidate experience as the other stages of hiring.

A good candidate experience contributes to a strong talent brand

The candidate experience is important, and that’s not only because 65% of candidates say a bad interview experience makes them lose interest in the job. It’s also a major component of employer branding: how companies treat their employees can define their brand and reputation for years to come.

Interviews are innately awkward since they are essentially intimate conversations with a complete stranger. Because the candidate is in a vulnerable position, taking some time to make them feel more comfortable during the interview will make them want to tell other people about their experience.

Shift your communication with candidates to better align with their priorities. Interviews should no longer be treated as grilling sessions — they must evolve to become conversations that map out mutual interests, values and passions.

Companies that can relate to a candidate’s desired purpose will find it much easier to convince people to join them when competitors are outspending them.

A strong candidate experience is good for business

Revenue is another reason why the candidate experience is so crucial today. Businesses that fail to provide the same experience for their prospective candidates as they do for their customers are costing some companies millions in lost revenue.

Virgin Media, for example, receives 150,000 applications every year, but only hires 3,500 of them. Because of lapses during the interview process, 7,500 of these applicants in 2015 were sufficiently upset enough to cancel their contracts and sign up with Virgin Media’s competitors instead, costing the company US$6 million in lost revenue each year.

The company updated its hiring process to focus on creating a candidate experience so positive that it would even attract new customer opportunities from the people it engaged with, despite not landing the role.

Just as a company assesses the suitability of a candidate, job seekers are always evaluating whether the company is a good fit for them. By grasping the importance of a candidate’s journey and designing the recruiting process around respect, trust and welfare, firms are sharpening their competitive edge in the burgeoning job market.

Discover the latest in our 2022 Talent Trends report, The Great X. This survey report covers what hiring professionals need to know to address talent attraction and retention for the year ahead. It also highlights a change of times in the hiring outlook as job candidates and employees now prioritise their well-being more than ever. Download our report to find out more.

Michael Page

How employer branding can help your company attract the best talent

Simone Wu — Thu, 29 Apr 2021 16:09:58 +0000

How employer branding can help your company attract the best talent Simone Wu

Today’s increasingly competitive job market doesn’t only mean that candidates have had to get creative to stand out. Employers too have had to adapt to woo the brightest, most sought-after candidates and for that, employer branding is key.

Selling your company to potential talent is an art. Today’s job seekers have high expectations, and while salary and paid time off remain important factors in talent attraction, there are other intangible benefits and day-to-day experiences that have become just as important.

According to LinkedIn’s Talent Solutions report, a good employer brand can reduce turnover rates by 28% and cut your costs-per-hire by half. Companies will also find themselves with 50% more qualified applicants, cutting down the time needed for recruiting.

The biggest obstacle candidates face when searching for a job is not knowing what it’s like to work at an organisation, therefore employer branding can help to gain the trust and commitment of potential applicants from the start.

In a Glassdoor survey, 75% of active job seekers are more likely to apply to a job if the employer actively manages its employer brand.

Job candidates today are also looking for a lot more information from their potential employer than just an offer. Some areas of interest include the company’s values, identity, diversity and inclusion, as well as corporate social responsibility (CSR) initiatives. Employers need to look as appealing to prospective candidates as possible.

Employer branding is important to get right. Here’s how your company can make a positive and lasting impact on job seekers amid the fast-paced, ever-changing world of work.

Develop an Employer Value Proposition (EVP)

Companies need to create a long term employment plan that focuses on their values and culture. An EVP will help candidates better understand what you and your company stand for. This can make all the difference when it comes to standing out from your competitors and will answer the age-old question of: Why should people want to work for you?

To create a powerful employer brand, focus on your company’s mission statement, values, and culture. It’s also helpful to identify what your company’s needs are, in order to gain better insight into the type of talent you’re seeking – and target them accordingly. Ensuring your workplace is an environment that encourages personal and professional growth is also paramount to retaining current talent and attracting new ones.

How to communicate company culture

The next step is to communicate that culture to the outside world. Building a great looking website that showcases your company’s image, what it’s like to work there, and what potential employees can expect will be highly beneficial, and this goes beyond the About Us section. The journey of communicating your employer brand typically starts from the home page.

Social media has also become an increasingly popular way for candidates to suss out whether their potential employers have values aligned with their own. 68% of talent acquisition leaders agree that social professional networks are an effective tool for spreading awareness about employer brand.

It is, however, important to understand which platforms are better suited for your audience and industry.

While Facebook and LinkedIn remain to be two of the biggest social media sites that can reach a very wide audience, those in fast-paced industries like technology and IT can be more inclined to Twitter, where bite-sized messages are favoured over lengthy blog posts.

On the other hand, the massive talent pool in the creative industry might find platforms like YouTube and Instagram more relatable and engaging. Sharing pictures of your workspaces and group gatherings on social media gives a voice to your employees through videos, posts, and testimonials, which are helpful for those job seekers deciding if they believe they are the right fit for that business.

A new platform that can make a big impact on job seekers today is Clubhouse. On this invitation-only app, you can effortlessly hold talks and informal Q&A sessions with people in your industry to give them a first-hand glimpse into the company’s values and culture.

Be consistent

How you engage with fresh graduates for junior positions will greatly differ from the way you approach talent at the director level. Segmenting your audience and speaking to them as specific groups, instead of as one group with differing needs, will ensure you’re tailoring the right messages to potential employees.

Regardless of which platform you use and what message you want to get across, however, it’s important to ensure you are consistent in delivering your employer branding, plus the business tone throughout.

Ace your candidate experience and onboarding processes

First impressions count, and it starts from the candidate experience – one of the most important factors in attracting talent. Essentially, it’s how candidates feel about your company after undergoing your hiring process, and affects how they perceive your job culture, work ethics, and eventually, whether or not they accept your offer. Job candidates who have a bad experience during the interview process may also leave reviews on Glassdoor, which can negatively affect employer branding.

Onboarding is just as important, and a smooth and effective transition can be critical in instilling a positive impression. This engages and motivates the newcomer from the get-go, and the enthusiasm this generates will likely carry on to the rest of the employee’s career. People who have had a negative experience are twice as likely to seek a different opportunity. Arm your new employees with the tools and instructions needed to excel in the role from the start.

As many people continue to work from home, there’s never been a better time to ensure you have a good digital onboarding process in place. Ongoing efforts such as setting up regular meetings with employees working from home and those in the office via video calls, organising online training sessions, and keeping work files on the cloud can make the initial stages of a new hire’s tenure much more efficient and enjoyable. This raises the company’s profile and improves its employer branding.

A thought-out and well-implemented employer branding strategy can help you attract better talent and reduce your hiring costs and turnover rate.

Michael Page

company culture

5 things millennials look for in a job

Anonymous — Thu, 19 Jul 2018 03:41:58 +0000

5 things millennials look for in a job Anonymous (not verified)

Less than a third of millennials are engaged in their duties at work. Gallup, an analytics company that focuses on the attitudes and behaviors of people in the workplace, defines employee engagement as individuals that are “emotionally and behaviorally connected to their job and company”. Gallup reports that majority of the millennial workforce is checked out when doing their work, meaning they don’t put energy or passion into their job duties. But what has changed and what do millennials want in a job and career? Here are some interesting findings from the report.

1. They value purpose over paychecks

Millennials are more likely to take a job with a lower pay if they believe that this position gives them a sense of meaning. Although pay should be fair and appropriate for the job duties, this isn’t their main motivating factor. Having a strong company brand and culture helps attract millennials and will keep them engaged.

2. They want skill development

A job that helps cultivate, develop, and grow skillset drives this generation. Millennials are more apt to accept a job that they don’t necessarily like if they believe it will allow them to enhance their skills.

3. They want a coach, not a boss

Instead of a taskmaster, millennials want their managers to serve a more supportive and developmental role. Be mindful in how you delegate tasks and deliver feedback, and be sure to view your millennial employees as an ever-evolving asset, rather than a cog in the machine.

4. Regular feedback is crucial

Millennials need to know where they stand in an employer’s eyes.Gone are the days where all feedback was neatly packaged and delivered in an annual review. Reviews should still happen, but feeding back criticisms and praise in real time to millennials will ensure they stay motivated and engaged.

5. Work-Life cohesion

Instead of having two separate lives – one for work and one outside of work – this generation believes that their job isn’t just a career, it’s their life, too. In order to have a fulfilling life, millennials need positions that seamlessly integrate into their personal schedules.

What does this mean for leaders and management? The challenge is two-fold: first, they need to understand how to attract millennial workers and next, they need to understand how to retain their existing millennial employees. Visit our management advice section for further insights on how to create a positive culture and develop an appropriate management style to become this generation’s employer of choice.

Michael Page

7 reasons why employees lose motivation

Anonymous — Tue, 16 Aug 2016 00:52:27 +0000

7 reasons why employees lose motivation Anonymous (not verified)

As an employer, you have a certain amount of responsibility for the motivation and well-being of your workforce. For a team to function to the best of its ability, all members must be fully engaged and fully committed. It’s important to recognise that true engagement will mean different things to different people and to understand what really drives an individual’s motivation.

Really listen and respond to your employees’ needs to ensure high levels of engagement throughout your company. Spotting the warning signs of a disengaged employee early and addressing them quickly can help encourage retention.

If you fear that one of your employees may be lacking in motivation, here are seven common causes that could be at the root of the issue.

1. Lack of career vision

Money is merely one part of an employee’s motivation. Most people want clear career objectives in place to feel that there’s progression for them within their organisation. Career visioning can be a useful process in setting clear, long-term goals for an employee so that they can proactively work towards projected outcomes.

2. Job insecurity

Following on from the above point, a lack of career vision can give rise to feelings of insecurity. All employees want to feel a sense of security and longevity in their roles and an employer must help facilitate this with regular coaching and objective setting.

3. Feeling under-valued

If an employee feels that their efforts are not being recognised or appreciated, they’ll soon begin to lack energy and commitment in their role. It’s important to celebrate successes and give credit where it’s due. Try to make sure that achievements are rewarded – even if it’s just with a pat on the back.

4. No development opportunities

Regular training and development opportunities can help boost employee motivation and engagement. Most employees will value the opportunity to expand and improve their skills and knowledge. If a workplace feels stagnant, non-progressive and uninspired, your employees’ motivation levels will soon dwindle. Get regular feedback from your team to see where increased training or development opportunities would be best placed and appreciated.

5. Poor leadership

Effective leadership is an essential factor in motivating your staff. If strong leadership is lacking, some employees may start to feel demoralised. Leaders must have a flexible, inclusive approach when it comes to managing a team and be able to communicate clearly while instilling confidence and focus.

6. Conflict

Conflict in the workplace is hugely detrimental. Healthy debate is often productive, but it’s important to keep an eye out for any workplace intimidation or bullying. Some employees may feel worried to come forward about issues relating to a fellow colleague - which is why an anonymous employee survey may help to reveal any problem areas.

7. Unrealistic workload

It is important to keep a check on the expectations and demands that are being placed on your employees. If someone feels overburdened by a large, impossible workload – they can soon become disillusioned, stressed and lose motivation. Equally, if an employee has a workload that’s too light or not varied enough, they might quickly lose interest.

Michael Page

Summary

Is your team feeling unmotivated at work? Here are seven common reasons that might be causing it.

Lack of career vision
Job insecurity
Feeling under-valued
No development opportunities
Poor leadership
Conflict
Unrealistic workload

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