https://www.michaelpage.com.hk/ en https://www.michaelpage.com.hk/advice/career-advice/productivity-and-performance/how-to-be-more-confident-at-work-asia-female-leaders Confidence can take a dip when you work in a toxic environment, fail a test, fall out with a loved one or experience a setback at work. Everyone experiences low confidence levels in various degrees.How confident you feel comes from life experiences related to culture, trauma, childhood bullying, parenting style, race, gender and sexual orientation – even the most highly driven individuals can experience the classic symptoms of impostor syndrome.Understand women's confidence levels globallyThe Women's Confidence report, published in March 2021, found that globally, women's sense of confidence is moderate. Commissioned by an American cosmetics company, IT Cosmetics, and conducted by consulting firm Eranos, this global women's confidence report was conducted over three years in 11 countries with 11,176 women between ages 18 to 69.The study found that women in Mexico are the most self-confident, followed by those in China, the USA, Russia, Germany, Australia, United Kingdom, France, Hong Kong, South Korea and Japan.Researchers for this report also worked with academic experts, and successful and confident women to provide a well-rounded perspective on a woman's confidence. According to this white paper, confidence stems from 14 different interior and exterior sources, such as intuition, resilience, routine, spirituality and support system. How you draw from them is directly related to your personality, the time of day and your current life stage.Start your job searchA brief overview of experiences that influence a woman's level of confidence from this report28% of Australian women, or almost one in three women, affirm that they have special skills as women in a professional context, which gives them an advantage over men. This echoes the idea that womanhood gives them an edge over their male counterparts.81% of Chinese women believe that their condition can be improved by banding together – an exceptionally high ratio compared to other countries. Chinese women are more than aware of the key role they play in society and family, as opposed to men. In a country where protests are not common practice, women are very conscious of the cause that binds them together.62% of Hong Kong women say that they would hesitate to break the rules even if they deemed them unwarranted. Respecting the rules is still a strong cultural standard, and contesting them openly is not welcomed.34% of Japanese women, or more than 1 out of 3 Japanese women, think that all bad things happen for a reason, and we have to accept that, even if it is hard. The ability to accept fate is valued in Japan. On top of that, almost one out of three Japanese women say they feel stress or anxiety very often.63% of South Korean women seek inspiration and strength from their predecessor’s experiences. In work, family, individual and social situations, in general, Korean women draw great lessons from those with more remarkable experience than them.Related: 5 ways to improve equity in the workplaceA lack of confidence can slow down career advancement for women. In 2019, research carried out by My Confidence Matters and the University of Glasgow found that 79% of women lack confidence (compared to 62% of men) when it comes to their careers and speaking up at work.On top of that, LinkedIn’s Gender Insights Report found that women feel that they need to meet 100% of the job description criteria before applying for a job. In comparison, men would often apply for a job after meeting about 60% of the job description.This confidence deficit can lead to many minor issues that will build up to have a significant impact on women’s careers. Creating a psychologically safe workplace can drive meaningful behavioural shifts, according to the Grant Thornton Women in Business 2024: Strategies for Success Report.“Following female leadership calls and conferences, I’ve seen women become more empowered and determined. Hearing from each other gives them greater permission to be their authentic selves,” shares Ngozi Ogwo, CEO at Grant Thornton Nigeria.For instance, when women do not speak up at appraisals, they miss the chance of getting promotions and negotiating for a higher salary. Also, when you feel confident, you are more likely to act on criticisms with a positive and motivated mindset than to dwell on negativity.Related: What women in Hong Kong really think about workplace gender equityAdvice from Asia's female leaders: Ways to build confidenceTo build confidence, it is firstly essential to identify the cause of the lack of confidence. (Here is a quick confidence quiz you can take.) And from there, work on how you can become your biggest cheerleader. Ahead, 11 female leaders share their tips for building confidence.“In the face of new world norms, to gain confidence, leaders today have to possess a strong conviction, trust our instincts to take calculated risks, develop a lifelong sense of curiosity, excel in navigating through ambiguity to form meaningful learnings and reframe mindsets to see failures as opportunities.” – Alison Ee, Director, Head of Customer & Marketing, Omni Grocery Business at FairPrice Group.“A good start is to model leadership – by taking a page from the many leaders, we see around us. No one is born a perfect leader. We all build a unique stack of different skills, such as communication, strategy, and people management, that help us become better managers throughout our careers. Having said that, modelling will only take you so far. After some years of experience, it’s just as important to transition to trusting yourself, your instincts, and that stack of skills you’ve now developed fully.” – Angelia Teo, Founder at Futura.“What’s worked for me is taking risks and stepping out from my comfort zone, which sounds unusual coming from a Chief Risk Officer, but it’s really about taking calculated risks. Also, speaking at conferences and publishing thought leadership articles help build my confidence too. I enjoyed that connection with people, and that also helps me build confidence. Another way to build confidence is to have a sense of passion and purpose in whatever you do.” – Anita Menon, Chief Risk Officer at Prudential BSN Takaful Berhad.Related: Diversity, Equity and Inclusion in the workplace: An employers’ guide“I was not born with confidence. I had to work on it and build it up over time. I think having the humility to know that I am not perfect is one thing. The second thing is to know that, sometimes, things fail no matter how hard I try. It is about the ability to learn from your mistakes and rebound from failures. Also, I was a math major, so my approach is to look at problems, no matter how complicated they seem, and break them down into little pieces. So to me, confidence is not about having no fears. It is, realising that you have the strength to overcome those fears.” – Farra Siregar, VP, Strategic Partnerships at Zuellig Pharma.“What really helped me was being able to come to the realisation of my weaknesses. I do believe my own strength, as well as knowing my weaknesses are important. One of the ways to gain more confidence as a leader is to embrace my weakness. I am a quick learner and fast thinker, which can also, at times, become a weakness. If you think you need to know everything in your team, you’re in trouble. For example, I’m not an expert in manufacturing or supply chain as I grew up in marketing and sales before becoming a general manager. So instead of hiding the fact that I have certain knowledge gaps in these functional areas, I try to embrace them by pausing before speaking. And by asking more questions before I jump to conclusions.” – Huilin Min, Vice President & Managing Director, Castrol Greater ChinaStart your job search“I realised that to gain confidence, I needed to practise. It’s all about practice. A lot of people were asking technical questions, and I started to spend a lot of time presenting in conferences; every year in the early 1990s, there were four to five conferences around the Asia Pacific. So I started to build confidence by [doing] repetitive work, repetitive presentations, each time trying to figure out what to do better than the next, and hearing feedback from people and what works for them. So it’s gaining confidence by pushing yourself into areas that make you uncomfortable. I still have butterflies in my belly every time I go up on stage!” – Irene Oh-Buhrfeindt, Vice President in Sales and Commercial Strategy, APAC at Tronox Limited.Related: Sustainable Matters: Leading FIFA Women’s World Cup 2023 with sustainable leadership at the forefront“Everybody learns from their lessons and failures. That is how we can achieve success. I’m not sure if you have heard of the writer from Japan called Junichi Watanabe. He wrote a book called The Power of Insensitivity, about the sensitivity of [people], about how we care about the comments of others, about our failures, about how we are fragile. We call this ‘office glass heart’, so if you have an ‘office glass heart’, that is a problem. You will be easily beaten and lose your confidence. That’s why, according to Watanabe, we need to build up this power of insensitivity, put aside the comments from others and do the right thing. Gradually, the confidence will grow. At Ping An, we call this ‘AQ’, or ‘Adversity Quotient’. It is your ability to stand up in a challenging environment.” – Jingle Pang, Group Head of Business Tech & Ops at Zurich Insurance“It always starts with domain knowledge. Confidence, for me, always comes from a good mastery of whatever that thing is. The second factor is about having a support system. Having a group of advisors, such as mentors, sponsors, your peers, your friends or family members, who can see you, see the value in you, that can really help you.” – Paula Wang, Managing Director, Google Play, APAC at Google.“Knowledge is important. As I’ve said before, I benefit from the fact that my work and personal life are so closely aligned. The rest of it has to do with preparation. Do your homework because nothing replaces that. It adds to your knowledge and ability to solve big problems. I have also gained experience and confidence by working with people, gathering inputs and taking feedback, especially when preparing for critical decisions. So my advice is this: keep learning and keep practising. I learnt so much from interacting with my children, and it is incredible when they tell you the most honest feedback. I think, in life, we have to learn to receive feedback in the raw form. Don’t miss those opportunities. Sometimes you build confidence just by engaging with your own children.” – Penny Wan, Member Board Of Directors at Dr. Reddy's Laboratories.Related: How to ask your boss for more responsibility“Confidence comes from deepened competence and capability: Read widely, learn continually through courses, industry and peer dialogues, and equivalent professional platforms to triangulate insights and form unique points of view. You can also find someone more senior and from a different field to mentor you and harness alternative perspectives. In turn, take on younger individuals as your mentees to give back the knowledge acquired.” – Romona Loh, Deputy Director, Ministry of Trade and Industry, Singapore.“Self-care. A person who is happy and well can lead better. You’re relied upon for decisions and motivation for the entire team. What you do is very contagious and can impact everyone. So caring for yourself, ensuring that you exercise and sleep well, that’s probably the most important thing. So when it comes to self-doubt and self-criticism, just being aware of these thought processes allowed me to understand that they are just that – thoughts. They are not real.” – Teresa Condicion, Founder and CEO of Shoplinks.Read more:11 traits you need to be a highly effective leaderHow to structure effective job interviews: A guide for hiring managersWorkplace ageism: A top concern despite lower incidence rates in Hong Kong Fri, 17 Jan 2025 15:00:00 +0800 Simone Wu 240386 https://www.michaelpage.com.hk/advice/management-advice/leadership/effective-leader-traits Being a leader is not about your job title or years of experience. It’s a mentality. It’s also the way you work and carry yourself. A leader is also a coach, a decision maker and a visionary.The way leaders behave and treat employees on their teams directly impacts company culture, employee engagement, and a company’s ability to retain and attract talent.Not everyone is a born leader; like any expertise, leadership skills can be learned and honed. It is essential to know that a leader's effectiveness is also dependent on the amount of influence and support you get from people in your team.You should never assume that people you work with would automatically follow your lead and respect your decisions just because you are in a leadership role. Your immediate supervisor already has your back because they hired you. You need to win over your peers, direct reports and the wider team members.Whether stepping into a leadership position from an individual contributor role or looking to progress in your career, here are 11 leadership qualities, characteristics and traits you can adopt.Related: How leaders can gain better engagement with their teams1. Acknowledge, appreciate and give creditGreat leaders publicly express appreciation and acknowledge their team for their contributions. When you show appreciation for team members’ contributions and provide positive feedback, you help encourage a positive work environment.To inspire employees to give their best, they need to know that they are on the right track, and that their work will be valued and appreciated. Find ways to celebrate your team’s achievements, even through a simple “well done”.Do it consistently and deliberately. Praises for minor reasons, and frequent praises can come across as insincere and even demotivate others.Related: A culture of employee recognition contributes to retention2. Active listeningAfter resigning in 1985, the late Steve Jobs said he returned to Apple as a humbled and better leader – and former Apple CEO John Scully credited much of this to his newfound ability to listen.While setting ground rules or implementing new approaches to various work processes is essential, taking a step back and listening to your team is also highly crucial. A good leader must stay attuned to what is going on with their team and company to make informed decisions.To be a great leader is to be a great communicator – and great communicators listen. Good leaders are proactive and intuitive listeners. To be an active listener, you must never interject or interrupt, always maintain eye contact, and use visual cues like nodding to show you genuinely listen. Employees want to feel listened to, not patronised or, even worse, ignored.Related: How to manage performance reviews during the COVID-19 pandemic3. Communicate effectivelyCommunicating clearly, concisely and tactfully is a crucial leadership skill. Communication involves more than just listening attentively to others and responding appropriately.It also includes sharing valuable information, asking intelligent questions, soliciting input and new ideas, clarifying misunderstandings, and being clear about what you want. The best leaders also communicate to inspire confidence, drive motivation and energise their employees.Related: How to resolve workplace conflicts: A guide for managers4. Show commitmentNo one likes to work for a non-committed leader or in a non-committed team. Your commitment as a leader can help foster team spirit that will differentiate an outstanding team from a mediocre one. A committed leader is more likely to gain their team’s trust. Importantly, showing commitment keeps team morale high.5. Embrace failureFailure is part of success, and good leaders don’t shy away from failure – they use it as an opportunity for growth. Whether it’s a personal setback or a challenge within your team, understanding moments of failure is helpful as it encourages your team to improve and innovate.Encourage your team to embrace failure by publicly acknowledging your setbacks and sharing how you grew from every situation.Related: 5 interview questions to ask to tell a great candidate from a good one6. Invest in your team’s futureA clear career progression plan is essential to employees. Along with planning your direct reports’ career paths in the company, a good leader also creates leadership opportunities for their direct reports. Leaders need to invest in their team by rewarding good work with appreciation, respect and opportunities for growth.Creating entry-level, low-risk leadership opportunities empowers team members and allows them to practise leadership without too much pressure. Challenge them with high expectations, encourage them to be creative, and show innovation. Communicate clear goals and deadlines to your team, and give them the autonomy and authority to decide how the work gets done.These opportunities can be as simple as leading a meeting or team-building activities, which can help build vital confidence in your team. From these activities, they can also get feedback from you about their leadership capabilities.Related: How to boost employee engagement – in the office or at homeRequest a call back7. Lead with empathyEmpathy is a complex skill to quantify. Being empathetic is to be able to see and understand situations from various viewpoints of employees of different seniority in the company, and comprehend the consequences of their decisions on everyone in the company.It also means that the leader can look beyond to inspire, encourage and strategies in ways that will motivate employees at all levels. The COVID-19 pandemic highlighted the role empathy plays in an organisation. It emphasised the importance of compassionate leadership and showed how building open and sincere relationships between managers and their reports directly impact workplace culture.Compassionate leadership creates a psychologically safe workplace where employees are not afraid to discuss difficult topics.8. Demonstrate integrityA leader with integrity draws on their values to guide their decisions, behaviour and dealings with others. They have clear convictions about what is right and wrong and are respected for being genuine, principled, ethical and consistent. They have a strong sense of character, keep their promises, and communicate openly, honestly and directly with others. 9. Act objectivelyA successful team leader is an objective leader who can understand various points of an argument or discussion while reaching goal-oriented solutions. Objective leaders can also access external factors to reach fair decisions that sit well with the whole team. Team members will also know that decisions are fair and just rather than based on preferences or other factors.Related: How to manage a remote team effectively10. Lead by exampleAs a leader, the best way to build credibility and gain the respect of others is to set exemplary examples. Demonstrate the behaviour that you want people to follow. If you demand a lot from your team, you should also be willing to set high standards for yourself. Aligning your words and actions will help build trust and make your team more inclined to follow your example.11. Share their visionHaving a strong company vision and effectively communicating that vision can help employee engagement remain high and drive the organisation forward. A leader with a vision clearly knows where they want to go, how to get there, and what success looks like.Be sure to articulate your vision clearly and passionately, ensuring your team understands how their efforts contribute to higher-level goals. Working toward your vision with persistence, tenacity, and enthusiasm will inspire others to do the same.Share your vision early and often, and set clear team goals that support this. If team members approach you for advice, give your input and don’t be afraid to make the hard decisions. The more decisive and transparent you are, the easier it is for employees to contribute to your vision.Talent Trends 2024: Discover the latest in workforce trendsOur survey report covers career insights that talent leaders and hiring professionals need to know to attract and retain talent. This survey report findings are based on responses from 12,940 job seekers, employees and employers across Asia Pacific, of which 464 are from Hong Kong. Download our report or use our interactive online tool to gain deeper, up-to-date insights into the current talent market.Read more:How HR needs to evolve to support the future of workHow to hire to improve gender diversity in the workplaceHow to be more confident at work according to Asia's female leaders Thu, 02 Jan 2025 02:00:00 +0800 Michael Page 5291 https://www.michaelpage.com.hk/advice/management-advice/hiring/common-mistakes-hiring-managers-avoid-job-interviews Finding the perfect candidate feels like winning the lottery – exhilarating, validating, and a little bit lucky. But before you pop the champagne, remember: just like the lottery, the job interview process comes with its own set of pitfalls.Hiring mistakes costs companies big bucks, wastes resources, and fosters the wrong team dynamic. So, how do you avoid these landmines and ensure your next interview leads to a rockstar hire, not a recruitment regret?Let’s explore some common interview mistakes hiring managers make and how to steer clear:9 common pitfalls hiring managers should steer clear of during interviews1. Winging itYou haven’t reviewed the candidate’s resume, researched their career background, or prepared insightful questions. This screams unprofessionalism and disrespect for the candidate’s time. Hiring managers should go to job interviews prepared with a structured interview plan and tailored questions for an effective hiring strategy.As a hiring manager, familiarity with the candidate’s background allows you to tailor questions that probe beyond the surface (think situational questions), revealing depth and potential. Preparation demonstrates respect for the candidate’s time and showcases the professionalism of your organisation.2. Talking at, not with, the candidateYou spend the entire time presenting the company and listing responsibilities, leaving no room for genuine dialogue with potential candidates. Remember, this is a two-way street. Let the candidate ask questions and showcase their potential.3. Turning it into an interrogationYour questions are aggressive, judgmental, or pry unnecessarily into personal matters. This hiring mistake creates a hostile environment and alienates potential hires. Maintain a professional and respectful tone throughout.4. Avoiding unconscious biasesA critical yet often overlooked aspect of the recruitment process is the potential for bias. Bias in interviewing someone, whether based on gender, age, ethnicity, or even alma mater, can inadvertently influence a hiring manager’s decision, sidelining potentially excellent candidates.Here’s how to neutralise them:Blind resumes: Consider masking identifying information like name, age, and location until later stages. It forces you to focus on relevant skills and experience.Standardised questions: Develop a set of job-specific questions for every candidate, ensuring a fair and consistent assessment.Diverse interview panels: Include team members from different backgrounds and perspectives to mitigate individual biases and gain well-rounded insights.Focus on behaviour, not attributes: Ask questions that explore past actions and achievements relevant to the role, not personal opinions or beliefs.Be mindful of non-verbal cues: Don’t let unconscious reactions based on appearance or mannerisms influence your judgment. Focus on the content of their responses.The best candidates might not tick every box on your list, but they possess the skills, experience, and potential to thrive in your role and contribute to your team’s success.By actively removing bias from your hiring process, you open the door to a broader talent pool and increase your chances of finding that perfect match.Related: Diversity, Equity and Inclusion in the workplace: An employers’ guide5. Undervaluing the importance of soft skillsTechnical prowess can get a candidate through the door, but soft skills are what enable them to navigate the room effectively.Communication, teamwork, adaptability, and problem-solving are crucial for any role. Overlooking these during the job interview can lead to hiring a candidate who excels in their tasks but struggles in a collaborative, dynamic work environment.Incorporate questions that draw out these skills, like asking for examples of how they’ve overcome obstacles or worked effectively in a team. Soft skills, intangible qualities like communication, problem-solving, and teamwork, are the glue that holds successful teams together.Don’t underestimate the power of a candidate who can communicate clearly and concisely, both verbally and in writing. Look for someone who actively listens, asks insightful questions, and can express their ideas persuasively.A team player who thrives in collaborative environments readily adapts to change and demonstrates a willingness to learn is invaluable. Remember, technical skills can be honed, but soft skills are often inherent and challenging to teach.Prioritise candidates with soft skills that complement your existing team and drive a positive, productive work environment.6. Overlooking cultural fitCultural fit is the secret sauce to long-term employee satisfaction and success. A candidate might tick all the technical boxes, but if they clash with the company’s core values and culture, friction is inevitable.This doesn’t mean seeking clones; diversity in thought and background enriches a team. However, ensuring alignment in fundamental values and work style is key. Engage in discussions that shed light on the candidate’s views on collaboration, innovation, and work ethics to gauge compatibility.Related: How to create content for people with colour-blindness7. Making snap judgmentsFirst impressions matter, but basing your entire decision on the initial handshake or the first few minutes of the job interview is risky. Bias, whether conscious or unconscious, can cloud judgment. Allowing the interviewing process to unfold fully is crucial, giving the candidates ample opportunity to present themselves. This approach mitigates the risk of passing over a potentially great fit for the team due to initial misjudgments.8. Not selling the role and companyRemember, a job interview is a two-way street. Candidates are assessing your organisation just as much as you’re evaluating them. Failing to highlight the benefits of the role, the growth opportunities within the company, and the culture can lead to top talent choosing to go elsewhere. Share what makes your organisation unique and why it’s a place where they can thrive and develop.9. Skipping the detailsGlossing over the specifics of the role or needing to be more transparent about the challenges it entails can set up both the new hire and the team for frustration.A clear understanding of the day-to-day responsibilities, the team dynamics, and the broader goals of the position helps candidates gauge whether they’re a good fit. This clarity can prevent mismatches and ensure the selected candidate is ready to hit the ground running.Related: Workplace flexibility a top priority for candidates: reportPost-interview mishapsIgnoring follow-up: Post-interview follow-up is not just a courtesy; it’s a reflection of your organisation’s professionalism.Ghosting candidates: Leaving applicants hanging without any communication after the job interview reflects poorly on your company’s professionalism. Send a timely update, regardless of the decision, and offer feedback if possible.Failure to provide feedback or communicate the next steps in a timely manner can leave candidates with a negative impression, potentially deterring them from considering future opportunities with your company. Even a brief update can make a significant difference in maintaining a positive relationship with candidates.Slow decision-making: You take weeks, even months, to decide, leaving candidates frustrated and potentially accepting other offers. Have a defined timeline for the hiring process and stick to it.Failing to debrief your team: You forget to discuss the candidate selection process with other team members, leading to inconsistent feedback and missed opportunities to identify the best candidate. Schedule a debrief session to compare notes and make informed decisions.Related: 11 traits you need to be a highly effective leaderThe takeawayThe job interview process is a delicate dance, requiring preparation, insight, and a touch of finesse. By avoiding these common mistakes, hiring managers can not only improve their chances of finding the right candidate but also enhance the candidate’s experience and perception of the company.It’s about creating a process that is thorough, respectful, and reflective of the company’s values, and every interview is an opportunity to build your brand in the eyes of potential employees.Approach it with the seriousness it deserves, and you’ll pave the way for a team that’s skilled and aligned with your company culture and organisational goals.Read more:12 ways to create work-life balance for employeesHow to hire to improve gender diversity in the workplaceHow to be more confident at work according to Asia's female leadersWe recruit on behalf of the world's top companies. Fast-track your success with the right team. Explore how we can quickly match you with top talent. Thu, 07 Mar 2024 12:02:38 +0800 Simone Wu 1059721 https://www.michaelpage.com.hk/advice/management-advice/leadership/why-should-someone-be-led-you As we are in performance appraisal season, it is crucial for leaders to engage in introspection. This process is not just about operational and business results; it is a chance to reflect on your leadership qualities and how they influence your team and business success. It’s always a great chance to reflect on the year just passed, consider the learnings for you and your team and then agree to a plan of action moving forward. Of course a lot of this tends to focus on operational issues, particularly targets – and is very often centred on business and results. Related: Reacting and rebounding starts with leaders The importance of self-assessment in leadership During appraisals, as a leader, you really are both the appraiser and the appraised. This dual role provides a unique opportunity to evaluate your leadership impact over the past year. It is also vital to look beyond mere operational achievements and delve into the leadership skills you have honed or faced challenges with. The key question: Your leadership value proposition  I am a big believer in all leaders really understanding themselves and what they bring to a leadership role. So, you need to ask yourself - What are the three reasons why someone should be led by you? Identifying these reasons can be challenging, yet it is a powerful exercise in self-awareness and leadership development. These reasons should resonate with authenticity and passion, reflecting the core strengths that make you a unique leader. Related: How to build a learning culture in your business Practical steps to identify your strengths 1. Reflect on past feedback from teams and peers. 2. Assess areas where your guidance has significantly impacted your team's success. 3. Consider what makes your leadership approach unique and effective. Incorporating leadership traits into your role Every leader has a set of inherent traits that define their leadership style. Whether it is effective communication, empathy, or strategic thinking, identify and cultivate these traits. This self-awareness not only enhances your leadership but also makes you a more appealing leader to current and potential team members. Once you have identified your three key reasons, develop an action plan to further strengthen these qualities. This might involve targeted training, seeking mentorship, or setting specific leadership goals for the coming year. Finally, you must really live up to these three reasons every single day. It is not enough to identify your strengths; you must embody them in all your actions. This commitment to your leadership qualities also fosters a diverse and dynamic team environment, where each member feels valued and motivated. My 3 key reasons To give you a starting point, here are my three key reasons: 1. I have a proven track record in growing businesses and can mentor you to do the same. 2. Your personal development is my passion, and I'm committed to helping you improve your business skills and as an individual. 3. My approach is anchored in honesty and fairness. You may not always like it, but it will always be honest and fair. I encourage you to undertake this exercise and share your insights. Reflecting on why someone should work for you not only benefits your team but also contributes to your evolution as a leader. I look forward to hearing about your journey and the impactful reasons that define your leadership. Read more: How leaders can gain better engagement with their teams Workplace flexibility a top priority for candidates: report The importance of good communication in the workplace Fast-track your success with the right team. At Michael Page, we recruit on behalf of the world's leading companies. Discover how we can match you with top candidates to enhance your team's performance. Thu, 01 Feb 2024 16:00:54 +0800 Andy Bentote 1043706 https://www.michaelpage.com.hk/advice/management-advice/leadership/sustainable-leadership-fifa-sustainability For our Sustainable Matters series, we are spotlighting the people and companies leading the charge in creating a better world for future generations. In this feature, Jane Fernandez, Chief Operating Officer for FIFA Women’s World Cup 2023, shares how she approached sustainable leadership when it comes to organising a major sports event. Q: How do you define sustainable leadership, especially in managing large-scale, international sporting events? “Sustainable leadership is about harmonising economic, social, and environmental impacts in everything we do. It’s a mindset that recognises how these areas are deeply connected, and we can’t just focus on one while ignoring the others. “This approach isn’t just about numbers on a spreadsheet; it’s driven by values and a broader vision of success. It’s about setting a culture that resonates with our team, drawing people who share our passion for not just playing the game but changing it for the better. “It’s how we ensure that the events we manage leave a lasting, positive impact on the world.” Related: 11 traits of highly effective leaders Q: Can you share some challenges FIFA faces in implementing sustainable leadership practices and how you navigate through them? “Organising the FIFA Women’s World Cup 2023 was quite the adventure, with Australia and New Zealand co-hosting. Imagine coordinating a symphony with multiple orchestras across different countries – that was our challenge! We navigated a maze of stakeholders, each with their own perspectives and regulations. “Our North Star in this journey was our unwavering commitment to our fans, players, and partners. We wanted everyone to have a seamless and memorable experience, no matter where they were. So, whenever we hit a roadblock, we circle back to our core values – our purpose, vision, and mission. “These helped us make decisions that stayed true to our goals and united everyone under a common banner. It was a complex task, but incredibly rewarding to see it all come together.” Related: Leading Women: Sustainability starts with purpose and values Q: What are some unique values, expertise and experience you look at when hiring leadership roles to execute your vision and purpose? “When bringing our vision and purpose to life, our people are the real MVPs. Imagine assembling a dream team for the biggest match of the year – that’s how we approach hiring for leadership roles. Each major event is like a complex puzzle, requiring a diverse mix of skills and talents. “It’s not just about what our leaders can do; it’s about who they are at their core. We look for individuals who don’t just talk the talk but walk the walk, embodying our values in everything they do. “Experience is key, of course – we’re on the lookout for those who’ve shone in similar roles or have the potential to grow into them. “Ultimately, it’s about finding those special people who can work together seamlessly, turning our ambitious goals into reality. It’s a challenge, but when we find the right fit, it’s like magic.” Sustainable leadership is about harmonising economic, social, and environmental impacts in everything we do Q: How do you measure your team’s efforts aligned with the organisation’s sustainable leadership goals? “You know, setting the course for a project as grand as this, we began by charting clear KPIs – think of them as our roadmap to success. “Take our attendance goal, for instance: we aimed high, setting our sights on 1.5 million attendees. And guess what? We didn’t just meet that target; we soared past it, with 1.98 million people joining us to celebrate the matches! “But it wasn’t just about numbers for us. Keeping an eye on our sustainability priorities was equally vital. It was like keeping a pulse on our event’s heartbeat, ensuring we stayed true to our vision every step of the way.” Related: How to create a great employee experience – in the office or at home Q: Looking ahead, how do you envision the legacy of sustainable leadership within this Women’s World Cup and its impact on future tournaments? “Looking forward to the future, I see the legacy of this FIFA Women’s World Cup as a vibrant tapestry of achievements. It’s more than just a tournament; it’s a catalyst for change. “We’ve opened doors for aspiring female leaders, creating job opportunities and empowering thousands of volunteers with new skills. Imagine the spark of inspiration we’ve ignited in the hearts of the next generation, encouraging them to reach for the stars in whatever they dream of doing. “Moreover, we’ve turned a spotlight on the critical role of sustainability in major events, shifting perspectives and setting new standards. But it’s not just about these tangible achievements. “We’ve woven a cultural narrative, too, establishing a cultural panel for the first time, which celebrates and honours the rich and diverse stories of both Australia and New Zealand. “This panel has been instrumental in ensuring that every aspect of the tournament pays homage to the unique heritage and values of these countries. This legacy, I believe, sets a new benchmark for future tournaments, where respect, inspiration, and sustainability go hand in hand.” Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more about the value Michael Page brings to your organisation. Read more: The value of mentorship and sponsorship How HR needs to evolve to support the future of work Navigating hybrid work: Redefining traditional work patterns in the changing talent landscape Mon, 06 Nov 2023 15:15:46 +0800 Simone Wu 1012831 https://www.michaelpage.com.hk/advice/management-advice/leadership/navigating-hybrid-work-redefining-traditional-work-patterns-success-changing-talent-landscape In this era of unprecedented change, traditional work patterns are being redefined. Hybrid work models have emerged as one of the most important factors that motivate talent when it comes to choosing the workplace of their choice. Some 76% of people in the Asia-Pacific region said hybrid working is the most important aspect of flexibility, of which 67% of people surveyed in Hong Kong felt the same way, according to our Talent Trends 2023 ‘The Invisible Revolution’ Report.. The shift toward hybrid work environments marks a shift in how people perceive their professional lives. Workplaces are transitioning from solely focusing on physical presence to prioritising individual well-being and human connections. A shift in work dynamics   The global pandemic has acted as a catalyst for adopting hybrid working. While some employees still desire to work from the office, forward-thinking business leaders are implementing substantial changes to support hybrid work arrangements while preserving their company culture.  Hybrid working models enable individuals to work from home for a portion of the week while reserving the option to return to the office when necessary. This arrangement became an integral part of the lives of millions of people.  While some individuals still prefer to work in the office, many employees are now embracing the concept of hybrid working. This work model accommodates in-person and remote work, allowing for greater flexibility and a more balanced approach to work-life integration. Related: Workplace flexibility a top priority for candidates: report Benefits of hybrid working for employees  Hybrid working offers numerous advantages for both employers and employees. Unlike the traditional on-site work model, hybrid work allows employees to manage their working hours more flexibly and work remotely.   Here are some benefits that employees experience from hybrid work:  1. Improved work-life balance: Employees with hybrid work schedules and locations have greater flexibility, making it easier to balance personal and professional commitments. 2. Efficiency and autonomy are improved: Employees in hybrid work arrangements report more efficient time use. They can structure their workdays according to their productivity patterns. 3. Burnout mitigation: Hybrid work allows employees to take breaks when needed and manage their energy levels more effectively. 4. Higher productivity: A hybrid work environment means employees can focus on individual tasks without distractions while collaborating and building relationships at the same time.  5. Reduced commuting and travel expenses: Hybrid work reduces daily commuting, resulting in significant savings on transportation costs, including fuel, parking fees, and public transportation.  Click here to check out work-from-home or hybrid roles on our job portal. Related: How to create a great employee experience – in the office or at home Unlocking cost savings for employers: Redefining office space  Implementing a hybrid work model can yield substantial cost savings for organisations. With less dependency on extensive office spaces, businesses can significantly reduce their real estate investments.  Besides moving to smaller office spaces, some organisations have redesigned their office space with lesser tables and created more collaborative spaces where employees can come together for various discussions.  This shift in office space requirements enables companies to redirect funds toward cutting-edge technologies that support flexible working hours.  On the other hand, employees save on commuting costs and have more time to work and rest.  Embracing the hybrid work model for strategic advantage As the business landscape evolves, companies are embracing the hybrid work model as a strategic advantage over their competitors by leveraging the following factors to reach a wider group of candidates:  Overcoming geographical limitations: Providing hybrid work options allows organisations to attract applicants from faraway states or rural areas, expanding the talent pool beyond the immediate vicinity of their physical location. Increased diversity and inclusion: Incorporating hybrid work arrangements creates opportunities for individuals facing barriers to traditional office-based employment, resulting in a more diverse and inclusive workforce.  Enhanced candidate attraction: Work-life balance and flexibility are critical for candidates. Hybrid work arrangements allow candidates to achieve this balance, making the organisation more appealing to them. Improved retention and productivity: Flexible work schedules are significant productivity drivers on-site and off-site. Workers with flexible schedules report higher productivity and focus. Organisations can positively impact retention rates and productivity by offering hybrid work arrangements. Strategic advantage in hiring: Competition for top talent is fierce, so organisations that offer flexibility and autonomy are more likely to attract and retain them. Companies can be more competitive in the talent market by adopting hybrid work arrangements. Related: How HR needs to evolve to support the future of work Empowering employees and enhancing work-life balance Hybrid work is more than just a change in the physical location of work. It represents a shift toward secure, intuitive, and immersive work experiences that transcend boundaries.  Automation and AI tools and technologies facilitate more productive work experiences for remote teams, empowering them to interact seamlessly from anywhere in the world.  To fully realise the potential of the hybrid work model, organisations must ensure secure and seamless access to apps and tools, fostering a culture that embraces this new way of working.  Maintaining and improving employee engagement Employee engagement is paramount for any company’s success, and the hybrid working model presents an opportunity to sustain productivity and well-being. There are several strategies you can implement to boost employee engagement when you have both on-site and hybrid-working employees. Here are some steps you can take:  Provide specialised support to managers: Managers play a crucial role in fostering employee engagement, so it’s essential to support them with technical onboarding and training. This support will enable them to effectively navigate the challenges of managing a hybrid team while addressing their team’s social and emotional needs too. Foster emotional connection and team bonding: When proximity is lost in the office, finding ways to foster team bonds and emotional connection is essential. Build trust and support within a team by encouraging shared commitments and mutual expectations. Facilitate frequent check-ins: In a hybrid setup, managers should create spaces for team members to share and connect. Encourage staff members to provide life updates, share experiences, and share their thoughts and concerns through regular check-ins during staff meetings. Encourage in-person interactions: Provide virtual engagement and collaboration with technology tools. Use video conferencing platforms for meetings, presentations, and team discussions. Enhance virtual collaboration by using chat platforms, collaborative document editing, and project management tools. Leverage technology for virtual engagement: Using video conferencing tools for meetings, presentations, and team discussions. Using chat platforms, collaborative document editing, and project management tools to enhance virtual collaboration. Recognise and appreciate achievements: Recognising and appreciating both on-site and hybrid-working employees is crucial to engagement. In order to reinforce a positive work culture, recognise individuals in public through virtual shoutouts, newsletters, or company announcements.  Potential challenges of implementing hybrid working arrangements Implementing hybrid work in an organisation also brings various challenges that need to be addressed for a smooth transition and effective operation. Here are some potential challenges of implementing hybrid work:  Communication: When working in a hybrid environment, clear communication can be challenging, leading to misunderstandings, reduced collaboration, and diminished productivity. Communication channels need to be established, and team members should be encouraged to communicate. Coordination: In a hybrid team, coordinating tasks and projects can be challenging. It is important for companies to use project management tools, establish transparent workflows, and define roles and responsibilities to improve coordination and productivity. Connection: Building and maintaining a sense of connection and belonging among hybrid teams can be complex. Remote employees may feel isolated or disconnected from the company culture and their colleagues. Organisations should prioritise team-building activities, promote virtual social interactions, and create opportunities for informal conversations to foster connection and maintain team cohesion. Creativity: Creative brainstorming and spontaneous interactions that often lead to new ideas may be challenging in a hybrid workplace. To foster creativity within hybrid teams, organisations must explore virtual collaboration tools, set aside time for creative activities, and share knowledge. Culture: Maintaining a consistent organisational culture in a hybrid work environment can be challenging. When team members work remotely or have varying schedules, it can be tough to establish and reinforce the desired culture and values. Companies should define and communicate their culture clearly, encourage inclusive practices, and ensure that the company’s values are consistently communicated across all work settings.  Organisations should use a checklist to assess their progress in addressing the above five points. This will help leaders identify areas that require improvement and guide them in implementing strategies tailored to their organisation’s needs.  It is important to note that the challenges of implementing hybrid work may vary depending on the specific context, industry, and organisational culture. Therefore, organisations should proactively identify and address their unique challenges to successfully transition to a hybrid work model.  Integrating the hybrid work model  As we embrace the future of work, it becomes evident that the hybrid work model reshapes traditional notions of employment. Companies must embrace this evolution, integrating it into their culture and leveraging its advantages.  The office is no longer the sole hub of productivity; it is now a dynamic space that harmonises the unique contributions of on-site and remote workers. By harnessing the power of hybrid work, organisations can unlock the full potential of their on-site and remote workforce to act, driving innovation and success in the future. Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more on the value Michael Page brings to your organisation. Read more: Workplace flexibility a top priority for candidates: report How to attract talent in a candidate-short market Employee retention strategies amid the Great Resignation Fri, 30 Jun 2023 03:44:03 +0800 Michael Page 956146 https://www.michaelpage.com.hk/advice/management-advice/leadership/workplace-flexibility-top-priority-candidates-report It has been more than three years since the COVID-19 pandemic broke out. People around the world went through national lockdowns and mobility restrictions; they had to work from home for extended periods, and many spent a lot of time outside of the office because offices had to be closed.From that, companies learned how to implement hybrid working arrangements and exercised flexibility for employees working from home. As the pandemic moves to the endemic stage globally, some organisations decided to get people back in the office, while others continued with hybrid work arrangements.It is not flexible if it is defined.Many companies are looking to revert back to their pre-pandemic days. But the world has changed. People do not want to be ordered back into the office. They want to go to the office when they want to, and when there is a good reason to do so, and not because someone higher up the food chain has instructed them to do so.In fact, some 1,042 respondents to our Talent Trends 2023 Report ‘The Invisible Revolution’ have ranked flexibility as the No. 2 most important motivator for factors that attract them to join a new company, with No. 1 being salary. Last year, flexibility was ranked at no. 7, indicating that flexibility is now on everyone’s mind.Related: 2023 Hong Kong Salary Guide: Salaries you should be paying your talentFlexibility has become a universal right, not a privilegeThe three years of pandemic living have demonstrated that work is not more important than one’s personal life. People’s priority has shifted – they now prioritise work-life balance even more.The concept of work-life balance changed from a largely intangible and hypothetical conversation before the pandemic to an undeniable aspect of everyday life. And it is a factor that affects everyone, from junior-level professionals to those at the C-suite level.“I had a VP-level candidate who wanted to block off an hour from 4pm every day for time with his child. For them, it is more work-life integration than work-life balance. They view personal responsibilities and professional responsibilities with equal importance, so when hiring senior-level executives, companies need to tailor solutions according to the candidates’ personal interests, situations, and industries,” says Angela Y Yang, Partner at Page Executive Singapore, recruiting senior-level executives for the Healthcare and Life Sciences sector.The pandemic has also shown us that work can be done outside of the office, and employees can still be productive.Advantages of workplace flexibility:Improved work-life balance: Flexibility can enable employees to better manage their personal commitments, leading to reduced stress and increased job satisfaction. Increased productivity and engagement: When individuals have control over their work arrangements, they are more likely to be motivated, engaged, and productive. Expanded talent pool: Offering flexible work options can attract a wider range of candidates, including those who may have constraints preventing them from pursuing traditional 9-to-5 roles. Cost savings: Flexible work arrangements can reduce overhead costs, such as office space requirements, commuting expenses, and employee turnover.“Flexible work is here to stay,” says Nilay Khandelwal, Managing Director, Michael Page Singapore. “It boils down to the trust created in the last three years of hybrid work. Culture gets created on the back of becoming comfortable with that model.”It is a complex problem with no easy solution, as the feasibility of remote work is dependent not only on an individual’s personality and personal circumstances but also on the sector and role. Depending on the job scope and industry, employers need to consider flexibility as part of the employee experience.Challenges of implementing flexibility at the workplace:Organisational culture and mindset: Many companies still struggle to embrace a culture of flexibility, often due to concerns about accountability, communication, and team collaboration in remote or flexible work environments. Managerial support and training: Managers play a crucial role in implementing and supporting workplace flexibility. However, some may lack the necessary skills or training to effectively manage remote teams or provide guidance in a flexible work setting. Technology infrastructure: Adequate technological infrastructure and tools are essential for seamless remote collaboration and communication. Organisations need to ensure that employees have access to reliable and secure technology platforms. Inequality and access: Workplace flexibility may not be equally accessible to all employees, particularly those in lower-income jobs or industries that require in-person presence. Addressing these disparities and providing equitable flexibility options is an important consideration.Openness to flexibility is vital for employees who cannot work out of the office. For instance, it might not be practical for someone responsible for running a factory to expect to work from home. However, that person can request more flexible hours.Related: How to attract talent in a candidate-short marketSome findings on flexibility from our Talent Trends 2023 Report:72% of respondents in their 40s said that hybrid working is the most important aspect of flexibility, and at the same time, 72% of employees with senior-level managerial responsibilities feel the same way. 75% of respondents in their 20s said flexible working hours are most important, and 74% of employees with mid-level managerial responsibilities feel the same way.The findings from our talent trends report show that flexibility requirements do not just come from one category of employees – everyone wants flexibility at work.“Flexibility has to be customised to individuals, and it also depends on the industry. Some people love going to the office, while others don’t. It also depends on your work environment. For instance, in Hong Kong, everyone goes to the office because homes are small. The important thing is to have a choice. It is not flexible if it is defined. Everyone views employee engagement differently and relates to flexibility differently,” adds Khandelwal.Organisations that embrace flexibility, instead of simply tolerating 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. Retaining talent will improve with adaptive flexibility policies that target individual needs rather than one-size-fits-all policies.Using benefits like hybrid work as a selling point will not stand out to prospective talent unless a company’s approach to flexibility is holistic and end-to-end.Since good work-life balance is a non-negotiable expectation for today’s talent, this makes an excellent opportunity for employers to refine flexibility to provide an outstanding employee experience.Related: The highest paying jobs in Hong KongEmbracing flexible workOne company that has fully embraced a flexible way of working is Heineken Vietnam. “Working from home or anywhere outside the office allows our employees to spend more time with their families and take care of their well-being,” shares Le Qui Don, Human Resources Director, Heineken Vietnam.“At the same time, some of our employees still want to come into the office some of the time as nothing can replace the joy of true togetherness. This can be attributed to the social nature of human beings, and it also happens to be a part of our purpose and DNA at Heineken Vietnam.”The hybrid working model was trialled at its head office in Ho Chi Minh City at the start of 2022, and the company is now making preparations for the same model to be rolled out nationwide. Heineken Vietnam has also made improvements to the interiors of its head office to create a more conducive working environment. It now offers flexi-desks, and chairs with good lumbar support and configured its spaces for better collaboration.Related: How to improve your work-life balance in 2023Now is the time for bold, people-first movesWhile other companies lament offering flexibility for their employees, others are getting ahead of the curve.Indonesian peer-to-peer lending platform Alami has chosen to go against the grain, having put in place a four-day workweek since October 2021.Alami’s CEO, Dima Djani, said that the company wanted to give employees more time to spend with family, pursue hobbies, or participate in faith-based activities.The impact of this was immediate. After starting the four-day workweek at the beginning of October 2021, the company closed the month with a 40% increase in monthly disbursements, from US$ 7 million to US$10 million, proving that a shorter workweek can do wonders for productivity.Djani says that putting in place a four-day workweek has led to teams coming up with more creative ways to work, such as collaborating asynchronously to accommodate teammates working in different time zones.Since news of Alami’s four-day workweek went viral, the company has seen unexpected payoffs in other ways: It received over 4,000 job applications in less than two months. If anything, this is evidence that companies willing to take bold steps to change the way they work will also be more effective at attracting talent.Related: 12 ways to create work-life balance for employeesEmployees don’t just want flexibility; they want autonomyFor companies and their leaders to succeed with workplace flexibility, Anthony Thompson, Regional Managing Director, Asia Pacific at PageGroup says it empowers employees to decide how and when they want to work. “One of the misconceptions about hybrid work is that everyone wants to work from home. More than ever, what employees want now is to have a choice.“Leaders and managers will need to communicate regularly to find out what works best for individuals and teams,” he emphasises.   He said he expects to see most APAC markets adopt a blended approach to work. “I don’t think we’ve seen the end of the office. We’re seeing many people who want to be back in the office and having that interaction again,” he noted.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, of which 1,042 are from Hong Kong.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.Read more:Sick leave and your bottom line: How to manage workplace absencesThe future of work in AsiaNavigating hybrid work: Redefining traditional work patterns for success in the changing talent landscape Sat, 03 Jun 2023 01:00:00 +0800 Michael Page 665191 https://www.michaelpage.com.hk/advice/management-advice/staff-development/how-build-learning-culture-your-business A company with a strong learning culture can be thought of as the opposite of a company content to rest on its laurels. A solid learning culture in an organisation is one where everything from the structure to the processes to the culture are all geared towards allowing but also encouraging employees at all levels to continue their education in skills, knowledge, and top performance. This culture allows for insights and facts to inform growth across the entirely of a company. Try these tips to develop a learning culture in the workplace, and reap the benefits of a workforce that is constantly improving and growing. Implement formal training On-the-job training is commonplace throughout organisations, but can often be informal and relaxed. For some employees, this can create an atmosphere where the training isn’t taken as seriously as it should be, and those skills may not be implemented as a result. It’s vital to put training at the forefront of your culture by creating a formal process for upskilling, no matter the employee level. Reward learning As much as most managers understand the value for learning, there’s also the very common problem that nobody has spare time when faced with business deadlines, priorities and problems needing immediate attention. It’s therefore easy for learning to fall by the wayside. Creating a formal system for rewarding learning will encourage employees to bump training up their list of priorities, and to show learning is just as valuable as meeting targets. This could work as a new business or team responsibility with the offer or some form of reward such as additional work-from-home days or an early finish on Fridays. Related: How to create a great employee experience – in the office or at home Create time for learning To truly show your commitment to creating a learning culture in the workplace, it’s essential to carve out time for employees that’s dedicated purely for learning. An example could be dropping an employee’s projects one day of the month to allow for learning time, or setting aside a company-wide time slot to watch and discuss a presentation or similar. Lead by example Set the standard as a manager by bettering yourself through learning. Whether it’s through courses, conferences, or even simply sitting down with employees with different skill sets of your own, showing others in your team you are committed to learning shows you value their development, you lead by example and you follow through. When others see you taking the time and genuinely enjoying the process, they may be more inspired to commit to learning themselves. Ensure new skills are applied To both highlight the importance of learning and then ensuring those new skills aren’t wasted or forgotten, find ways to test, utilise and review what your employees have learned. You might consider incorporating their new skills into their tasks, or create a brief test or interview to double-check that new knowledge has become ingrained. Hire the right people Another fantastic way to create a learning culture is by planning ahead and hiring those who show a real interest in improving their skills and knowledge. They can help take ownership of your initiatives and may have some new approaches, since knowledge and further development comes naturally to them. Incorporate questions into your interview process that will allow those with curious minds to shine, and include a penchant for learning as a bonus factor when making your hiring decisions. Eventually, this should lead to a workplace filled with staff who always seek learning opportunities, strengthening your business and its culture as a result. Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more on the value Michael Page brings to your organisation. Read more: How HR needs to evolve to support the future of work How to lay off employees with grace How to be more confident at work according to Asia's female leaders Thu, 20 Apr 2023 12:31:34 +0800 Michael Page 922366 https://www.michaelpage.com.hk/advice/management-advice/engagement-and-retention/how-create-great-employee-experience-office-or-home 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. Related: How employers and employees can match their priorities in 2024​ 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. Related: The value of mentorship and sponsorship, and what it can do for your company 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 Related: How to attract talent in a candidate-short market 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. Related: Navigating hybrid work: Redefining traditional work patterns for success in the changing talent landscape  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. Related: 5 things millennials look for in a job 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. Read more:5 ways to improve equity in the workplaceWhy candidate experience matters and how to do it well5 interview questions to ask to tell a great candidate from a good one Mon, 03 Apr 2023 01:30:00 +0800 Michael Page 663831