Latest news with #HR
Times
16 hours ago
- Business
- Times
What's the answer to all these engagement surveys?
We live in a feedback economy. I am bombarded with endless emails and alerts asking me to rate Uber drivers, shoe shops and even short rail journeys. 'We'd love two minutes of your time to hear your feedback on your recent booking to Watford Junction,' was a recent one. But for many, there is one feedback request that has become as a regular feature of office life as the stressy emails about dirty mugs in the kitchen: the employee engagement survey. Last week, I attended The Festival of Work, which you may think is oxymoronic, but there were taco stalls, selfie booths, a 'wellbeing village' and lots of bunting. It was the Chartered Institute of Personnel and Development's annual conference, a shindig for HR executives, held in Excel London; 13,000 people attended and I don't think all of them were there for the free biros and Cadbury Heroes, which — and surely a sign of an impending recession — appear to have replaced Tony's Chocolonely as the free confectionery of choice at conferences. HR used to be about recruiting and firing workers, sorting out their pay and benefits. Now? In the words of Hi Bob, the main sponsor of the Festival of Work, it's all about 'powering productivity, engagement, and retention'. The Holy Grail of all HR managers: engage your workers and they'll be more productive. Or that's the theory. 'Absolutely, you can see that connection between a highly engaged workforce and a higher performance,' says Steph Kukoyi, senior people scientist at Culture Amp, another sponsor. How do you know if your workers are engaged? Well, you survey them. As both Hi Bob and Culture Amp design and undertake employee engagement surveys for companies it is understandable they emphasise the relationship between productivity and engagement — a rather woolly term that can mean anything from 'highly-motivated' to 'not resentful about turning up to work'. The biggest of all these survey companies is Gallup, which claims 'measuring and managing engagement in your organisation is critical to the success of your employees and organization as a whole'. Could there be a link between this statement and the fact Gallup charges thousands of pounds to companies to survey their workers? I couldn't possibly say. What I can say is that the employee engagement industry has become a huge one, supported by company directors. At Lloyds Bank, Charlie Nunn, the chief executive, last year received a £1.27 million bonus, some of which was decided on a 'culture and colleague engagement' score — one of many CEOs rewarded in this way. This, of course, may explain why workers are endlessly pestered to fill in forms saying how happy they are. But is it making any difference? Is asking millions of workers how strongly they agree or disagree with the statement 'my manager genuinely cares about my wellbeing' improving productivity? Looking at Gallup's data, the answer is: no. Its most recent data prompted the slightly hysterical headline from Gallup itself: 'Employee Engagement on the Brink'. This was because the global percentage of engaged employees fell from 23 per cent to 21 per cent. But, if you go back to 2011 it was 12 per cent and had steadily increased since, before reversing slightly in the last couple of years. Engagement has slowly improved over time but we know from the economic data, productivity has stalled. The link between the two is shaky at best, and even companies that can prove a correlation — from their own data — struggle to prove a causal link. Paul Sweeney, author of Magnetic Nonsense: a short history of bullshit at work and how to make it go away, categorises engagement surveys as: 'Let's ask the children how they're feeling, and then we can give them a playdate to cheer them up.' They tackle the symptoms of problems in the workplace, not the root causes. Also, he says, the surveys create 'an unhealthy dynamic where employees think the way to solve problems is to complain about them in the survey, with no responsibility on their part to help resolve the issues'. There are some solutions. One is to forget a big, cumbersome annual survey with 57 different questions to which most people answer 'neither agree nor disagree', with so-called pulse surveys asking just a couple of focused questions once a month. Another route is the AI one. I met an interesting company at the Festival of Work called Inpulse, which instead of asking workers to 'agree or disagree' with rote statements, asks them how they feel by getting them to write a sentence or two into a text box. It then asks them why they feel that way. 'It is super open-ended. It lets them direct the conversation,' says Andrew Nguyen, co-ceo at Inpulse. 'By asking the employee how they're feeling and why, you get a much richer data set.' The company then uses AI to scan the language and categorise the comments so the company can work out how proud, committed or stressed and unappreciated they are. Inpulse is already working with the likes of Balfour Beatty, and Arriva. It is very clever and I can see this approach might get more useful results than asking people to score everything on a five-point scale. But the method doesn't matter if the management uses the data to prove what it wanted to hear in the first place or uses it as a way to ignore having difficult conversations with its staff. As Nguyen himself says, the survey only works if workers can see that 'their input is heard and valued and acted on'. Did anything change as a result of the last employee engagement survey? Were the nightmare rotas sorted? Did someone stop leaving dirty mugs in the kitchen? Because if nothing changes, these surveys are as pointless and as annoying as asking me about my trip to Watford Junction.
Khaleej Times
19 hours ago
- Business
- Khaleej Times
Informa Connect Academy and CIPD join forces to deliver CIPD learning programmes to the MENA market
Informa Connect Academy has partnered with the CIPD, the world's leading professional body for people development, to provide access to globally recognised HR and L&D professional development opportunities to the MENA region. The collaboration comes at a crucial time when organisations worldwide are navigating complex workplace transformations, from AI integration to evolving employee expectations. The CIPD, with its impressive network of over 160,000 members globally, brings its century-long expertise in championing better work and working lives to this partnership. "This partnership represents a significant milestone in professional development across our region. By combining Informa Connect Academy's extensive reach with CIPD's prestigious learning programmes, we're creating unprecedented access to world-class HR education. Our comprehensive course portfolio will empower professionals to drive organisational success through effective people management," states Shabnam Rawal, managing director, Informa Connect Middle East. Stuart Dunlop, market director, CIPD, added: "We are thrilled to partner with Informa Connect Academy to deliver the CIPD's learning portfolio to the MENA market. This collaboration significantly expands our ability to deliver market-leading professional development across key markets in the MENA region. In today's rapidly evolving workplace, HR professionals need both theoretical knowledge and practical skills to lead their organisations through change. This partnership ensures they have access to the highest quality learning and development opportunities provided by a globally recognised HR professional body." Professionals enrolling in these CIPD programmes will unlock a wealth of career-enhancing opportunities. These comprehensive programmes will boost career prospects whilst providing invaluable access to CIPD's extensive global network and resources. Participants will acquire practical, immediately applicable skills that make a real difference in their daily work, supported by flexible learning options designed to fit around busy professional schedules. The programmes not only enhance earning potential through globally recognised learning but also offer direct access to cutting-edge HR practices and research, ensuring participants stay at the forefront of industry developments. This combination of practical knowledge, professional recognition, and networking opportunities creates a powerful foundation for career advancement in the dynamic field of HR and people management. The partnership launches with an innovative suite of courses designed to address current market demands: Each course has been carefully curated to provide practical, applicable knowledge that meets the evolving needs of modern organisations. The programmes combine CIPD's world-renowned curriculum with Informa Connect Academy's innovative delivery methods, ensuring an engaging and effective learning experience.
Yahoo
a day ago
- Business
- Yahoo
Adena Health honored for excellence in recruiting and hiring
Adena Health has been recognized with two 2025 Elite Honor Roll Awards by RogueHire, a leading health care talent acquisition organization. According to an announcement, Adena received the Raving Fan Candidate Experience Award, while Amanda Jackson, a talent sourcing partner at Adena, received an Elite Sourcer Award. Winners are selected from the top 25% of health care recruitment teams nationwide, with Adena being one of only five organizations to receive the award. 'These awards recognize that Adena's talent acquisition team is performing at an elite level, not only in productivity and efficiency, but also in quality and candidate satisfaction,' Heather Sprague, chief human resources officer, said in a release. 'We are committed to finding the most qualified candidates for roles across our health system because finding the right talent not only benefits Adena, but all of the communities we serve as well.' The Raving Fan Candidate Experience Award acknowledges top performance in RogueHire's Voice-of-the-Customer survey assessments, which gauge satisfaction among new hires and non-hired candidates regarding website, recruiter and hiring manager experiences. The award also highlights sustained improvement in performance over the past 12 months and a commitment to continuous improvement. The Elite Sourcer Award celebrates individual talent acquisition professionals who excel in sourcing top-quality candidates. Jackson was recognized alongside 16 other health care sourcers nationwide. RogueHire has been recognizing health care recruitment organizations with their Elite Honor Roll Awards for the last 15 years. The organization's mission is to help health care organizations identify, engage and find talented, passionate professionals committed to helping the people in the communities they serve. Adena is seeking both new and experienced individuals to join its team. Learn more and apply at This story was created by Jane Imbody, jimbody@ with the assistance of Artificial Intelligence (AI). Journalists were involved in every step of the information gathering, review, editing and publishing process. Learn more at This article originally appeared on Chillicothe Gazette: Adena Health wins national awards for top hiring experience
The Sun
2 days ago
- Health
- The Sun
I was days away from being paralysed after blaming back pain on being pregnant – a killer disease was eating my spine
SHEEMA Patel was just weeks into motherhood when agonising back pain left her screaming in the street. Doctors told the now 42-year-old from Harlow, Essex it was sciatica, but the truth was far worse: an incurable disease was eating holes in her spine. 4 4 By the time the disease was diagnosed as cancer, Sheema, who had just given birth to son Mason two months before, was told she was only three to four days away from being paralysed. She tells Sun Health: 'I thought, I'm just too young. I've not had enough time with my son. 'The message that was delivered made me feel I only had weeks to live.' Sheema, who works in HR, had first felt something was wrong when her back cracked while she was making her bed in April 2023, aged 40. It immediately started to hurt, but she put the pain down to her pregnancy. As the pain worsened, she went to the hospital, where she was given a low dose of morphine. She says: 'My whole body went into a kind of spasm. 'But they couldn't do much because I was pregnant, so I decided to leave the hospital.' After giving birth on July 30, her symptoms worsened. Three weeks later, she started experiencing severe leg pain. At this point, her pain was dismissed as sciatica - an irritated nerve - and the discomfort of post-partum recovery. Her GP prescribed codeine, and she tried acupuncture, but nothing helped. Then one day in late September, she was forced to cut short a walk near her house. 'I was three houses down and screaming in pain,' she recalls. 'My husband had to carry me, push the baby and walk the dog home. It was really bad.' A few days later, in late September, Sheema saw a new GP at her practice. The doctor suspected deep vein thrombosis, when a blood clot gets stuck in a vein, and sent her to A&E for more tests. After a series of scans and some back and forth, Sheema was told in October that she had lesions - holes in her spine, ribs and sternum - caused by myeloma, an incurable blood cancer that occurs in the bone marrow. The disease affects around 33,000 people in the UK. 'Don't ignore pain' She says: 'I was an odd case because I wasn't over 60, or a man, and I didn't fit the criteria for myeloma. 'But nobody should go through so much pain. It took months to be diagnosed, as it was just put down to sciatic pain.' She adds: 'My advice would be, don't ignore pain and keep pushing. Nothing was showing up in my bloods. "Back pain shouldn't go on for months, even if you're pregnant or have a new baby. "Ask for some X-rays or an MRI. You don't think you're going to get cancer at 40, but cancer doesn't discriminate.' Dr Sophie Castell, chief executive at Myeloma UK, the blood cancer charity, says: 'Myeloma has one of the longest times to diagnosis of any cancer. "One of the biggest barriers remains identifying and piecing together the symptoms quickly and before too much damage is done. "Myeloma symptoms, back pain, fatigue, infections, are often vague and can be mistaken for ageing or minor conditions." This is partly because, unlike many cancers, myeloma doesn't form lumps or tumours. Instead, it attacks the bone marrow, the spongy material inside bones such as the spine, pelvis, ribs, and long bones, causing lesions that weaken bones and can lead to fractures. 'I thought was going to die there and then' Over a third of patients see their GP at least three times before diagnosis, and a quarter wait more than 10 months. Sheema recalls her diagnosis: 'I was upset. It was like I was going to die there and then. 'They didn't explain anything. You just don't want to believe it. It didn't make sense. 'The only thing I kept thinking about was that I wanted to take my son to Disneyland.' She sought a second opinion privately, where she was told the damage was so severe that any pressure could leave her paralysed. 'He confirmed that I needed to remain bedbound as any pressure to my spine was going to result in me being paralysed,' she says. 'It took a few days to process," she adds. "My mum had to move in with us because I wasn't able to do anything for my baby. 'I couldn't even carry him. It was awful.' In March 2024, following her fourth round of chemotherapy, one of Sheema's spinal discs collapsed. Living with incurable cancer She required urgent surgery to stabilise her back, and in May, she underwent a stem cell transplant. She says: 'It was difficult. 'I feel like I missed out on the experience of being a new mum. "My son became very close to my mum because I wasn't able to carry him or care for him as I wanted to. 'But we've become much closer now, and we share a strong bond. I do everything I can for him now, taking him to soft play, to the zoo, and more.' Sheema is now in remission, though she knows the cancer is incurable. She adds: 'I know myeloma isn't curable and that it will likely return, but I'm a positive person. 'I'm focused on moving forward, going on holidays, taking my son to Disneyland when he's three or four, and building lasting memories. I'm incredibly fortunate to have such a supportive family. 'Mason and my husband are what keep me going.' If you're worried you might have myeloma, it can be hard to explain vague symptoms in a way that gets taken seriously. To help with this, Myeloma UK has created a simple Symptom Translator, a downloadable guide that puts common symptoms into medical language your GP will understand.
Forbes
2 days ago
- Business
- Forbes
Leading Through Change: Navigating The Human Side Of Transformation
Rahul Karan Sharma is a leadership strategist who empowers leaders with mindset-driven strategies to thrive in transformation. Periods of transformation in any organization are often described as essential and strategic. Yet for those tasked with driving change, the reality on the ground is anything but straightforward. Uncertainty looms, leadership gaps widen and team misalignment deepens, all while the pace of change accelerates. What makes transformation so challenging isn't just the operational complexity; it's the emotional toll it takes on individuals and teams alike. For HR leaders, C-suite executives and organizational development professionals, the question isn't just how to manage the mechanics of change but how to lead people through it in a way that builds resilience, fosters engagement and aligns their efforts with the organization's goals. Despite detailed plans and initiatives, organizations often face similar roadblocks when navigating transformation. These challenges may feel both personal and systemic, creating a ripple effect across the organization, including: During periods of rapid transformation, the spotlight naturally shifts to leaders. They're expected to model clarity and inspire confidence, yet they often struggle with their own doubts and unclear expectations. Emerging leaders, in particular, may find themselves suddenly thrust into visible roles without the preparation or support needed to succeed. This lack of readiness leaves teams adrift, impacting both productivity and morale. For employees, change fatigue is real. Transformation initiatives, especially when launched back-to-back or without clear communication, can feel overwhelming. Even high-performing teams can falter under the burden of shifting priorities and misaligned goals. A lack of shared understanding or vision exacerbates these feelings, leading to disengagement and resistance. Perhaps the most fragile element during transformation is trust. Employees want to believe their leaders have a plan and that their voices will be heard throughout the process. But when communication falters or priorities feel disconnected from day-to-day realities, skepticism creeps in. Rebuilding this trust takes time, intention and visible action. While the challenges of transformation may feel daunting, supporting your people through change doesn't always require sweeping initiatives or expensive programs. Simple, focused shifts in leadership behaviors and mindsets can unlock profound impact. Here are three practical strategies to consider: When transformation feels endless or chaotic, purpose becomes the anchor. Leaders at all levels should start by reconnecting teams to the 'why' behind the change. What is the vision driving this transformation, and how does each individual's role help make it a reality? By pairing big-picture clarity with small, relatable actions, leaders bridge the gap between strategy and day-to-day tasks. Start by scheduling regular 15-minute team check-ins to revisit the impact of current changes. Use examples to tie individual contributions back to overarching outcomes. These micro-conversations can help restore focus and alignment. Often, emerging leaders feel invisible or overlooked, especially in large or fast-paced organizations. Empowering them isn't really about handing over authority; it's about inviting them to contribute meaningfully and ensuring their efforts are recognized. The simple act of being seen can reinforce confidence and readiness. Create opportunities for mid-level leaders or high-potential employees to take the lead on specific projects, presentations or cross-functional collaborations. Provide supportive feedback that highlights strengths while identifying areas for growth. Effective communication during transformation isn't just about relaying updates; it's about creating a space where employees feel heard and valued. Active listening, coupled with genuine curiosity about employees' experiences, can foster a sense of inclusion and compassion. During your next leadership workshop or team strategy session, allocate time for a 'listening tour.' Ask open-ended questions like, 'What's one thing we should stop, start or continue?' and respond to feedback with visible follow-up actions. What sets thriving organizations apart during transformation isn't the absence of challenges; it's the presence of intentional leadership. Leaders who acknowledge uncertainty, listen more than they speak and consistently align actions with shared goals can create a ripple effect of resilience and engagement across their teams. It's not about having all the answers, but rather about walking alongside your teams as they chart unfamiliar territory together. The smallest actions, when done consistently, can create remarkable cultural shifts. A moment of recognition, a transparent explanation or a collaborative discussion can have an outsized impact, particularly during uncertain times. These are not acts of strategy alone; they are acts of humanity, which is the bedrock of effective leadership. Transformation may challenge every facet of an organization, but it also offers a rare opportunity to recalibrate and strengthen its foundation. By addressing uncertainty and leadership gaps thoughtfully, tackling change fatigue with purpose and fostering trust through connection, organizations can emerge stronger, more aligned and better positioned for the future. For leaders navigating these realities, the message is clear: Transformation is not a checklist to complete; it's a process to lead with intentionality, empathy and courage. Those who meet these moments with clarity, humility and focus don't just manage change; they inspire it. What small step will you take today to lead your team through change? Would the leader you aspire to be make that choice tomorrow? The path to transformation is less about scaling mountains overnight and more about creating steady, intentional momentum. By redefining leadership in ways that prioritize connection, clarity and action, you create the conditions where people can thrive, even in uncertainty. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
