Read more about the issues that matter in your workplace.
Can business leaders increase engagement at work?
Absolutely, and there are 10 key leadership behaviours that affect staff wellbeing, along with three different leadership models, and four characteristics that leaders need to display.
Can organisations recruit people who are more likely to be engaged?
There are genetic and learned traits that affect someone’s levels of engagement, and thus wellbeing, so businesses can use personality and values testing to identify candidates who are more likely to be engaged.
Workplace wellbeing is best represented by levels of engagement, which in turn can be looked at in terms of energy, flow and commitment (AKA vigour, dedication and absorption).
High engagement at work improves productivity, customer satisfaction and profits, while decreasing absenteeism, staff turnover and workplace accidents, amongst other things.
What causes happiness for people? Some say that money makes you happy, but our data doesn’t support that. Happiness in the brain comes from the dopamine and serotonin pathways, but there’s more to it.
There seem to be specific personality traits that increase your chances of being happy, along with five things, outlined in the PERMA model of happiness that determine your level of happiness.
Wellbeing at work is more than just the absence of illness or a problem. It’s about promoting physical health, to a point where people are thriving, physically fit and feeling resilient.
So what do organisations need to focus on to encourage healthier lifestyles? And how does this impact psychological health, and thus wellbeing?
How exactly do you go about reducing staff turnover? Firstly, measure it, then look at your hiring practices, your internal opportunities and your leadership styles.
By combining all of these factors, you will be able to increase your staff retention rate, and improve business performance.
Research gives us even deeper insights into the reasons that lead people to leave their jobs, and the resultant impact and costs to business.
We talk about the visible costs of staff turnover, and also the less obvious impacts, along with the key reasons and factors that lead someone to leave their job, including personality, demographics and leadership.
When people leave their jobs, it can be because of something that pulled them away, or something that pushed them away – we call these push and pull factors.
Understanding the push and pull factors at play in your organisation can help you design recruitment and HR practises that reduce staff turnover and the associated costs to your business.
Sometimes when people leave a job, it’s simply because you hired the wrong person, which can result from errors in your recruitment process.
Having a strong, research-backed recruitment process can reduce the chances of hiring someone who’s not a good fit for the job, the team or the organisation.
One of the key reasons that people decide to leave their jobs is that they discover that it’s different from what they expected.
A good job description, work sampling and reference checking YOU can help with this.
Staff turnover is a natural part of any organisation, but what exactly is it, how do you calculate it, and what’s the best method? And then how do you know if it’s too high (or too low)?
Get clear on your staff turnover rate and why it’s important to have a good handle on it.
The research shows that there are many things that organisations can do to increase levels of meaning, including values matching, facilitative leadership and role clarity.
We share some practical ideas about how to help people find meaning at work, on an individual level, but also through leadership.
What does the research show about meaningful work, and the factors that affect it?
We looked at an extremely wide range of industry sectors, and we measured a range of psychometric and psychological characteristics. Let’s take a look at the results of this study.
What factors influence people to find their work meaningful and how much does our nature – or genetics – determine this?
We look at the characteristics of people who naturally find their work more meaningful, across personality and cognitive abilities.
Employee engagement is known to drive quality and quantity of work, and is an excellent predictor of outcomes at work, but how does it relate to meaning at work?
Through our research, we uncovered the relationship between meaningful work and employee engagement.
When people find meaning in their work, this leads to positive business outcomes in performance, profits, satisfaction and more.
We cover the four key features of meaning, in work and in life, and how success – or failure – plays into a person’s satisfaction levels, plus the workplace contributors to wellbeing.
Learn more about why meaningful work really matters.
Remote Work Best Practices Part 8 - High Well-Being & Engagement Engagement and wellbeing are essential for happy, productive employees, especially when working remotely. We discuss why looking forwards, rather than backwards, increases people’s willingness to...
Remote Work Best Practices Part 7 - Role Clarity & Outcomes Role clarity is one of the most important factors for success in remote working. We cover the best way to define jobs, and why task-based definitions fall short. We also discuss “real world outcomes” and...
Remote Work Best Practices Part 6 - Key Skills & Competencies What are the most important skills people need to be successful when working remotely? We discuss the key competencies that are correlated with effective remote work. And we cover how to develop the...
Remote Work Best Practices Part 5 - Communication Challenges Remote working presents many challenges when it comes to communication. Learn how to communicate effectively when working remotely. We discuss the importance of proximal vs distal forms of communication, and...