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THE OVERLOOKED COMPETITIVE ADVANTAGE Including your organisational evaluation sheet for employee engagement

CONTENTS 04. 21.

The employee landscape and its challenges

Innovation in employee engagement


Working towards an engagement strategy


Employee engagement predictions


Understanding the employee engagement lifecycle


Organisational evaluation sheet


“NEXT BIG THING” Let us fill you in on a secret: Your company already has “the next big thing.” You won’t have to look far to find it; there’s a good chance that at this moment, it’s sitting right next to you. An organisation’s workforce is its most valuable tangible asset. It can improve results and the bottom-line. But for many businesses, a disengaged team member has the potential to become its greatest liability. Despite this fact, corporate leaders are either failing to see it, or falling short in their attempts to approach it. Delivering on the promise of employee engagement doesn’t rely on one action or person: It takes a team effort from every position. It is a critical organisational investment that keeps the CEO awake at night, and is top of the agenda for HR leaders, middle managers and employees themselves. Innovative, culture-driven strategies combined with intuitive HR technology can serve as a foundation for a business’ approach to improving employee engagement. This eBook considers the importance of employee engagement and its benefits as well as innovations driving investment in employee-centric technology. Sharon Looney,

Chief Human Resources Officer, CoreHR




Employee engagement isn’t a new concept; it first appeared in the 1990s. Since then it has evolved into one of the most polarising management strategies of the 21st century – but perhaps the most fruitful. There’s a fundamental understanding of its importance in the workplace, but a disconnect on how to achieve it.

GALLUP RESEARCH SERVES AS HARROWING PROOF THAT YOUR EMPLOYEES MAY BE DISENGAGED WITH THEIR WORK In the simplest of terms, employee engagement reflects the idea that people in a company are actively involved in, and passionate about, their daily work.

15% 18% Source: Gallup

of the global workforce is actively engaged with their work

are actively disengaged, which is reflected through poor or mediocre performance


67% 8%

have been identified as “not engaged,” where they’re neither disinterested or motivated

Engaged employees embrace the organisation’s culture and the ultimate direction it’s moving towards. It’s straightforward in theory, but complex in practicality. Developing a strategy that embraces employee engagement isn’t an exact science; there’s no tried and true approach that applies to every situation. That reason is why organisations struggle mightily with it.

of UK employees are engaged with their work, despite being at 17 percent in 2013

This trend costs the global economy $7 trillion in lost productivity every year


Organisations that are getting employee engagement right are reaping the rewards. Below are the returns for those that rank in the top quartile, according to Gallup. Apart from that, companies with a strong employee engagement strategy are also associated with better employee retention rates thanks to an inclusive workplace culture.



higher customer satisfaction metrics

higher productivity rates



higher sales revenue

higher business model profitability

Source: Gallup




An overwhelming majority (90 percent) of C-suite executives acknowledge that employee engagement is important to their business. Unfortunately, less than half understand how to approach it, Deloitte reported. This is partly due to the dizzying array of factors that contribute to the discord. First and foremost is the sheer number of generations present in the workplace. Organisations must create policies, engagement programmes and incorporate technologies that meet the needs of baby boomers as well as millennials. It’s estimated that some companies could have as many as five generations working for them at one time, according to Deloitte. This results in a shift from a focus on careers and education, to

optimising life as a whole for the entire workforce. The workforce itself has quickly evolved over the last decade, and many employers have yet to realise the full gravity of the changes. Applicants are no longer fixated on perks and benefits, but rather enticed by the forward-thinking cultures and progressive nature of wellknown businesses. An organisation’s brand is a major selling point to candidates in the era of social media, where ranking on a list of “Top Places to Work” provides invaluable exposure to top talent. Employees expect flexibility in benefits, like unlimited vacation time or the ability to work from home, as well as innovative workplace and cultural designs that shift the focus to health and wellness.


Making an investment into peoples’ happiness is already driving bottom-line performance At the same time, many HR departments don’t have the tools at their disposal to transform the employee experience and streamline operations in a way that would promote better employee engagement. Cloud-based HR technology has become an essential piece of the puzzle as it allows seamless communication between employees at all levels. It digitalises key functions of HR enabling the team to evolve from a position mainly focused on policies and payroll, into a cornerstone of employee engagement across the company. Businesses are transforming these departments and renaming them people operations, or employee experience. Workplace culture is a by-product of the investment companies make into eliminating the daily burden of administration on their people. This can manifest itself in an easy-to-use employee self-service portal that empowers them to manage their

working lives and be engaged with their colleagues and the business no matter where they are. The mobile nature of this new way of working allows them instant access to functions that matters to them, such as benefits, goals and objectives, feedback and recognition from their peers, or simply changing work shifts with friends at the click of a button. This agile system means they are no longer bound to complex and inefficient legacy systems, or worse – dated paper-based processes. At the end of the day, disengaged employees are often the result of an organisation not putting much stock into how the workforce thinks or feels about the company. Businesses simply won’t be able to do this moving forward, as niche roles will become more difficult to fill for enterprises with toxic work environments. Making an investment into peoples’ happiness is already driving bottom-line performance.



ENGAGEMENT STRATEGY What does an engagement strategy look like? Read on to discover the three pillars of employee engagement and to see an example of a Company’s Value Statement.


ENGAGEMENT STRATEGY When evaluating an organisation’s employee engagement strategy, it’s vital to consider what matters most to people. Through conducting 150 interviews with psychologists, economists and industry leaders, the Harvard Business Review identified three categories that contribute most to the issue of employee engagement. At CoreHR we call these the Engagement Pillars: CULTURAL: Policy, procedure and people come together to create an intangible sense and feel about your corporate culture. A toxic environment can lead to endless negativities, such as low morale, fading productivity and high turnover. Unsurprisingly, people want to enjoy the atmosphere at their workplace and organisations should take steps to ensure they do.

TECHNOLOGICAL: A craftsperson is only as good as his or her tools. A lack of digitisation becomes magnified in modern offices, as the applications available to workforces today can dictate exactly how difficult a job is. Intuitive software can improve collaboration, as well as make it easier for HR and people managers to keep open channels of communication with employees. PHYSICAL: Cubicles are boring – somebody had to say it. Open office space floor plans can encourage teamwork and create a more sociable setting. Employees want to see that the company has invested in the place they work, and that can take the shape of something as simple as fresh fruit in the kitchen, or an area that people can go to unwind from a stressful day. The modern-day leader sits in an open plan office with their teams.


These three pillars of engagement represent a fundamental shift in understanding employee engagement. Numbers are useful only if actual change is occurring in the aforementioned categories, and they can serve as an evaluation to better understand how your organisation is approaching the issue. Successful strategies weave all three components seamlessly, though it can take a fair share of trial and error to figure out what that looks like. Here are a few suggestions that your business can implement immediately: CULTURE: We’re amid a shift from emailto conversational-based engagement. Gather influential employees from various departments to figure out what the culture is and what it is missing. Use an engagement survey, like those run by Gallup (see page 13) to provide a good benchmark on what needs to be improved. Look for quick wins that show the organisation has made it a point to improve employee engagement, while in the meantime developing a long-term strategy. These could take the form of work outings or recognition schemes.

portal to access vital information and organise their working lives on their mobile is gaining in popularity. This is especially true with an integrated cloud-based HR solution that allows extensive functionality. Take a quick survey of employees to figure out what applications they think could help improve their workflow, and roll it out with a small pilot to see if it’s viable for the entire business. PHYSICAL: If you haven’t recently, it’s time to invest in the workspace. New equipment and redesigned break rooms are a start, but an employee survey could help you figure out the type of changes people most want. It’s time to shift from an individualistic to a teamcentric organisational view. COMPANY VALUES Clearly defining and socialising your Company Values around the business is another good starting point. Turn the page for a live example of what a Company Values statement looks like.





TECHNOLOGY: Both the company and its teams need to adopt platforms that make their lives easier. From an administrator’s viewpoint, cloud-based HR software, for example, can improve how the business interacts with its workforce. Employee self-service which gives each employee a personal





INDIVIDUALLY Individually accountable, collectively successful: ACCOUNTABLE, Bringing pride to what we do. COLLECTIVELY

One team, one vision: Moving with ONEforward VISION a united purpose MOVE FORWARD TOGETHER WITH UNITED PURPOSE

Enhance lives: ENHANCE Contribute, LIVES learn, CONTRIBUTE, LEARN, grow, give back. GROW, GIVE BACK


#CoreSelf #CoreUnited: #CORESELF Creating positive energy at work. #COREUNITED CREATING POSITIVE ENERGY


Committed to Greatness: COMMITTED TO Delivering excellence GREATNESS to our customers DELIVERING EXCELLENCE TO OUR CUSTOMERS


12 IMPORTANT QUESTIONS THAT ESTABLISH ENGAGEMENT Gallup used 30 years of in-depth research with 17 million employees to develop 12 statements that can best predict employee and workforce performance.




Do you know what is expected of you at work?

Is there someone at work who encourages your development?

In the last year, have you had opportunities to learn and grow?




In the last seven days, have you received recognition or praise for doing good work?

Does your supervisor, or someone at work, seem to care about you as a person?

At work, do you have the opportunity to do what you do best every day?



At work, do your opinions seem to count?

Do you have a best friend at work?



Does the mission/ purpose of your company make you feel your job is important?

In the last six months, has someone at work talked to you about your progress?

09 Are your colleagues committed to doing quality work?

12 Do you have the materials and equipment to carry out your duties effectively?


ENGAGEMENT LIFECYCLE Your employee’s engagement starts the minute they see your job ad and continues right through to their request for a reference. Your engagement strategy needs to successfully address each part of the journey.


ENGAGEMENT LIFECYCLE Prior to the explosion in popularity of employee engagement, companies could rely on a job market that favoured them. Today, the tables have turned. In fact, it’s likely that the top-quality candidate available for an open position has at least four job offers, according to a study by the Aberdeen Group. Niche roles are becoming increasing difficult to fill, and it’s creating a shift in the employee lifecycle. The modern workplace relies on an equal partnership between employees and leadership, rather than the conventional hierarchical structure. Success is dependent on this partnership, and employee engagement strategies are meant to reflect that. The employee lifecycle incorporates that trending thought by developing a strategy that seeks to engage people from the moment they first interact with a recruiter, to the day they ask for a reference for their next opportunity. Companies can start by giving HR managers the tools to source high quality talent and create onboarding

programmes that improve the chance candidates will successfully integrate into their position. First impressions can last a lifetime, and intuitive technology supports an agile workforce that can meet the varied demands of people entering the workforce. The care that hiring professionals take to ensure a great experience will be returned in the form of positive reviews on websites like Glassdoor, which in turn will encourage other highly talented applicants to work with the company. Organisations should equip their managers with the tools and training they need to ensure they are providing the best support possible for their team members, allowing them to flourish and develop both personally and professionally. Talent management software makes it easy to set goals and development programmes, to track people’s progress and identify which certifications could have the greatest impact on a person’s growth. It can also help them better understand which aspects of the job someone is struggling in, and accommodate them accordingly so they don’t begin to feel like an outsider.


Recruit Onboard Develop Manage Post exit relationship



EMPLOYEE ENGAGEMENT At the core of the employee engagement renaissance is a foundation of technological systems that are automating processes to both improve how employees interact with the company, and how HR can manage their teams. Josh Bersin, of Bersin by Deloitte, believes this trend is having a profound impact on companies’ efforts. “The entire marketplace is shifting from tools that automate traditional HR practices to platforms and apps that make life at work better. This fundamental shift is profound in its implication,” Josh Bersin, Deloitte. Cloud-based HR platforms have emerged as powerful tools to help streamline the following functions:  Recruitment & Onboarding  Workforce Management  Talent Management  Payroll  People Management

Incorporating this software can bring a wide range of benefits that make it easier for traditional HR to transition away from being a function of the organisation, and towards being viewed as a catalyst of change for the entire organisation, one that brings transformational value. Recruitment platforms take the shape of applicant tracking software and other features that streamline the hiring process. Digitising onboarding allows staff to curate content to individual positions, mitigating any chances of a knowledge gap developing and vastly improving the potential of long-term retention through successful integration. Rostering software is making it easier for employees to manage their work-life balance by being able to access their scheduling information from their mobile device, as well as request shift changes.


“The entire marketplace is shifting from tools that automate traditional HR practices to platforms and apps that make life at work better. This fundamental shift is profound in its implication.” Josh Bersin, Deloitte

Self-service portals that can be accessed from any device allow people to have more control over the way they work. This enables the introduction of flexi-benefits like work from home or unlimited time off. It also makes it simple for people to check their compensation packages whenever they want.

 Support hiring practices by identifying traits that lead to higher retention rates and ideal fits in corporate culture.

Automation of payroll greatly reduces the chance that a mistake leaves a team member underpaid or not at all. Similarly, having the ability to host benefits information through a cloudbased employee self-service portal enables greater individual autonomy. Throughout it all, data is being collected to create a repository of employee analytics. These metrics can be used in a variety of ways:

 Assist with succession planning.

 Help managers track employees’ individual skill sets to identify gaps in training, and align departments based on a strengths-based workplace.

 Gain a better understanding of financial data for C-suite executives and other departments focused on finance. Taking an active approach to both hiring and people management is the first step in developing a culture of employee engagement.



HOW TOP ORGANISATIONS APPROACH EMPLOYEE ENGAGEMENT Businesses that struggle to envision what effective employee engagement strategies look like can turn to Fortune 500 companies and well-known organisations for best-practice in the field.

Open workspaces have become the norm and AirBnB lets its employees set the stage. The organisation gives its teams modest budgets to design new conference rooms, or create a different floorplan based on their constantly evolving needs.

The company knew it needed a solution that could help with rostering in a bid to free up senior management time—at the time the process was 90 percent paperbased. Cineworld adopted CoreHR’s software, which resulted in reducing a six-hour task to just 60 minutes.

The social media platform wants its employees to spend at least 70 percent of their time doing work they love, which is why they work extensively to find each staff member’s strengths. The company can then align people with work that best fits their skill sets. Ideally this should help the workforce form a stronger connection to their day-to-day routine.




The company created a HR hackathon in 2016 – the first of its kind. The programme offered interns the opportunity to develop new methods of fixing age-old HR issues, like ineffective recruitment and onboarding. The winning solution was a mobile application that offered managers the chance to communicate directly with interns to provide ongoing feedback and advice.

The American apparel retailer received an average of 800 CVs per month, making it difficult for recruiters to create an engaging experience for applicants. It digitised the process to feature applicant tracking software and hosted people’s files on the cloud. The organisation saw a drop in average time-to-hire, as well as cost savings.

The e-commerce website takes no chances when it comes to employee engagement – it has a number of programmes in place to help the company feel more like a family, and less like a business. These include an employee-based bonus structure that allows coworkers to dictate who receives it, “Zollars” that are awarded for great work and can be used on branded gear, as well as a scavenger hunt used exclusively for onboarding that encourages new employees to meet other people.



STRENGTHS-BASED WORKPLACES Companies are focusing on their people’s strengths to create better places to work. Gamification is also playing its part in employee engagement.


STRENGTHS-BASED WORKPLACES Facebook’s efforts to identify employees’ strengths and weaknesses, and aligning workloads with those findings, is a recent and promising development in the field of employee engagement. Known as a strengths-based workplace, it relies on companies having effective talent management tools that provide managers with data on performance. This can range from the history of project completions, to certified competencies held by each team member. Creating an overview of this information allows supervisors to better allocate HR resources in ways that will improve productivity, as well as the general morale of the workforce. The strategy hinges on an organisation being able to determine natural talents and continue to grow them through development and industry-specific training. This encourages the workforce to reach its true potential and enhances the dedication people have for achieving the business’ overarching goals. Deloitte also found that retention and engagement rose between 30 and 50 percent in organisations where there’s a

strong emphasis on learning. With every employee having some type of innate talent, the onus then falls squarely on management’s lap in its ability to not only identify strengths, but nurture them as well. Because of this, supervisors must see themselves as partners with their team members, rather than play the conventional role as a superior. In fact, this has become the new social contract between people and the companies they work for. It has become incredibly important to develop a culture where mistakes are an opportunity instead of a fault. This type of ideology stems back to the idea that employee engagement is built on empowerment, and investments made in it should focus on promoting confidence—not just competence. Facebook attributes viewing its management team as a position of support as one key in its ability to scale operations when the company was in its infancy. It allowed talent to flourish and set the course, as well as developed the type of engagement necessary for keeping morale up in high-paced workplaces.

The advantages of supporting a strengths-based workplace have been vetted by Gallup, and include:



10% to 19%

14% to 29%

higher productivity

increase in sales

better rate of retention

improved profits



SOFTWARE AND GAMIFICATION Employee engagement is naturally viewed as a psychological challenge: Organisations must find methods to change the very way in which their employees view the work they’re tasked with, and where they complete it. Gamification is one way of doing so. The strategy leans on the idea that humans love to compete and improve themselves in a structured manner that applies a reward for their efforts. It relies on technology that can track actions – for example, reaching a sales quota – so that information can be used to compensate an employee appropriately. An effective way of doing so is recognition, which can be publicly displayed on an employee self-service portal or intranet in the form of a digital badge or ribbon.

to always have access to accurate portrayals of performance and skill sets of individual employees, which is vital in a strengths-based workplace. Companies who have been slow to adopt technology can find themselves unable to track the information necessary to create a trove of data that supports gamification. Some cloud-based HR providers have already designed their platforms to accommodate this increasingly popular trend, and are worthwhile investments to create more engagement throughout the workforce.

“There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: employee engagement, customer satisfaction, and cash flow.” Jack Welch, former CEO of General Electric

The benefits of utilising gamification are two-fold. Employees gain continuous appreciation for their work in a way that’s perceptible to the entire organisation. Companies adopt a new approach to evaluating employees, by shifting away from annual reviews that often miss more topics than they cover, to real-time analysis through HR analytics. This allows managers



EMPLOYEE ENGAGEMENT There are a variety of obstacles that await organisations looking to make a noticeable impact on employee engagement. First, and perhaps most frightening, is the prevailing thought that engagement surveys are an annual occurrence – throw that thought out the window. Gamification and cloud-based HR allows companies to track workforce sentiment in real-time and adjust immediately, yet 64 percent of companies still use annual employee surveys to track engagement, according to Deloitte research. This type of quick responsiveness is a foundation of inclusivity and ensuring everyone’s voice is heard. Stagnancy from the leadership position is the downfall of many employee engagement strategies. The second challenge lies in proving business value for the investment being made for cloud-based HR. Although the advantages found in productivity and retention are great, businesses also have the possibility of being featured on a “Best Places to Work” list. This greatly enhances the chance to attract – note

the difference from recruit – top talent as the company has become an ideal destination. One of the final barriers to better employee engagement is the people it impacts. Depending on how poor the metric was before, a company could find it difficult to roll out a new strategy. To overcome this resistance, work on converting a few high-profile employees who want to embrace the new culture. They can function as ambassadors of the new methodology. It’s also important that the organisation follows through with its plans – half-hearted attempts can be worse than not trying to improve the situation at all.

Per HBR, organisations that invest in employee engagement have been found to be:


times more likely to be listed on Fast Company’s Most Innovative Companies


times more likely to be on Glassdoor’s Best Places to Work


times more likely to be on Forbes’ World’s Most Innovative Companies.



LEADERSHIP, HR AND EMPLOYEES Better employee engagement strategies benefit three distinct groups – C-suite executives, HR and operations managers, and employees – all of which contribute to the well-being of the company.




The health of the business plays a direct role in C-suite job security. Investing in the culture of the organisation can lead to greater industry brand recognition, better profit margins, and innovation on the front lines that leads to new revenue opportunities through higher performance and productivity. Enterprises that invest in employee engagement have staff members that produce four times greater profits over companies that don’t, according to HBR. This leads to the former showing 3.9 times better earnings per share over the latter, Gallup reported.

With cloud-based HR, CHROs gain invaluable data on people in the company that can be used to support initiatives based on actionable analytics. This helps them figure out how to replicate interactions that lead to best-of-breed development and training for employees. Investing in both people and process allows them to boost retention across the board while still prioritising health and well-being.

The inherent benefit of investing in employee engagement is the cloud-based HR platform that comes with it. The system streamlines many of the conventional functions, allowing supervisors to spurn legacy tools like spreadsheets for automated payroll. Similarly, the talent, workforce and people management applications make it simple to monitor and analyse the workforce from an analytics perspective. Digital transformation offers the department the ability to move into a people and culture management role.






The ability to streamline rostering, payroll, time and attendance is invaluable. Operations managers gain unparalleled accuracy without sacrificing anything for it. Automation ensures that manual errors—like mistakenly typing in the wrong figure—don’t lead to an employee being underpaid. They’re also able to better monitor working hours and adhere to compliance mandates.

Everyone deserves to love the company they work for. The biggest beneficiary of a better employee engagement strategy is of course the workforce it’s curated to. Greater recognition, a healthier work environment and a better work-life balance are just a few of the benefits. Depending on the programmes an organisation rolls out to support its initiatives, regular rewards and corporate outings, as well as better departmental collaboration, are also a bonus.


There is a high cost associated with building a culture: team retreats, gym memberships, personal and professional development classes. All this is to facilitate the personal evolution of each person who contributes to the company. And, what are our results? In three years, not one employee has voluntarily left, which is a phenomenon that we believe can be replicated at any organisation. David Hassell, founder and CEO of 15five


OVER THE NEXT FIVE YEARS Here are three predictions for where CoreHR sees employee engagement trending over the next five years:




Traditional engagement strategies are geared towards satisfaction – rewards for action and cooperation. While this is certainly a step in the right direction for the majority of companies, expect this to develop one step further by enhancing the way people experience work at the company itself.

A surprising number of organisations lack the technical capacity to monitor the effectiveness of their employee engagement programmes. This can force leadership and HR managers to essentially roll out new initiatives blind, without the ability to track their success.

Through a matter of market competitiveness, employees will no longer be seen as something that can easily be replaced – their importance is only second to the product itself.

Employee experience is the way people interact with the business and its culture, from the first email sent by a recruiter to the exit interview. The idea is to foster strong connections between the brand and its people. This is growing more important by the day as many industries find themselves mired in a skills shortage that will only get worse, and organisations that hold appeal as a top destination for high-quality talent will have the upper hand.

Expect analytics to play a key role in providing data to evaluate the performance of the new curriculum. This will allow organisations to identify faults and incorporate better solutions through actionable insights much faster than ever before. Employee engagement will become a consistent item on the agenda, rather than a yearly check-in.

Customer experience has slowly but surely become a competitive differentiator. Consumer-facing departments that can sway client retention and acquisition rates, as well as departments that ensure consistency among commodities, will ultimately become the difference between falling short of revenue expectations or blowing them out of the water. Engagement strategies will account and accommodate for this change.



FOR EMPLOYEE ENGAGEMENT Employee engagement is far from simple, but don’t stress – use this evaluation sheet to see where the business can improve. Answering ‘No’ to any question signifies an area that could be lagging behind top performers.


EMPLOYEE ENGAGEMENT CULTURE  Do rules and policies promote stability?  Is the motivation to succeed based out of furthering the organisation’s goal?  Are employee evaluations primarily in place to identify strengths?  Is teamwork welcomed and common among the workforce?  Is there transparency in the decision-making process?  Are employees empowered to achieve the best results possible, regardless of rank?  Is there an emphasis on person and professional development?  Does the organisation act on feedback about processes or the direction it’s going?  Is there a sense of family among people?  Are new employees welcomed in with open arms by veteran team members?

The more boxes you can check off, the better your employee engagement is. Failure to check off any of the boxes is a sign of an area in your company that could use improvement.

TECHNOLOGY  Does technology support workforce agility, with the ability to take on multiple tasks and collaborate better with others?  Can managers and supervisors track the professional development of everyone?  Is it easy for employees to access information about benefits, sick leave or shift changes?  Does onboarding effectively assimilate new people into their work, processes and workplace culture?  Do recruiters utilise tools to make it easier to source candidates for the best fit?  Are the digital tools in use best-in-class to promote better productivity and collaboration?  Are data and analytics a component of your employee engagement strategy?  Do employees have the ability to work remotely?  Are gamification techniques used to gather feedback in real-time?  Does the workforce have access to the latest gadgets, devices and tools?

PHYSICAL  Is there a focus on employee health and wellness?  Does the organisation encourage everyone to take sick days or annual leave where necessary?  Is workplace harassment quickly and swiftly dealt with?  Are there any office perks, like free food or a modern employee break area?  Are flexi-benefits in place to promote better mental health?  Does the company regularly update its office floor plan?  Is every piece of furniture and equipment in the building fully functional?  Is there an open-door policy between employees and supervisors?  Do organisational leaders hold informal, in-person sessions to gauge opinions and feedback?  Are people happy when working for the company?



EMPLOYEE ENGAGEMENT CoreHR enables organisations to manage their entire workforce and power employee engagement throughout their journey within the business from hiring to retiring including recruitment and onboarding, workforce management, talent management as well as payroll and compensation. This truly integrated solution allows organisations such as Cineworld and the University of Oxford to enhance all strategic and transactional HR and Payroll processes, all on the one platform. Highly intuitive and easy to use technology will streamline procedures, improve efficiencies and ultimately

reduce operational costs. And with a rapid deployment delivery model, customers won’t have to wait long before enjoying the benefits of smarter HR technology. Empower your global workforce with a mobile experience that enables them to simply manage their working life anytime, anywhere; from clocking in and out of work on mobile, booking annual leave, nominating collleagues for awards, updating travel preferences and skill sets, viewing their payslips and managing expense claims, plus much more - transforming the way that you and your people work forever.

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