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organisation by encouraging the company to address societal and cultural challenges through a shared purpose. Rather than having closeddoor meetings between senior leadership and HR on the company’s stand on social concerns, companies should consider having an open forum for conversations on crucial matters that the firm and its employees believe is essential to acknowledge. With this strategy, we can certainly establish a strong community together and an inclusive environment. Furthermore, global firms should establish cross-region programmes in which employees from other regions can connect with one another and exchange their opinions, thereby assisting organisations in fostering an inclusive workplace. This will also enable them in using peer coaching to hold employees accountable for taking individualised action on societal issues and prioritising societal issues that align with the organization's goals.
Given the turbulent times that organisations and working professionals have found themselves in, what they increasingly prioritise is a workplace that cares for their wellbeing. How can companies then build a community that is collaborative, highly communicative and upholds wellbeing practices? | April 2022
Creating a common purpose is at the heart of employee engagement because it makes people feel valued and relevant in the organisation Following the pandemic, organisations are focusing on developing humancentric EVPs, in which they are now aiming to forge stronger bonds with their employees through better communication and assuring their overall well-being. Employers are taking efforts to promote holistic well-being by holding people accountable for personalising well-being progress, encouraging mental health champions to have open discussions about it, and defining clear dos and don'ts for how managers may support employee wellness. We also believe that when it comes to drafting policies, companies should seek inputs from their employees, as they are the ones who will ultimately benefit from them. By doing so, employees from all regions will feel valued and will be able to share their concerns. We, at Mobileum, focus on taking an approach that is for, by, and around people by being cognisant of their ‘state of mind’. By doing so, we will
be able to create a strong community in which all employees are respected and feel a part of it.
Finally, from your years of experience in the field, what is one word of advice you would like to share with fellow HR leaders for greater talent retention and engagement? Firstly, understand the business to have a strategic approach and to strive towards providing a balance. because we continue to be the bridge between employees and the employer, represented by the leadership. This approach may pave the way for honest conversations as teams navigate through challenging business environments. To sustain a positive work culture, I believe HR must be credible with all stakeholders. Secondly, close alignment of talent strategy to business priorities is now very important. It is critical for HR to be agile and quick in creating programmes that focus on upskilling and cross skilling. There is no single point strategy that can work but a more comprehensive one which focuses on building capability to enrich the career of employees, providing them a flexible work environment and that takes care of their financial and mental wellbeing.