Vijay Bankar

Listen to the article. "The right to be heard does not automatically include the right to be taken seriously."  — Hubert Humphrey 😃😃 Jokes apart, continuous employee listening is gaining momentum due to the developments in the preceding three years. It is also an integral part of the people analytics function. We implement it for devising compelling employee experience. Like other initiatives, we took a leaf out of the marketing book and initiated a continuous employee listening strategy to enhance the employee engagement. The direct upshot of continuously receiving employee feedback is gaining instantaneous actionable insights to improve employee experience and engagement. While also facilitating lower turnover and enhancing productivity and performance. According to a Bain & Company survey, 80% of organizations are optimistic about utilizing employee engagement systems in 2023. Active listening and passive listening are the rudimentary components of continuous

On October 8, 2018, LinkedIn acquired Glint and entered the segment of “Employee Engagement”.  According to Josh Bersin, “Glint, is a comprehensive employee experience platform that stores data from onboarding, new-hire experience, ongoing pulse surveys, and open interviews.” It is important to note that Microsoft – LinkedIn approached this market segment through the acquisition route. On November 11, 2018, SuccessFactors announced an acquisition of Qualtrics. No wonder that ‘Employee Engagement’ is gaining leadership attention and becoming the organizational priority.   Even Jack Welch thinks that ‘Employee Engagement’ is number one indicator of organizational health. Gallup carried out research in 155 countries and found 15% engaged employees, 65% not engaged employees and 18% actively disengaged employees. The report further states that engaged employees increased productivity (17%), sales (20%), and profitability (25%). And reduced absenteeism (41%), turnov

As we, all know there were two different schools of thought in Talent Management. Exclusive & Inclusive, where the earlier focused on selected few employees as Hi-Potentials and the later considered all employees instead of selecting few. As stated by Turner & Kalman, “Talent management is now talent management for all.” Then there is yet another approach called as hybrid model suggested by Pilbeam & Corbridge, which considers combinations of the above two approaches.    Primarily there were two significant contributors to the process of Talent Management namely ‘Talent Identification’ (Assessments) & ‘Talent Development’. In fact, Church & Waclawski consider the assessment of employees as "holy grail" of talent management, more so when it is done with a high degree of precision. However, developing talent is the main issue for most of the HR Professionals.  Surveys carried out by HBR, PWC, Deloitte, & Gartner usually come up with a lis

Employee Surveys – from once a year to a continuous process You get ten employees in a room, and you get fifteen opinions. That might be the case, however, many companies use once a year employee surveys, mainly to help the management in its decision making to check the current situation in the organization. Then create a blueprint to improve the overall work climate in and across the organization both in range and depth. As stated by John H. McConnell, (2003) “Management’s primary objective for a survey is usually: To discover employee perceptions regarding satisfaction with conditions of employment.” Paper-Pencil Surveys was the most commonly used format for many years. Then we had Interactive Telephone Surveys - using touch-tone response. These days we see Email Surveys, Web-based Surveys, and even Mobile App used for the quick response. No doubt, that using survey is a pragmatic way to handle issues by taking decisions based on facts & data rather than gut feel. As