Diversity, equity and inclusion, or DE&I as it is widely known, is a hot topic and perhaps one of the most fundamental human resource management goals that businesses are seeking to ‘solve’ in the current age. In this blog, we’re narrowing our focus to look specifically at ways to transform how you hire, for good.

Employee retention is a fundamental component of organisational success. If you’re doing it right, what you should be aiming for is high engagement and high retention – your employees care about their work and the organisation, and you’re doing your best to keep them in the business. But it's not just about compensation and benefits.

Rather than waiting to “unexpectedly” hear that an employee is leaving and conducting an exit interview to understand why they quit, the key to retaining good staff could be in regular one-on-one interviews to learn what keeps them motivated to stay in the business.

Energy*, either positive or negative, can have a major impact on the action and motivation of individuals and ultimately the achievement of workplace goals. Increasing role demands, particularly while we are facing the uncertainty and disruption of a global pandemic, can lead to stress, burnout and disengagement.

We’re seeing a lot more focus on diversity and inclusion initiatives within the workplace and rightly so, a group of people hired for a specific skill or competency is the perfect environment for watching the value derived from diversity and inclusiveness in action.

You put a lot of time and effort into marketing your business to customers. That is where you make money, right? But are you putting as much focus into your employer brand - how you would like to be seen and experienced by employees and candidates? You should, because it is a critical success factor in attracting, recruiting, and retaining talent.

In a hiring market fraught with uncertainty and talent scarcity, an enticing employee benefits programme can be key to securing top talent. However, events of the past 12-months have resulted in a blurring of the line between what constitutes a workplace perk and what is considered standard practice by prospective and existing employees.

With more organisations embarking on diversity programmes, it has prompted us to pause and reflect on our contribution in this space as we ask ourselves the question - could we be doing more?

Many countries around the world are leading the way with the introduction of laws to give workers the right to switch off from their jobs, to preserve work-life balance. In an era of digital technology and remote flexible working that means we are always connected and available to work, what lessons could business learn from ‘right to disconnect’ legislative control?