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Let’s be honest! No one wakes up one morning and suddenly finds a “Fossil” sticky-note glued to their cubicle. Becoming outdated at work is rarely dramatic. It’s silent, gradual, and often self-inflicted. And it can happen whether you’re climbing mid-level ladders or already lounging in the corner office.Why People Start to Feel Extinct&nbsp; Past Glory Syndrome: “I’ve been doing this for 15 years” is not a badge anymore. It’s often a blindfold. What worked yesterday might not even get you noticed today. Skill Freeze: Ignoring new tools, tech, or trends is like showing up to a Formula 1 race with a bullock cart. The workplace will zoom past you. The Networking Hibernation People who stay tucked into their silos miss out on fresh ideas. Remember: out of sight is often out of mind (and eventually, out of job). The Change Allergy “We’ve always done it this way” is the fastest path to irrelevance. If new methods feel like an itch, scratch it before it becomes a rash! Brand Rust Your personal brand needs polish. If people only remember what you did five years ago, you’ve gone stale on the shelf.How to Avoid the Extinction List&nbsp; Keep Learning (and Unlearning) Courses, podcasts, or just shadowing a colleague: make curiosity your default setting. Go Digital, or Go Home No one expects you to code in Python overnight, but not knowing how AI tools, analytics, or collaboration apps work is a red flag. Reverse Mentorship Rocks Listen to Gen Z / younger generations. They’re not just making reels, they’re reshaping industries (&amp; countries). A little humility goes a long way. Be Seen, Be Heard Write, speak, share. Don’t be a hidden gem. Unpolished stones rarely get picked. Test new ideas. Even small experiments show you’re still in the game and not just a relic from a different era.The Final Word&nbsp; In careers, extinction isn’t about age. It’s about attitude. Mid-level managers who adapt early become tomorrow’s leaders. And leaders who keep reinventing themselves remain inspiring instead of intimidating.<blockquote>You don’t have to be the next dinosaur display in your Workland! Just keep evolving, because in today’s workplace, relevance is the real survival skill.</blockquote>

How not to become the Dinosaur in your Workplace

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Employee engagement has evolved from being an HR buzzword to a strategic business priority. Organizations today are no longer content with high-level satisfaction scores or pulse surveys that scratch the surface. They want depth. They want stories behind the data. And most importantly, they want to act.But how do you truly measure something as dynamic as engagement? Let’s explore!In the earlier article: Employee Engagement: Beyond the Buzzword we saw how HR opens up pathways to navigate employee engagement into the different corners of the workland. This article is like a Signboard of Directions placed along the pathways. Today’s corporate world has numerous ever-growing &nbsp;tools and options for measuring employee engagement. So the first thing you do while measuring your employees’ engagement level, collectively decide WHY &amp; WHAT you want to measure. &nbsp; &nbsp;Let’s understand how to decide these “Why-s” &amp; “What-s”&nbsp;The initiatives we design as an HR team are a foreground to the deeply rooted drivers of engagement among the employees.There could be 2 types of these drivers:Trait Engagement (inner drive) - People who often have a positive take in all aspects of life, and are more appreciative of others are more likely to see the workplace also like that. The proportion of their commitment and performance might usually surpass the Organization’s engagement interventions. The ones with a negative outlook on life may not even appreciate the biggest efforts.State Engagement (external motivators) - This is when employees whose degree of employee engagement is influenced by the work environment.&nbsp;Whatever the case be, HR takes the steering wheel in their hands and drive through the workplace dropping the motivators in their respective destinations. So it is all the more necessary to get reflective data insights from time to time so that the navigation is clear.&nbsp; First let’s see what are the broader types of measurement tools:&nbsp; - Annual Engagement Surveys Traditional, deep-dive tools often rolled out organization-wide. They offer a comprehensive view but may not capture real-time sentiment. (You’ll find some examples below). - Pulse Surveys Short, frequent check-ins. Great for spotting trends or responding to changes quickly, especially during transformations or crises; or could be a routine pulse check-in at different milestones/stages of the employee life-cycle (e.g. Onboarding, Training cycle, etc.) - eNPS (Employee Net Promoter Score) &amp; Real-time Feedback - A simple, one-question tool—“Would you recommend this as a place to work?” While minimalist, it’s a good gauge of loyalty and advocacy. This can easily be weaved into the above two kinds of surveys, if not as an individual.&nbsp;Check out <a data-mce-href="https://little-more-to-work-land.com/blog/4-hr-areas-critical-to-track--why---how" href="https://little-more-to-work-land.com/blog/4-hr-areas-critical-to-track--why---how" target="_blank" rel="noopener">this link</a> for understanding ENPS calculation.&nbsp; &nbsp; &nbsp; &nbsp; - Also, this question could form a part of real-time feedback survey after each new initiative/event aimed at driving engagement. In this case, the question could be directed at the point-in-case - &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;“Would you like to see this &nbsp;initiative recurring in future?” -- Manager Feedback &amp; 1:1s Sometimes, real engagement insights come from conversations, not checkboxes. Regular manager connect sessions provide qualitative richness. - Platform Analytics Collaboration tools (like MS Teams, Slack, or Yammer) offer data on usage, interaction, and initiative participation that are indirect signs of engagement. - Exit Interviews &amp; Stay Interviews These retrospective and proactive tools reveal what’s working and what’s broken - often brutally honestly. These could help you red-flag the managers that need immediate attention.As promised, here are some of the examples of Annual Engagement Surveys, explaining the purpose of each, so that you can decide which one to use: When the goal is to see how HR programs, policies, or recognition efforts are shaping engagement, surveys that focus on behavioural outcomes and Organizational levers work best. The following ones may be used for that:1. The Gallup Q12 Survey is one of the most widely used models globally, built around 12 key questions that assess foundational needs like clarity of expectations, recognition, and opportunities for growth. It’s known for being simple, actionable, and effective at capturing engagement levels across diverse Organizations. 2. The Aon Hewitt Engagement Model defines engagement through three behavioural indicators: say (employee advocacy), stay (retention intent), and strive (discretionary effort). This model is data-driven and closely ties engagement to business outcomes, making it a favourite among performance-focused companies. 3. The Towers Watson Survey takes a more holistic route by integrating three pillars - engagement, enablement, and energy. &nbsp;It’s particularly useful in Organizations undergoing transformation, where both motivation and structural support need to be measured together. 4. Great Place to Work (GPTW) Survey: A globally recognized benchmark that evaluates trust, fairness, credibility, respect, and pride. It’s particularly powerful for Organizations that want external validation of how well their workplace practices are translating into employee perception.When the intent is to understand how much intrinsic motivation, passion, and commitment employees bring to work, tools that focus on psychological states and deeper cultural drivers are more suitable. 1. The Utrecht Work Engagement Scale (UWES) is a psychology-based tool that measures employee engagement through three core dimensions - vigor, dedication, and absorption. It's ideal for understanding the emotional and cognitive energy employees bring to their work, especially in research-driven or academic environments. 2. The Denison Organizational Culture Survey blends engagement with culture analysis, focusing on dimensions such as mission, adaptability, involvement, and consistency. It works best in organizations where leadership wants to align culture with strategic goals, especially during mergers, scaling, or change initiatives. 3. Finally, custom in-house surveys are increasingly popular. These are built around an Organization’s specific values, leadership behaviours, or talent philosophy. While they may lack external benchmarking, they offer high internal relevance and buy-in from employees and leaders alike.A Practical Tip for HR &amp; ManagersDon’t get lost in big survey names or overcomplicated models. Instead, mix methods: For example:- Use pulse surveys and GPTW to check the impact of HR programs. - Use stay interviews and growth analytics to understand intrinsic drive. - Use manager check-ins to bridge both worlds.<blockquote><h3>&nbsp;Engagement isn’t a number. It’s a story: one part shaped by the company’s efforts, and the other part powered by the individual’s drive.</h3></blockquote>Ultimately, the best choice depends on what you're trying to understand and what you're ready to act on.

How to Measure What Really Drives Engagement

Chess King: A Towering Symbol of Leadership

HR Function has been exposed to free critics and constant scrutiny experts for decades now. Some of the many myths had just begun to burst and we got introduced to a new sub-function of HR, “Talent Management” (TM). Now what the heck is that, where did it come from, and the most important of all - WHYAs introduced in the piece: “<a data-mce-href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" target="_blank" rel="noopener">Employee Engagement: Beyond the Buzzword</a>”, TM embraced many aspects of employee engagement under its wings. With that, we are going to talk about what else is sharing the space under the umbrella of Talent Management.To begin with, let me reconcile the word used for TM as “new”. It may sound new to many as it is not one of the “famous” things HR is known for. It might as well be just another buzzword for some. But the change in the role of HR &nbsp;has always reflected how the role of employees has evolved in organizations. TM found its roots in that story.What began in the pre-1970s as simple personnel administration soon shifted after the 70s to recognizing employees as vital assets in a competitive global market; and by 1997, McKinsey’s influential report ‘The War for Talent’ placed ‘talent’ at the center of business priorities, paving the way for Talent Management to emerge as a distinct function in the early 2000s.It was carved out as a specialized HR vertical, investing in career frameworks, High Potential (HiPo) programs, Employee Experience and Leadership Development. In fact, it borrows the strategic elements from the other HR verticals and integrates them in a cohesive framework, bridging the gap between business priorities and talent capabilities.Here’s what it typically entails across companies globally: 1. Workforce &amp; Succession Planning<ul><li>&nbsp;Identify future talent needs based on business strategy.</li><li>&nbsp;Succession planning for critical roles by creating talent pipelines.</li><li>Talent mapping for key skills and leadership positions.</li><li>&nbsp;Conducting talent review discussions with senior management.</li></ul>2. Talent Acquisition Collaboration<ul><li>&nbsp;Partner with Recruitment to ensure hires align with long-term talent strategy, not just short-term vacancies.</li><li>Influence sourcing for high-potential or niche skills.</li><li>Use data to predict skill gaps, hiring needs, and potential re-hires.</li></ul>3. Learning &amp; Development <ul><li>Creating career journeys in alignment with L&amp;OD.</li><li>Equipping employees with skills for growth and future readiness.</li></ul>&nbsp;4. Employee Engagement &amp; Experience (<a data-mce-href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" target="_blank" rel="noopener">click for a little more insight on this</a>)<ul><li>Driving culture, belonging, and motivation.</li><li>Ensuring employees feel valued and connected. </li></ul> &nbsp;5. Career Pathing &amp; Internal Mobility<ul><li>Enabling employees to move laterally or vertically.</li><li>Encouraging cross-functional exposure. </li></ul>&nbsp;6. Recognition &amp; Retention<ul><li>&nbsp;Designing reward frameworks beyond compensation.</li><li>&nbsp;Creating channels/platforms for recognitions with both, horizontal &amp; vertical reach. </li></ul> &nbsp;7. Talent Analytics<ul><li>Using data to predict skill gaps, flight risks, and succession readiness.</li><li>Building dashboards to guide talent decisions.</li></ul>So, how is TM different?<ul><li>While overall HR has a wide arena with policies, payroll, compliance, employee relations, etc., TM is strategic and future-focused.</li><li>TM ensures business sustainability by building a workforce that adapts, grows, and leads change.</li><li>It acts as the bridge between people strategy and business strategy. </li></ul><blockquote>In short, Talent Management is like the "strategic HR brain". Thinking not just about hiring today, but ensuring the workforce is ready, motivated, and skilled for tomorrow’s challenges.</blockquote>

Talent Management: From Personnel to Potential

RECRUITMENT - image with words associated with the topic RECRUITING, word, image, illustration

The first thing you’d ask from a recruiter who calls you is a “Job Description.” Unfortunately, there are some Organisations that give little to no importance to it.&nbsp;Sometimes it is a copy-paste from another company’s JD or a previous JD. Which is fine, but only if tweaked to suit the current scenario and framed with the company’s tone and branding.Why most HR recruiters resort to a quick solutions to this is because time is an extremely important resource to them. After all it’s their KPI. But I cannot stress this enough, “Take more time in getting the right fit rather than trying to fit them in later”. Creating a perfect JD (if there’s anything like that), doesn’t guarantee the perfect match (again, if there’s anything like that..). However, there’s a reason why some HR professionals of large Companies are utilising their creative skills in making impactful JDs.&nbsp; Frankly, JDs used to be daunting to make as well as boring to read because they were: predictable and painfully vague. For example:&nbsp;“Good communication skills.” “Should be a team player.” “Knowledge of MS Office.”&nbsp;If your JDs still give this feel, please read on carefully.In today’s AI-first, skill-fluid, and hybrid-working world, the old JD needed a glow-up.&nbsp;Let’s decode what’s really new with Job Descriptions today.How fresh &amp; impactful Job Descriptions look:Job Descriptions still need to have these basic “must-haves”:- About Co. (In short - Let the URL to careers page of the company website handle the details) - Candidate Profile (The required Educational &amp; Experience Qualifications clearly specified for the candidates)&nbsp; - Job Profile / Roles &amp; Responsibilities (Key responsibilities of the position) - Additional Benefits (like Mediclaim, Travel allowance, bonus, ESOPS, etc.)Now comes the part that stands you out!&nbsp;&nbsp; 1. Don’t dodge the bullets:No JD in the world should be long paragraphs and essays. The text should be scannable. So it is a no-brainer to have your JDs formed into bullet points. Here’s a new idea - Create “Modular Blocks” that you can use to customise your JDs as you plug-&amp;-play it for different roles. (Ref. to the point below)2. Modular Blocks:&nbsp;Design your JDs like Lego sets. Create modular JD templates of your own, containing:a. Responsibilities Block (task-driven vs. outcome-driven).JD focus has shifted from listing activities to measurable outcomes. Example: “Drive at least 20% improvement in customer retention” vs. “Manage customer relationships.”b. Skills Block (technical + behavioural)Include both, technical and behavioural skills suited for the role (like fierce, aggressive, on-the-toes could be a requirement for one position; whereas some other role would ask for a much calmer, more focused &amp; insight-driven attributes) Some earlier “nice-to-haves” have become a default requirement for certain roles. Some demand strategic thinking in their current or future role. Things like data-driven decision-making, comfort with dashboards, and basic analytics are some of them.c. Work Environment BlockAn important aspect especially after the COVID wave is the policies related to the working style. It has become essential for the candidates to prioritise job opportunities based on this, because, well, they do have options! Whether it is remote, hybrid, office-based, project-based, or gig oriented, consider mentioning it in the first communication through JD to reach the correct audience.d. Impact Block&nbsp;Mention how the role potentially drives company goals by connecting individual contributions to broader business objectives, showcasing measurable outcomes, and highlighting strategic value.e. Culture BlockA “Why us” section, that attracts the candidates who mirror your values. E.g. “You’ll work in a culture that values autonomy, collaboration, and lifelong learning.”Have at least 3 variants - entry-level, mid-level, leadership for faster reuse.Use these as drag-and-drop templates for quick customisation. 3. Leverage Gen AI:&nbsp;How? - Auto-generate JDs from hiring manager briefs and then humanise them using your Organisation’s tone and values. - Use the AI bot to create JDs in a pre-defined tone &amp; format by you simply giving prompts on the basic requirements (profile, experience, etc.) every time there’s a need.&nbsp; - Decide on specific blocks for each of the JDs and plug them in customised to every role.&nbsp;4. Focus on Human Skills (Since AI Can’t Replicate Them): - Interpersonal skills, emotional intelligence, storytelling, and creativity are now highlighted more than ever. - Collaboration, leadership, and ethical decision-making are highly sought after.5. Diversity, Inclusion, and Sustainability Companies now embed commitments to DE&amp;I (Diversity, Equity &amp; Inclusion) into JDs. - This is gaining limelight as our society is moving towards more awareness, open mindsets, equality, and acceptance of diverse cultures &amp; choices.&nbsp; - Having a culture that supports these ideas open up the opportunities to a wider audience, while attracting &amp; building a progressive workforce. It also reflects well on the values incorporated in the Organisation.&nbsp;Excerpt from one of the Netflix’s JDs:We are an equal-opportunity employer and celebrate diversity, recognizing that diversity of thought and background builds stronger teams. We approach diversity and inclusion seriously and thoughtfully. We do not discriminate on the basis of race, ethnicity, religion, color, place of birth, sex, gender identity or expression, sexual orientation, age, marital status, military service status, or disability status.6. Employer Branding Elements:JDs are now storytelling tools — showcasing:1. Company culture 2. Mission and values 3. Why the role matters 4. They're more candidate-focused and often include videos, testimonials, or links.Companies that have got it right:Companies like Airbnb, Notion, Microsoft, Shopify, and Duolingo are setting the tone for modern JDs.They:- Write like humans, not HR textbooks - Show flexibility and trust in candidates - Make you feel excited, not exhausted by the time you finish readingI am hereby adding the career pages of these companies. You may browse through some of their active job openings and learn a little more from their Job Description patterns:<a data-mce-href="https://careers.airbnb.com/positions/" href="https://careers.airbnb.com/positions/">Airbnb</a> &nbsp; <a data-mce-href="https://careers.duolingo.com" href="https://careers.duolingo.com">Duolingo</a>&nbsp; <a data-mce-href="https://careers.microsoft.com/v2/global/en/home.html" href="https://careers.microsoft.com/v2/global/en/home.html">Microsoft</a>&nbsp; <a data-mce-href="https://jobs.netflix.com" href="https://jobs.netflix.com">Netflix </a><blockquote> In 2025, a Job Description is no longer just a job description. </blockquote>It’s your first handshake, your elevator pitch, your mini-brand ad. If we’re going to attract the right talent, we better start sounding like we know what we want and where we’re headed.Because no one ever got excited reading: “Should be proficient in MS Excel.”

What’s new with our age-old Job Descriptions?

Insurance Balance on Seesaw with Cartoon Business People and Umbrella

Once a part of water cooler conversations, the topic of psychological safety has now found its place in the boardroom.&nbsp;While the term was used earlier by Carl Rogers in the 1950s regarding individual creativity, Amy Edmondson's work in the late 90s focused specifically on the workplace context. She puts a simple perspective on the subject. It is “a belief that one will not be punished or humiliated with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk-taking."&nbsp;You know you are in a psychologically safe work environment when you are not worried about the consequences of your every little action.&nbsp;An environment where your ideas are unwelcome, often sabotaged, and your intentions are always questioned, there is no room for psychological safety.&nbsp;One of the reasons why it is missing in so many workspaces is the over the top perception of an employee’s accountability. &nbsp;Sometimes the expectation is almost inhumane. This is evident with the fact that such work environment treats errors as blunders and are therefore seen as unsafe for mental wellbeing.&nbsp;Of course, individual accountability is also important and we are going to talk about it along with the subject of psychological safety because it is an inherent part of the equation. A psychologically safe environment is provided by the Organization through its responsible managers, and there is an equal amount of responsibility expected from the individual at the receiving end. Therefore it's a see-saw almost always trying to find a balance: &nbsp;<img id="yc1beb25oemcrr9oni" src="https://cdn.durable.co/blocks/23oB4a8TI7vTm6WFJ4SzQF9O3uJ8jYR12Kphe0SeO90ig1yMeD7B8lVzNbBjVSPl.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/23oB4a8TI7vTm6WFJ4SzQF9O3uJ8jYR12Kphe0SeO90ig1yMeD7B8lVzNbBjVSPl.png" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;">Neither of these extremes are good.Let’s understand these scenarios with simple instances:&nbsp;Scenario A (Left See-Saw):You are going to work everyday unmotivated and almost only out of duty rather than growth or passion. You wait for the tasks to come your way, and in the mean time you spend time questioning your worth in the Organisation, your purpose of life and what flavour coffee should you try next. Meanwhile, the Organisation works in a culture, where there is no motivation to drive self-motivated teams and are satisfied with the bare minimum task-to-task achievements.Scenario B (Right See-Saw):You are driven and passionate about your work, have made several strides in the field and are willing to grow further. As time passes and your team grows, the dynamics change between the team members, due to any reason - change in leadership, entering or leaving of member/s, personal life impact, etc.You are the same motivated and driven person, but your level of credibility and performance is now monitored through a microscopic lens, your autonomy of work is gone; or you are made to feel that your work, your credibility has to be justified at every step.None of the above situations are ideal for growth.&nbsp;The first is lack of accountability; and the second is lack of psychological safety.&nbsp;This is not good either for the individual or the Organisation. But we often find people stuck in either of the two situations, mostly unaware of the vicious loop they are stuck in. Simply a nudge of awareness and separating self from the situation and looking at the bigger picture would help them see the complete see-saw. Then accordingly shifts can be made to bring in a balance.&nbsp;So the first step is identifying, or acknowledging this. People who often have a high sense of accountability, may often fall prey to scenario B and find themselves drowning in self-doubt &amp; self-sabotage. It is crucial to be careful of this in the early stages of career, not only for the individuals but for the managers, as it is up to them to see that their team members don’t fall into such trap holes.&nbsp;Signs you are in a psychologically safe work environment:- You can be open about your mistakes and gaps fearlessly, as you are treated respectfully in tough times and good times alike. - You are given the openness to own your space without untimely questioning and constant need for tiny updates. - You can give honest feedback to your manager, knowing that it will be taken in good faith. - Your little wins are valued and appreciated.How can managers ensure they provide such work environment:&nbsp;- Take feedback on feedback - Understand how your feedback is helping the person - is it constructive and energising or is it crushing and devastating! - Vulnerability - Sharing if you’ve messed up, and that way showing they can too.Adam Grant beautifully worded in his podcast: <a href="https://podcasts.apple.com/in/podcast/worklife-with-adam-grant/id1346314086?i=1000713190423" data-mce-href="https://podcasts.apple.com/in/podcast/worklife-with-adam-grant/id1346314086?i=1000713190423">https://podcasts.apple.com/in/podcast/worklife-with-adam-grant/id1346314086?i=1000713190423</a> &nbsp;<blockquote>The idea of psychological safety is not that you’re supposed to be shielded from discomfort, but the exact opposite. It is that you can have, uncomfortable conversations.</blockquote>

The See-Saw of Workplace: Feat. Psychological Safety

Customer experience, satisfaction and best excellent services rating

A question I have asked multiple times to myself in my quest of understanding the workplace a little better - What is Employee Engagement? ...(behind the facade). From the different perspectives I heard, understood, cringed, or laughed about; I got my thoughts to swim deeper into this gigantic ocen, and have tried to bring a few insightful shells on the surface. It will be easier to start with what employee engagement is not, so that it clears the way for what it actually is.<ul style="list-style-type: square;" data-mce-style="list-style-type: square;"><li>Events</li><li>Games</li><li>Decor competitions</li><li><span style="font-family: inherit; font-size: calc(18px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal);" data-mce-style="font-family: inherit; font-size: calc(18px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal);">Christmas &amp; Diwali parties</li></ul><span style="font-family: inherit; font-size: calc(18px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal);" data-mce-style="font-family: inherit; font-size: calc(18px * var(--body-fontSize, 1)); font-style: var(--body-fontStyle, normal);">These things could be seen as one of the levels of the game, but many mistake it as the game itself. This is a common myth people carry, especially the ones who have seen HR only from the outside.&nbsp;<blockquote>It is important to understand that “employee engagement” is a connection that’s innate &amp; personal and not just an activity that the HR Team conducts.&nbsp;</blockquote>There are a lot of layers to the whole gamut of Employee Engagement. Essentially, employee engagement is the degree to which an employee feels connected to their work and their workplace. HR can bring in targeted interventions depending on different levels of this connection employees have in the different areas of their workplace. So when it comes to HR driving Employee Engagement, it is about creating an ecosystem that allows the employee to thrive and feel engaged.&nbsp;However, it is not just one person or a department that is accountable for how connected the employees stay at work. It is the whole system working in tandem for that to happen. Employees can simply be engaged because:A. Their workplace gives them enough opportunities that align with their career aspirations; &nbsp;B. They feel valued by their managers and teammates; and&nbsp;C. They feel proud to be associated with the Company’s business and have a good relationship with the other coworkers overallBut unfortunately, not all employees today get all of these. Now of course, those who get none will leave the soonest, but more often than not, the presence of at least one of the three factors may form a reason for them to stay.&nbsp;It also depends on the subjectivity of the person in terms of their intrinsic values and motivators that make one of these reasons good enough for them to willingly continue with the Organisation. Let us understand this through the pictorial representation below:<figure id="figure-2jue6efv7kmb3u5zf6" class=""><img id="2jue6efv7kmb3u5zf6" src="https://cdn.durable.co/blocks/ad6dCHdSNYAqWT6i892xCEtveDO7boXsdyXKSH2z7P0CM7TTQPrVNNQtUfiUeFqQ.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/ad6dCHdSNYAqWT6i892xCEtveDO7boXsdyXKSH2z7P0CM7TTQPrVNNQtUfiUeFqQ.png" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><figure id="figure-zh5rxoi9mmb3uv9m6"><img id="zh5rxoi9mmb3uv9m6" src="https://cdn.durable.co/blocks/10yvoVKo2fUV0wKiXg9ogfYwcuO6NuH72xcs7dy6tKDhkTdLFq5jm6pBSF0Bcm2C.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/10yvoVKo2fUV0wKiXg9ogfYwcuO6NuH72xcs7dy6tKDhkTdLFq5jm6pBSF0Bcm2C.png" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>The above Quadrants (Q) capture the roadways HR can take leading to a higher level of engagement.&nbsp;Encapuslating these roadways for easy recollection:Q 1: Recognition &amp; Value Focus Q 2: Growth path &amp; leadership development initiatives Q 3: Building and enhancing connections (with personal pursuits, overall Organization, and the fellow colleagues) Q 4: Guidance, Mentorship and Career ConversationsMany people, including the HR Professionals, consider only a few of these as employee engagement and the others as L&amp;D, Performance Management System (PMS), etc. The reason is because of the way it has been packaged. By compartmentalising Employee Engagement into specific activites like employee surveys, events, hobby clubs, recognitions, etc., we miss that the whole point of engagement is much deeper than that. The advent of Talent Management as a separate function of HR removes this barrier as it embraces all the real aspects of employee engagement under its wings. In fact, Gallup research shows the top drivers of engagement are not parties or perks, but:- Having opportunities to learn and grow. - Feeling that your job is important. - Having a manager who provides regular feedback and cares about your development.At this stage it is clear that HR initiatives provide platforms and strategies at an Organisational level, and educates the Managers &amp; Leaders to leverage them effectively. Having said that, these initiatives may still not work if the individual team members do not feel <a data-mce-href="https://little-more-to-work-land.com/blog/the-see-saw-of-workplace--feat--psychological-safety" href="https://little-more-to-work-land.com/blog/the-see-saw-of-workplace--feat--psychological-safety">psychologically safe at work</a>. This is dependent on their daily experiences and how they feel about failures. It may sound like a personal issue, but a lot of this feeling depends on the space a manager provides - a space to grow, a space to share mistakes or errors without feeling guilty or anxious. I cannot express enough how much a Manager’s behaviour influences an individual’s experience of the workplace. Moreover, the same "happy place" can just as easily become a place that “breaks them down”. We will cover this in detail in another article.So what’s next after we have these offerings in place? Well, we measure it!There are several methods adopted by the Organizations to measure employee engagement, and will can delve into it in another article.&nbsp;A career in HR comes with its own set of challenges, but also fun. It’s all about widening your perspectives and asking Why you are doing What you are doing.. Because until now, you probably thought that Diwali parties &amp; Decor competitions were the only ways HR drives engagement.&nbsp;

Blog Posts

How not to become the Dinosaur in your Workplace

How to Measure What Really Drives Engagement

Talent Management: From Personnel to Potential

What’s new with our age-old Job Descriptions?

The See-Saw of Workplace: Feat. Psychological Safety

Employee Engagement: Beyond the Buzzword