• According to study data from the non-profit Health Enhancement Research Organization (HERO), more than 90% of company leaders believe that boosting wellness may affect employee productivity and performance. Exploring the Value Proposition for Workforce Health, a February 2015 study report, examines how companies view a healthy workforce affecting morale, engagement, and overall company success. The findings are based on a survey conducted by more than 500 business leaders from throughout the United States between May and July 2014, representing a wide range of sectors and company sizes.

    There were significant differences in the productivity and performance drivers underlined by executives. The top driver of productivity was having the proper tools to execute one's job, whereas the top driver of performance was employee engagement with their work. When questioned explicitly about the top organisational goals impacted by employee health, business executives most frequently mentioned productivity and performance.

     


  • HR executives and organisational leaders believe that combining HR analytics functions such as administration and onboarding with artificial intelligence can improve the employee experience multi-folds. Some business owners and CEOs are investing in the integration of cognitive computing with various HR functions and automating them. We have already seen the fruits of automation.

    According to a recent poll conducted by Information of Business Management, 50% of recruiters, HR representatives, and CEOs have already identified and predicted the future of HR analytics. They believe that AI in HR analytics will revolutionise and transform all of the duties of HR. However, not all businesses can use AI in HR analytics. According to a poll done by the Human Resources Professional Association in 2017, 52% of CEOs believe that HR analytics would not have a future in their companies since they do not function on a broad scale.

     


  • To solve any problem, the first step is to acknowledge that you have a problem and then define the problem. Only at the end of which can you even start to think of working on a solution to the particular problem. To address the problem of inclusiveness and a sense of belonging in the workplace, you must ask yourself, “Do your employees feel fully accepted as members of the workplace?” When you search for that answer and find it in the negative, your diversity and inclusion (D&I) initiatives need work. Diversity is pursued actively by most organizations but that does not guarantee that your staff feels included. Belongingness at the workplace is a perception that they must have to be able to stay loyal and motivated to contribute to the organization. It provides HR leaders with a good opportunity to reinvigorate their inclusion approach and goals.