It is becoming increasingly challenging for leaders to balance what is good for their business with what is good for their staff, but this balance has never been more important. The Employee Engagement and Benefits special report, published in The Times, charts the rise of mental ill-health in the workplace and the need for employers to tackle the wellness crisis. It explores how tokenism is holding back real progress towards equality, the dangers of workplace favouritism, and the rewards to be reaped from offering progressive leave policies. Also featured is an examination of how to personalise employee recognition and the undeniable benefits of hiring from within
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There has been some progress in addressing gender imbalance in the workplace, such as public diversity reports. But data only goes so far and must lead to corporate action if companies want to end tokenism for good
One of the biggest problems with favouritism in the workplace is that managers are often unaware it exists. So how do business leaders tread the fine line between meritocracy and prioritising their favoured employees?
Trade-off between what workers want and what’s good for the business is becoming a trickier balancing act for leaders
Employee recognition is the secret ingredient to successful engagement, but it is difficult to master
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The concept of employee engagement has dramatically changed in just a few short years. Once considered a hyped-up buzzphrase, it is now clear employee engagement has the potential to transform fundamentally how businesses operate in an increasingly complex labour market
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