Businesses that go above and beyond for their staff know too well the benefits reaped by investing in their most important asset – people.
Whether they offer employee incentive programmes, help with childcare or motivate staff with something as simple as relating their contribution to the wider business plan – it’s up to HR to demonstrate how employee wellbeing correlates with business output.
A recent poll by the Chartered Institute of Personnel and Development saw being “an expert on people” identified as the key skill of an HR professional, followed by “business savviness”.
The Guardian recently spoke to HR leaders across a variety of sectors to see which strategies they deploy to make work rewarding both economically and personally for their employees.
“Job satisfaction is important to employees, as is updating and sharing professional knowledge, which they can do with our ‘know how’ team and management forum. Staff stay with us to progress careers – our low turnover of five per cent compares with 17‑20% elsewhere.
“We offer a wellbeing scheme, we have a joy committee that runs staff events, and we offer time off for local charity work. One of my aims is to continue the impetus for flexible working, currently taken up by 20 out of 54 legal staff.”
Ruediger Heim, Vice President of HR at CHEP Europe
“We invest in staff training through initiatives such as our supply academy and commercial academy and aim to promote from within. We run a leadership development programme in conjunction with European business schools, and employees give high scores to leadership opportunities in our annual engagement survey.
“We aim to be an inclusive and diverse organisation with leaders who look after the planet. We mentor potential new talent through the Enactus and Alliance for Youth student entrepreneur programmes.”
Peter Reeve, Head of HR at Motor Neurone Disease Association
“As well as day-to-day HR services, we provide career progression and training opportunities for our diverse group of 190 employees.
“My teams recruit and retain people with the specialist skills we need, such as fundraising experience, the resilience to deal with the impact of the disease, and also an understanding of the governance and decision-making structures of our sector. As a membership organisation, which can seem unusual to those from a commercial background, our people must share our values, too."
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