I’m talking a lot with my leadership team about the new direction FirstPerson is taking to add to our core practice of group benefits.
For the past year, we’ve been drilling down on bringing more value to what we do best. The market for employers continues to change, and we want to guide and position our clients for success.
The disrupter for us is what we’re calling “modern HR.” The challenge is to balance the administrative side of human resources with the people development side of your organization. And to help leaders understand how important culture is, that employee engagement needs great attention for a company to stay relevant.
Not only is brand loyalty largely a thing of the past, employer loyalty is waning. Companies are reinventing themselves to stay in business. Innovation is a constant challenge, particularly in offering a work environment that attracts, develops, and retains top talent. Greater investment in marketing and the employee lifecycle is required to build a high-performing organization, one that outperforms your competitors.
The ROI metrics about employee engagement are still being discovered. But data is clear that high performing organizations have rich cultures where employees understand mission, vision, values, and how to contribute.
This shift in thinking presents wide opportunities to help employers sort this out. The process starts with getting your executive team clear on a direction, then committed to execution. Be pragmatic about replacing talent that no longer fits. Inject new leaders to bifurcate HR – move administration to finance-minded people, talent to those with a marketing bent who understand behavior, motivation, and what drives performance.
You want to be a place where people want to be, feel good, and can do their best work.
Originally published on BryanBrenner.com.