Culture is the collection of business practices, processes, and interactions that make up the work environment. Values guide decision-making and a sense of what’s important and what’s right and defines an organisation.
A healthy work-life balance is not so much about splitting your equal time between work and leisure but making sure you feel fulfilled and content in both areas of your life. Meeting your deadlines at work while still having time for friends and hobbies, having enough time to sleep properly and eat well, not worrying about work when you’re at home.
It is the top leadership which drives company’s vision, mission, and culture of an organisation. It is their Ideologies and working style, which shapes the culture of the organisation and influence how employees connect with it.
A healthy work-life balance is not so much about splitting your equal time between work and leisure but making sure you feel fulfilled and content in both areas of your life. Meeting your deadlines at work while still having time for friends and hobbies, having enough time to sleep properly and eat well, not worrying about work when you’re at home.
Availability of career paths and career ladders by which an employee can develop and progress within an organization. AKA favorable or advantageous circumstance or combination of circumstances.
Our research shows internal reputation as one of the most important drivers influencing a company’s overall reputation, contributing 34% of the overall average reputation score of top 30 companies.
The value of employees can never be underestimated, especially in today’s era where employees can initiate innumerable conversations about the company in the public domain on social media with many platforms on their fingertips.
How employees feel about a company determines how they portray it publicly. Good or bad, such word-of-mouth, corporate insiders’ views are often perceived more credible, forming the basis of how external stakeholders perceive or evaluate the company.
Various developments like sudden resignation of senior leadership members or mass exodus of key employees, or vice versa recognition of employees on public platforms are example how employees are an organization’s foremost stakeholders, and the success is built from the inside out.