Latest news with #Workmonitor2025
Techday NZ
a day ago
- Business
- Techday NZ
Voyage marks decade of growth with focus on AI & culture
Voyage, a Christchurch-based digital agency, has marked ten years in the web and app development sector as it prepares for the next phase of growth, with a renewed focus on artificial intelligence and workplace culture. Anniversary milestone Founded in 2015, Voyage has delivered website and app development services to a range of public and private sector clients. The company has consistently emphasised tangible business outcomes and prioritised work-life balance for its employees. According to the agency, its guiding philosophy holds that "success is measured by the tangible outcomes delivered to clients not just by the technology used, and by making sure all employees have an optimal work-life balance." Technological shifts The past decade has seen significant change, with Voyage adapting to advancements in digital technology. The company has maintained a commitment to flexibility in its technological approach and has not relied on a single platform or language. Early on, Voyage became a Silverstripe partner due to in-house expertise and developed capabilities in cloud-based solutions. In more recent years, development with and React Native has become a core part of its technical stack. Artificial intelligence now features prominently in the firm's strategy. AI integration has been used to streamline prototyping, reduce time to market, and improve delivery outcomes. Ryan O'Hara, Director and Founder, said: We've always prided ourselves on our ability to move with the times while staying true to our core values. As we enter our next decade, we're excited to bring even more value to our clients by using AI to streamline processes and deliver more tangible results, faster. Our focus will always be on delivering the best outcomes for our clients. AI in development processes Voyage has incorporated AI across various stages of development. The company reports that AI-driven tools help accelerate the prototyping process, offering quicker iterations and enabling clients to make informed decisions earlier in the development cycle. O'Hara commented: AI is a transformative tool helping us provide even more value to our clients. By incorporating it into our workflows, we're able to offer smarter, faster solutions that drive results. We're excited about what the future holds. Emphasis on workplace culture An ongoing focus at Voyage has been the wellbeing of its staff. The company said it fosters a culture based on trust, flexibility, and work-life balance, in line with findings from the Randstad Workmonitor 2025 report, which suggests that a sense of belonging and trust in leadership are important factors in employee performance and retention. O'Hara said: It's never been complicated for me. From the beginning my stance was, we do good work and we live our lives. If people are parents and they need to pick up their kid, go and do it. If you have a dentist appointment, you don't need permission. If you need to work from home for a day, go for it. We emphasise a culture of trust and top quality outcomes, the rest fits into place from there. Project work and client relationships Voyage has contributed to projects for several government organisations, including the New Zealand Defence Force, the Ministry of Social Development's Love Better campaign, and Education New Zealand. The agency reports that its approach has remained consistent across varying client requirements and industries, focusing on delivering what it describes as "gold standard, world-class results." Looking ahead The company believes it is positioned to continue adapting as digital technologies evolve. With its focus on both client results and workplace culture, Voyage aims to leverage AI to continue offering relevant digital products and services. O'Hara reflected on the company's past and future, stating: We've weathered many changes over the years, but our commitment to delivering the best possible outcomes for our clients has never wavered. We're proud of what we've achieved in the past decade, and we're excited about the future. We're ready to embrace the new opportunities that AI and other technologies will bring, and we're confident that we'll continue to evolve in ways that, ultimately, benefit our clients.
The Sun
26-06-2025
- Business
- The Sun
Factors driving escalating ‘quiet quitting' trend
PETALING JAYA : With more employees disengaging or 'quiet quitting', human resources professionals say several key factors are driving the trend, including burnout, lack of work-life balance, poor motivation and lingering effects of the Covid-19 pandemic. According to Gallup's State of the Global Workplace survey, only 21% of employees worldwide are engaged while 59% are quietly disengaged or 'quiet quitting'. Licensed recruitment agency Talentvis Malaysia executive director Serene Koh said these underlying issues not only reduce individual productivity, but also lower team morale, strain mental and physical health, and on a broader scale, impact national economic performance. 'We are also seeing a clear shift among Gen Z professionals as they are no longer just looking for a job, but a workplace that aligns with their lifestyle and values. 'They prioritise work-life balance through flexible working arrangements, expect clear growth and development plans, and seek purpose in the work they do. They want to feel that their contributions matter. 'In today's competitive labour market, these changing dynamics are forcing employers to rethink how they engage, retain and grow their talent,' she told theSun. She added that given the shifts in the post-pandemic job market, effective employer branding hinges on authenticity and adaptability, and must reflect the real employee experience, not just curated messaging. She also said key elements include legitimacy, openness and the ability to evolve alongside changing workplace policies and expectations. 'Companies that succeed in employer branding are those that align their internal culture with their external promises, building trust with current and potential talent. 'When employees feel that their experiences match what was advertised, it fosters loyalty, engagement and a stronger sense of purpose, which are essential elements in today's competitive talent landscape.' Koh said enhancing employee experience through better communication and engagement is crucial, not only to retain current talent but also to attract new candidates. 'Looking ahead, the kind of workplace culture that would best support resilience and talent retention in Southeast Asia is one that embraces diversity and inclusion, fosters a high-trust environment with open communication, and prioritises employee well-being and growth opportunities.' She added that such a culture encourages people to bring their full selves to work, adapt to change more effectively and remain engaged for the long term. 'It is about creating a workplace in which people feel heard, supported and empowered to grow,' she said. Talentvis regional human resources lead Catherine Wee said companies today face growing challenges in retaining top talent, particularly among younger employees. In Southeast Asia, where millennial and Gen Z workers make up more than 50% of the workforce, expectations have changed. The Randstad Workmonitor 2025 report revealed that 57% of Malaysian workers, rising to 58% among Gen Z and millennials, would leave their jobs if they did not receive adequate career development support from their managers. 'Many also leave due to limited internal mobility and lack of clear development pathways, with younger professionals expecting opportunities for cross-functional exposure or project-based roles. 'Workplace culture and leadership style play a critical role as this generation values open communication, psychological safety and inclusive leadership,' she said. She also said younger talent places high importance on transparency in compensation and fairness in career advancement, and many are disengaged when companies fail to offer personalised career planning and recognition. 'The concept of employee engagement has significantly evolved in the post-pandemic era, shifting from physical presence to emotional connection. The focus is now on impact and involvement rather than just attendance. 'In retaining Gen Z and millennial talent, companies must balance flexibility with accountability. This means not just offering remote or hybrid options, but also doing so with clear goals and expectations,' she said. Wee said career growth should be embedded in the role itself, with managers empowered to act as career coaches, offering personalised guidance to help young employees grow according to their aspirations and learning styles.
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Business Standard
21-04-2025
- Business
- Business Standard
In US, 2 in 5 employees are considering quitting their jobs: Here's why
Two in every five employees in the US are considering leaving their jobs due to growing favouritism in companies, according to a survey by S The study notes that one in every ten employees is actively planning to quit this year alone. The survey, conducted on 1,000 American employees, states that nine in ten workers say they have witnessed favouritism at work, with 25 per cent reporting that it happens "all the time." 'Favouritism in the workplace is a major issue affecting careers, team morale, and job satisfaction. When employees feel overlooked while others receive special treatment, it can spark feelings of resentment and inequality, creating tension within teams,' the report states. According to the survey, fear of retaliation and negative repercussions prevents employees from reporting it to HR. Favouritism at the workplace The survey states that favouritism at work can show up in many ways. The most common examples include giving some people special treatment (61 per cent), assigning work unfairly (44 per cent), and offering flexible hours or remote work to only a few (41 per cent). This creates a clear divide between the "favourites" and everyone else, leading to resentment and damaging team unity. Favouritism is seen most often in the tech, education, and healthcare industries, the survey notes. Additionally, people who work in-office are 24 per cent more likely to notice favouritism than those working remotely, suggesting that being physically present may make these issues more visible. Key takeaways from the survey Nine in ten employees have witnessed favouritism at work, and one in four say it happens all the time. Two in five employees have considered leaving their jobs due to favouritism; one in ten are actively planning to quit this year. One in five Americans have started freelancing or launched their own business to escape favouritism in traditional workplaces. Nearly three in four employees do not feel comfortable reporting favouritism to HR due to fear of retaliation. In-office workers are 24 per cent more likely to observe favouritism than remote workers (31 per cent vs 25 per cent). Changing dynamics at workplaces in India A survey by Randstad India's Workmonitor 2025 suggests that employees in Indian firms are willing to quit their jobs if flexibility is lacking. The survey also shows that 60 per cent of employees would leave if they do not have a good relationship with their manager. This year, slightly more people are actively looking for new jobs—up from 57 per cent to 59 per cent. However, what really stands out is the shift in what matters most to Indian employees. While salary remains important, factors such as flexible work, a sense of inclusion, and opportunities for learning and growth are becoming top priorities, the survey notes.
