Latest news with #employeeengagement
Forbes
a day ago
- Business
- Forbes
Why Leaders Build Purpose-Driven Organizations That Invest In Community
Anyone who has worked under an uninspired or narrowly focused leader understands that true leadership transcends boardrooms, dashboards, and quarterly earnings. It is not confined to metrics or shareholder returns—it is a human endeavor that radiates outward, shaping the culture of organizations and the communities in which they operate. Holistic leaders recognize that the ultimate success of their enterprise is inextricably linked to the depth of purpose they help cultivate across every level of the organization. And this begins with a bold and often overlooked truth: people want to belong to something bigger than their job descriptions. According to the U.S. Chamber of Commerce, eight out of ten small businesses actively find ways to give back to their communities. But the most transformative leaders do more than give—they design companies that integrate service, meaning, and community connection into the very architecture of their operations. In doing so, they unlock deeper employee engagement, trust, and long-term resilience—not as a bonus, but as a byproduct of building organizations that matter. Community investment is not charity—it is a declaration of values. It signals what a leader and an organization stand for. In an era increasingly defined by transparency and meaning, high-performing cultures are no longer sustained by incentives and KPIs alone. They are held together by a shared sense of identity and contribution. And when leaders prioritize community as a core element of strategy, they send a clear message: we're not just here to extract value—we're here to create it. 'Being involved in the community isn't just about building a brand,' explains Thomas J. Henry, founder of the forthcoming Thomas J. Henry Center for Philanthropy in Corpus Christi, Texas - a close-nit community my aunt lived in for many years. 'It's about being part of something greater than yourself and your business.' Indeed, trust—arguably the most valuable currency in leadership—is built not by rhetoric, but by visibility, humility, and consistent action. When leaders show up at local schools, mentor entrepreneurs, or help restore community spaces, their influence deepens. Over time, that influence becomes credibility—earned, not manufactured. People no longer just want jobs. They want meaning. They want to grow, to connect, and to see the impact of their effort beyond a task list. Holistic leaders understand this and intentionally create environments where employees can find purpose through multiple pathways—whether it's through mentorship programs, volunteering, innovation projects, or community partnerships that align with their personal values. 'When a leader models service-oriented behavior,' says Henry, 'it creates ripple effects. Employees start to see their own work as part of something bigger, more human, and more enduring than profit alone.' That sense of shared mission is a cultural force multiplier. It boosts morale, enhances retention, and fosters teams rooted in mutual respect and aspiration. Organizations that embed purpose into their fabric don't just keep talent—they elevate it. No business exists in a vacuum. The long-term sustainability of any organization is tightly woven into the health and resilience of its broader ecosystem. Better schools produce stronger talent. Safer neighborhoods enable more focused teams. Vibrant local economies create a stronger customer base. 'The reality is that powerful communities are not just alive and well—they're evolving,' note Jeffrey Bussgang and Jono Bacon in a recent HRB article. 'They may be organized differently, but they present profound opportunities for companies to engage, co-create, and lead.' Leaders who see the connection between community vitality and organizational health don't wait for crises to respond. They invest proactively, ensuring that their organizations grow in step with the world around them—not at its expense. Leadership is not about control—it's about coherence. The strongest leaders create alignment between what they say, what they do, and what they build. They don't just articulate values—they embody them. They don't just promote culture—they shape it, intentionally and consistently. 'Spending time in the community where your employees and customers live doesn't just drive goodwill,' writes BizJournals. 'It creates a feedback loop of trust, understanding, and loyalty—fueling both purpose and performance.' Moreover, when leaders engage deeply with their communities, they shift the very definition of success—from status to significance. They begin to lead not only with ambition but with compassion. Not only with a vision, but with stewardship. The greatest leaders of the modern era will not be remembered solely for their innovations or profits—but for how they elevated people. For how they built companies that were not just efficient but meaningful. For how they made the workplace a place of purpose, not just productivity. The question, then, is not whether to invest in your community—it's how to design your organization so that every employee, at every level, sees that investment as part of their own story. Because when individuals find purpose in their work, and that work connects meaningfully to the outside world, you don't just build a company. You build a legacy. And legacy, after all, is the most enduring form of leadership there is.
National Post
2 days ago
- Business
- National Post
Achievers Strengthens Customer Leadership with Sixteen Total Accolades in G2's Spring 2025 Reports
Article content The recognition category leader with the highest usage in the industry also received three Regional Leader badges in major global regions, including Canada, Europe, and Asia Pacific Article content Article content TORONTO — Achievers, the world's most utilized recognition and reward software, announced today it has earned 16 badges across multiple categories in G2's Spring 2025 Grid® Reports. These accolades reinforce Achievers' unmatched ability to boost employee engagement and retention, fuel culture and business transformation through behavior change, and deliver measurable business results. Article content Known and trusted for its enterprise-grade recognition platform anchored in workforce science, Achievers empowers over 4 million users across nearly 190 countries. One of Achievers' standout differentiators is its unmatched adoption and usage – employees using Achievers receive 13 recognitions annually on average, twice the rate of other recognition platforms. The level of user engagement was solidified by G2: Achievers earned a coveted Leader spot in G2's Spring 2025 Enterprise Grid® for Employee Recognition Software report, fueled by exceptional user feedback and market momentum. With over 1,600 five-star reviews, users consistently highlight Achievers' ability to recognize both everyday efforts and major milestones, integrate seamlessly into daily workflows, and provide robust reporting and insights. Customers also benefit from exceptional support and innovative, consistent recognition and reward experiences. Article content 'At Achievers, our customers aren't just recognizing more, they're recognizing moments that matter seamlessly with science-backed strategies,' said David Bator, Managing Director, Achievers Workforce Institute. 'The impact is clear: they're doubling productivity and engagement rates, shaping resilient cultures, delivering better service, and witnessing stronger ROI. With 16 G2 badges and over 1,600 five-star reviews, our customers aren't just seeing results, they're helping 90 million G2 users understand what makes our approach to recognition so unique and effective. We're incredibly grateful for our passionate, vocal, and loyal user community.' Article content In addition to earning a spot as a Leader on the Enterprise Grid® for Employee Recognition, Achievers ranked as a Leader on G2's Spring 2025 Enterprise Grid® for Employee Experience and a Leader on the Mid-Market Grid® Report for Employee Engagement. Achievers was also named on the Enterprise Canada Regional Grid® Reports for Employee Recognition, Employee Engagement, and Employee Experience. Additional G2 accolades Achievers received this spring include badges for Momentum Leader for Employee Engagement and Employee Recognition, High Performer in Canada for both Employee Engagement and Employee Experience, as well as High Performer Enterprise for Employee Recognition. Achievers also earned the title of Regional Leader in Canada, Asia Pacific, and Europe for the same areas – bringing the total to 16 G2 badges earned in Spring 2025. Article content Achievers' exceptional rankings in G2's Spring 2025 Grid Reports build on a milestone year for the recognition category leader. Article content Achievers recently unveiled an AI assistant, a recognition toolkit, and new reward features, equipping customers with sophisticated tools to address the $438 billion management disengagement crisis. Its unwavering commitment to innovation and global excellence continues to earn industry acclaim. In April 2025, Achievers announced that it ranked as a Leader in Everest Group's Rewards and Recognition (R&R) Solutions PEAK Matrix® Assessment for the third consecutive time, also securing the #1 spot for vision and capability. Earlier in the year, Achievers and its customer Seattle Children's Hospital were honored in the Brandon Hall Group Excellence Awards for their work empowering patients and families to recognize their healthcare providers, an initiative that set a new standard for employee appreciation in the healthcare industry. Article content G2 is the world's largest and most trusted online software marketplace. Every year, over 90 million people, including those working at major companies, use G2 to help them choose the best software based on real feedback from other users. G2 scores products and vendors based on reviews gathered from its user community and aggregated data from online sources and social networks. The G2 Star Rating is calculated by aggregating reviewers' answers to its 'Likely to Recommend' question (1–10 scale) and dividing the average in half. Its software scoring system leverages two proprietary scoring components, Satisfaction and Market Performance to determine overall G2 score and Grid placement. Article content Article content Article content Article content Article content Contacts Article content Article content Article content
CTV News
3 days ago
- Business
- CTV News
Canada's RBC asks staff to return to office four days a week
Royal Bank of Canada signage is pictured in the financial district in Toronto Sept. 8, 2023. THE CANADIAN PRESS/Andrew Lahodynskyj TORONTO — Royal Bank of Canada has asked employees to be in office four times a week starting in September, according to a memo seen by Reuters, prompting disapproval among some staff discussing the changes in internal chat groups. The memos from various business heads were sent to staff on Thursday shortly after the bank reported second-quarter earnings that were lower than analysts' expectations due to a rise in loan loss provisions to prepare for uncertain times. The memo said the rule does not apply for roles that are fully remote or are already in full-time office arrangements. 'RBC is a relationship-driven bank and in-person, human connection is core to our winning culture. We set the expectation in 2023 that we'd come together in the office for the majority of the time, with the flexibility to work remotely one to two days a week,' a spokesperson said. A company-wide internal chat group that discussed the change in policy raised questions such as additional travel time and expenses related to transport, a source told Reuters. The Canadian lender's decision comes shortly after U.S. bank JPMorgan Chase, in January asked its employees who are on hybrid work schedules to return to the office five days a week starting in March. RBC has over 94,000 full-time employees across global offices, as of April 30. (Reporting by Nivedita Balu in Toronto; Editing by David Gregorio)
Times of Oman
3 days ago
- Business
- Times of Oman
Travelex hosts Staff Induction at Europcar Oman & Bahrain's Cutting-Edge HQ in Muscat
Europcar Oman & Bahrain proudly hosted Travelex, the world's leading travel exchange company, for the induction program of its 20 newest team members. The event recently took place at Europcar's state-of-the-art headquarters in Muscat, setting a new benchmark for corporate hospitality and employee engagement experiences in the region. Travelex selected Europcar HQ not only for its professional infrastructure but also for its unique lifestyle amenities. The Boardroom, equipped with advanced audio-visual capabilities, offered an ideal setting to impress and onboard the new team members with a dynamic and inspiring atmosphere. Beyond the formal proceedings, participants had exclusive access to the expansive Europcar HQ facilities. The space includes a Gaming Lounge featuring Table Tennis, Billiards/Snooker, PS5, Chess, Carom, Darts, Board Games, and a Golf Putting Green—designed to offer mental and physical rejuvenation. Guests also enjoyed the Wellness Zone, which includes a fully equipped Gym, serene Yoga Studio, Massage Chair, and tranquil indoor waterfalls and greenery. Adding to the experience, the Europcar Café offered unlimited specialty coffees, karak chais, chilled beverages, and a selection of snacks such as popcorn, nachos, and cookies, all enhanced by high-speed WiFi connectivity throughout the premises. Europcar HQ also offers a unique array of complimentary amenities tailored for SMEs, start-ups, and professionals, designed to enhance creativity, productivity, and collaboration. This pioneering initiative creates a harmonious blend of work and relaxation in a vibrant and stimulating environment, inviting guests to immerse themselves in a rejuvenating experience like no other. Ljiljana, General Manager at Travelex, shared her experience: 'We were absolutely delighted to host our induction program at Europcar's HQ. The environment was uplifting, professional, and deeply engaging. It truly felt better than a five-star hotel—with the added benefits of the gaming lounge, wellness centre, and exceptional hospitality. Our new team members were thoroughly impressed.' Nitin Sapre, CEO of Europcar Oman & Bahrain, expressed his pride in the facility: 'We designed Europcar HQ to be more than an office space—it's a destination for productivity, wellness, and innovation. We're thrilled to see global companies like Travelex choose our venue to inspire their teams. This aligns with our vision of redefining workplace and event experiences in Oman and Bahrain.'
Forbes
4 days ago
- Business
- Forbes
Only 1 In 5 Employees See Customer-First Leadership—5 Strategies To Fix That
Exhausted Young Woman Struggles To Keep Up With Supermarket Stock. In a world of infinite choice, something essential is missing for the customer. Not from the product lineup. But from the people who deliver it. Gallup's recent research shows employee pride in product and service quality has dropped eight points since 2020. Only 22 percent of employees strongly agree their company keeps the promise it makes to customers. Fewer than three in ten feel proud of what they create, support or sell. It's easy to blame broken systems or lagging tech. But the deeper issue is one of leadership. Gallup's research also shows that only one in five employees believe their leaders make decisions with the customer in mind. Employee pride in customer service isn't about values printed in a handbook. It's about the lived reality of people who no longer trust the company to follow through on what it says. And the waning confidence in their leaders to do what is right for customers. They see what happens behind closed doors. They see which shortcuts get rewarded. They see what gets prioritized over customer needs when nobody is looking. And when doing right by the customer feels like a gamble instead of a given, belief starts to leak out. It doesn't happen all at once. Belief fades, effort shrinks and the work starts to feel like a transaction. And it shows up where it hurts most—at the frontlines. Because when employees stop believing in what they deliver or who they deliver it for, they stop protecting the promise. They start protecting themselves. Gallup's data makes the link clear. Employees who regularly talk about how to better serve customers and act on that feedback are: That kind of belief is what fuels care, energy and commitment. When it fades, something quiet breaks. And it won't be fixed by a new training module or a polished slogan. Pride isn't the first thing to go. Integrity goes first. Then confidence. Pride is what disappears when there's nothing left to hold on to. And by the time leaders notice, the customer already has. Harvard Business Review found that CEOs spend just 3 percent of their time with customers. Less than two hours a week. Many have never heard a support call. Or walked the floor. Or stood beside a frontline employee making a tough call in the moment. In a recent conversation, Paco Underhill, known for decades of observing real customer behavior, told me something that stuck. 'Too many CEOs lead from sitting down. They spend their days with colonels, never with privates.' Even well-intentioned leaders can drift. Not out of carelessness. But out of pace. The roadmap takes over. The boardroom pulls focus. Decisions stack up. Distance grows. You see it in the town hall where nobody speaks up. In the unexpected resignation. In the empty chairs at the service desk. You see it when a customer is transferred three times without resolution. When a support email goes unanswered for days. When a return policy feels like a punishment, not a service. But it can also work in the other direction. When Delta faced widespread delays and cancellations, CEO Ed Bastian didn't delegate the response. He sent a personal note to customers. He named the issue. Took responsibility. Promised action. That message wasn't just for passengers. It was a signal to employees that the customer still came first. The same belief shows up in other places too. Patagonia's 'Don't Buy This Jacket' ad wasn't a gimmick. It was a statement of values. At REI, the choice to close stores on Black Friday wasn't just about optics. It was about living a mission. They called it #OptOutside. A woman walks past an REI store as it remains closed during the Black Friday on November 25, 2016, ... More in New York. The outdoor specialty company is closing all its stores on Black Friday and encouraging its employees and customers to go outdoors. As "Black Friday" kicks off the annual holiday shopping season, US retailers are hopeful in light of stock market records and job growth, but leery of cut-throat pricing from online competition. / AFP / KENA BETANCUR (Photo credit should read KENA BETANCUR/AFP via Getty Images) Or at Ritz-Carlton, where a team member didn't just restock a guest's Gatorade. They noticed. They remembered. And they acted. No script required. In fact Ritz empowers its employees to spend up to $2,000 to solve customer problems without asking for a manager. The Gatorade cost less then $2. These are not marketing stories or a brand spin. They are leadership choices. And when employees witness them, they see something rare—follow-through. Especially when it matters most. Because employee experience and customer experience aren't two separate stories. They're the same signal. Either both ring true or neither does. If your teams aren't proud of how they serve customers, it's not because they don't care. It's because they've lost the signal. The space between what you say and what they see has grown. Here are five moves to close that gap. Stop treating customer experience like a department. Make it the responsibility of every leader who influences a policy, sets a metric or funds a system. Require all leaders across finance, operations, IT, legal and HR to identify how their work creates or removes friction for the customer. Tie leadership evaluations to customer impact. Don't just ask if the product shipped on time. Ask how it felt to the person receiving it. Mandate frontline immersion. Like McDonald's does – expecting executives to learn how to flip burgers before putting them in charge. Have executives regularly shadow service teams, sit in on support calls or walk through onboarding like a new customer. Make proximity a leadership discipline, not a one-time exercise. Eliminate the layers that filter customer truth. Require senior leaders to engage directly with unfiltered feedback—real calls, raw comments, unresolved complaints. Disband the culture of insulation. Create a standard for executive presence on the front lines. Don't just walk the floor. Make it routine to review broken processes with the teams affected and then act on what you find. Add customer exposure to leadership onboarding and ongoing development. Make time with end users a quarterly requirement, not a special event. Proximity isn't optional. Make it a condition of leadership. Establish a hard rule. Customer and employee feedback must influence your roadmap. Not after the fact. Upfront. Build listening checkpoints into decision cycles. No launch, change or transformation should move forward without clear evidence of feedback review and documented adjustments based on what was heard. Hold leaders accountable for responsiveness. If customers raise the same issue repeatedly and nothing shifts, it's a leadership failure, not a market challenge. Reframe feedback as fuel. If you aren't changing based on what you hear, you're not listening. You're managing optics. Stop treating EX and CX as separate efforts. Require joint planning between HR and CX leaders. Measure them with shared metrics like trust, loyalty, effort and energy. Make it policy to connect internal pain points to external ones. If service teams are burned out, investigate what that means for customer delays, escalations or missed moments. Build a single system of care. Redesign internal tools, communication, recognition and policy through the lens of how it affects both the team and the customer. Make the customer journey an employee story too. Every broken handoff internally eventually becomes a broken promise externally. Set a leadership expectation. Customer-centered tradeoffs aren't optional. They're required. Create a decision framework that rewards choosing long-term trust over short-term convenience. Document when you delay launches to fix what matters, pause celebrations to solve real issues or shift targets to match reality. Make these examples visible. Train managers to recognize 'service values collisions'—moments when KPIs conflict with what's right for the customer—and empower them to act in favor of trust, not metrics. Trust is built when it's inconvenient. Make that the standard, not the exception. We often say there's no mission without margin. But the reverse is just as true. There's no margin without customer engagement. And no customer engagement without employee engagement, pride and belief. If your teams are losing pride, don't launch a campaign. Get closer. Ask deeper questions. Fix what feels off. Because what your employees believe is what your customers receive. Not because the handbook says so. But because leaders still believe it matters.
