Economist Impact found in a recent programme sponsored by Tableau, the push to remote and hybrid work models has led employees to re-evaluate their lives and jobs, prioritising what is most important to them. It has resulted in the balance of choice shifting in favour of employees, as they feel empowered to ask about—and demand—the kind of flexibility they want.
Companies recognise this, and acknowledge that the use of data is important in understanding employees’ aspirations and preferences. Businesses in the region are using analytical methods to attract, hire and retain talent. They’re taking a data-driven approach to empower their employees with the precise information needed to make strategic shifts in their hiring processes and employee-engagement programmes. For instance, data can be used to analyse the likelihood of employees recommending their firm to new hires, or to track employee sentiment over time. By creating a constant flow of data, companies can take tangible steps that directly address existing cultural and performance issues rather than past ones.
The proliferation of hybrid work models makes this essential. Indeed, recent research from Economist Impact and Google Workspace shows that 58% of knowledge workers in Asia-Pacific say their companies need to improve performance evaluation approaches to implement a sustainable hybrid work model. This points to a blurring of the lines between employee satisfaction, employee retention and evolving work models.
The pandemic has changed the way organisations are looking at the nature of work and what it takes to attract and retain talent. Some form of flexible work is here to stay, and aided by data-driven insights organisations continue to find new ways of work that provide them with solutions that are flexible, collaborative, and productive and secure. But in the end, to retain the best talent, firms need to create a place where people want to do great work, feel they can be themselves, and be rewarded or recognised for that.
