Employee Experience – GFoundry

The End of App Fatigue: A 2026 Strategic Blueprint to Unify Internal Communications and Silence Digital Noise

David Martins — Sat, 14 Mar 2026 18:48:14 +0000

The Collapse of the Digital Ecosystem: Why 2026 Demands a New Approach

The forced transition to remote and hybrid work at the start of the decade preserved business continuity, but it also left organizations with a toxic legacy: the uncontrolled accumulation of software, commonly known as tool sprawl. In 2026, what was once seen as digital agility has turned into an unsustainable corporate labyrinth. Companies added chat platforms, intranets, benefits portals, performance systems, and well-being apps, creating a fragmented ecosystem that suffocates the very workforce it was meant to empower.

The Fallacy of Digital Productivity

There is a mistaken belief among senior leadership that the proliferation of communication channels results in stronger strategic alignment. The data proves exactly the opposite. Today, around 68% of employees report feeling severely overloaded by the number of applications they must use in their day-to-day work. This “App Fatigue” is not merely a technological inconvenience; it is a critical barrier to strategy execution. When information is spread across half a dozen different platforms, leadership messages become diluted, digital noise increases, and operational focus collapses.

True technological consolidation is not achieved simply by eliminating applications, but through the transition to a unified ecosystem that respects the employee’s cognitive capacity.

Budget Pressure and Boardroom Urgency

Beyond the human impact, 2026 also brings undeniable financial pressure. Boards and Chief Financial Officers (CFOs) are demanding rigorous audits of software licensing costs (SaaS). Maintaining redundant tools – one application for climate surveys, another for recognition, a third for internal communication, and a fourth for training – is no longer justifiable. Budget pressure is forcing Chief Human Resources Officers (CHROs) and Chief Information Officers (CIOs) to work together to centralize ecosystems, reduce licensing costs, and at the same time improve the employee experience.

The Hidden Cost of Context Switching

To understand the true scale of App Fatigue, it is essential to quantify the financial and productivity impact that digital fragmentation imposes on organizations. The phenomenon of context switching occurs whenever an employee is forced to interrupt their workflow in one application to search for information, respond to a message, or complete a task in another platform. This constant friction creates a severe cognitive tax that drains teams’ mental energy.

The Cognitive Tax and Its Impact on EBITDA

Behavioral studies and productivity analyses, frequently discussed in leading publications such as the Harvard Business Review, show that the human brain can take up to 23 minutes to fully regain focus after a digital interruption. In a corporate environment where professionals switch between team chat, the corporate intranet, and HR portals dozens of times a day, the result is an estimated loss of up to 40% of daily productivity. This waste of productive hours has a direct and measurable impact on company EBITDA, turning a usability issue into a critical financial risk.

Quantitative Diagnosis: The Annual Cost of Context Switching

Estimated financial impact based on productivity loss caused by digital fragmentation (assuming an average cost of €25/hour).

Mid-Sized Company (500 Employees)

€1.2M / year

Estimated financial cost of lost focus.

Lost Hours (2h/week per person)

Risk

High

Burnout & Turnover

Large Enterprise (2000+ Employees)

€4.8M+ / year

Severe impact on operating profitability.

Lost Hours (2h/week per person)

Note: Conservative calculation model focused only on cognitive recovery time. Does not include redundant licensing costs.

The Breakdown of Strategic Communication

Beyond the productivity loss, there is a direct correlation between digital fatigue, rising burnout levels, and lower talent retention. When employees are submerged in irrelevant notifications, they develop a kind of “digital blindness.” The noise prevents critical leadership messages – about new goals, cultural change, or security updates – from effectively reaching the operational base. Internal communication stops being a vector of alignment and becomes just another source of anxiety on the employee’s screen.

The Necessary Evolution: From Static Intranets to Systems of Engagement

Changing the internal communication paradigm requires more than a simple software upgrade; it requires a deep architectural transformation. Replacing one chat tool with another, or redesigning the corporate intranet homepage, does not solve the root of the problem. Traditional intranets fail because they were designed as Systems of Record – passive information repositories where documents go to die. In 2026, the requirement is to build a System of Engagement.

The Architecture of a System of Engagement

A System of Engagement acts as a unified and intelligent layer that brings together communication, performance, recognition, and learning into a single seamless journey. Instead of forcing employees to go looking for information, the platform delivers the right context at exactly the right moment. This consolidation removes the historical silos between Human Resources (focused on talent), Internal Communication (focused on messaging), and Operations (focused on execution), creating a single source of truth and interaction.

Architectural Comparison: The Consolidation Paradigm

Structural differences between passive repositories and dynamic talent platforms.

Traditional Intranet (System of Record)

Passive

Focused on storage and compliance.

Information Flow (One-Way)

Adoption (Forced / Low)

Evolution

Mobile-First

GFoundry (System of Engagement)

Dynamic

Focused on action, behavior, and gamification.

Information Flow (Two-Way)

Adoption (Organic / Gamified)

Hyper-segmented personalization replaces generic communication, ensuring relevance.

Including Deskless Workers

Another critical factor in this evolution is accessibility. A large percentage of the global workforce does not sit at a desk – the so-called deskless workers, such as retail, logistics, or healthcare teams. For these professionals, an intranet accessible only through a VPN on a laptop is useless. The importance of a fluid, mobile-first user experience (UX) is non-negotiable. A true System of Engagement lives on the employee’s mobile phone, ensuring that corporate communication, micro-learning modules, and peer recognition are always just a tap away, democratizing access to company culture.

The Impact of HR Platform Consolidation

Results observed in the transition to unified Systems of Engagement.

Source: mckinsey.com

Productivity Increase

20-25%

Less time spent searching for information

SaaS Cost Reduction

Up to 30%

Elimination of redundant licenses

Digital Burnout Risk

-45%

Drop in cognitive overload

Organic Adoption

3x Higher

With gamification and mobile-first UX

Industry benchmark metrics for the consolidation of communication and talent management tools.

The GFoundry Engine: An Intelligent System of Engagement to Reduce Organizational Noise

GFoundry’s value proposition in addressing digital fatigue lies not only in aggregating features, but in the way those features are orchestrated into a coherent, contextual, and continuous work experience. Rather than simply offering isolated tools, GFoundry functions as a true System of Engagement, designed to connect communication, learning, recognition, performance, and execution in a single digital journey. The objective is no longer merely to publish information, but to create relevance, context, and action.

From a Fragmented Platform to a Unified Journey

In an organizational environment marked by scattered channels, notifications, and applications, the main challenge is not the lack of information, but the difficulty of turning it into meaningful engagement. GFoundry responds to this problem through an integrated architecture that organizes the employee experience around what is most relevant to their role, moment, and goals. Instead of forcing each person to navigate between multiple systems and disconnected messages, the platform centralizes critical interactions and transforms fragmented processes into a fluid, intuitive, action-oriented journey.

Artificial Intelligence and Contextual Relevance

One of the central pillars of this model is GFoundry Intelligence (Gi), which makes it possible to personalize the experience proactively. As many analysts have argued, the future of employee experience lies in replacing static portals with intelligent systems that deliver useful context at the right moment. Gi analyzes profiles, skills, interactions, and priorities to ensure that each employee receives communications, content, and requests tailored to their reality. As a result, an operational employee, a manager, or a specialist technician is no longer exposed to the same undifferentiated volume of information. Noise is reduced at the source, and the experience becomes clearer, more useful, and more actionable.

Intelligent Experience Orchestration: connection between internal communication, training, recognition, goals, and feedback in a unified and consistent experience.
Relevant Personalization: delivery of content, tasks, and interactions based on individual context, avoiding excessive notifications and mass communication.
Continuous Engagement: creation of regular participation cycles through feedback, recognition, and follow-up, strengthening the connection between the employee voice and the organization’s evolution.

In this context, gamification elements may exist as complementary mechanisms for activation and adoption, but they are not the center of the value proposition. The real differentiator lies in GFoundry’s ability to function as an organizational engagement layer that transforms dispersed systems, fragmented messages, and isolated processes into an integrated, intelligent, and results-oriented experience.

Auditing Tool Sprawl: How to Justify the Centralization Budget

Recognizing the need for a System of Engagement is only the first step; the real challenge for HR and IT leaders is building a solid business case that justifies the investment to the board. In a demanding economic environment, the transition to a unified platform cannot be presented as an additional cost, but rather as a rigorous strategy for financial optimization and risk mitigation.

Step 1: Mapping and Identifying Redundancies

The plan begins with a ruthless audit of the current ecosystem. It is common for organizations to discover that they are paying for multiple applications that essentially do the same thing. The mapping exercise should identify clear overlaps in functionality: the company may be paying for one license for a climate survey app, another for a peer recognition platform, a separate LMS (Learning Management System) for training, and an expensive intranet for communication. Documenting this scenario reveals the immediate financial waste.

Step 2: Calculating the ROI of Consolidation

Budget justification is based on two return on investment (ROI) metrics. The first is direct savings (hard savings) resulting from the cancellation of redundant software licenses and the reduction of maintenance costs for complex integrations. The second is productivity recovery (soft savings). By eliminating context switching and centralizing processes in GFoundry, the hours previously lost to inefficient navigation are returned to the company’s core operation.

Step 3: Strategic Alignment Between HR and IT

For the business case to be approved without hesitation, it must speak the language of multiple stakeholders. The Chief Human Resources Officer will focus on the gains in engagement, improvements in organizational climate, and talent retention. At the same time, the Chief Information Officer (CIO) will validate the proposal by highlighting improvements in data governance, stronger information security (by reducing the attack surface created by multiple apps), and the sharp reduction in technical support tickets related to access issues and forgotten passwords. GFoundry therefore positions itself as the perfect point of convergence between technological efficiency and excellence in people management.

The 90-Day Operational Plan for Digital Unification

Eradicating App Fatigue requires disciplined execution. Replacing digital chaos with a unified experience does not happen overnight, but it can be achieved safely and structurally through an actionable 90-day roadmap designed to minimize operational disruption and maximize adoption from the very beginning.

Phase 1: Diagnosis and Alignment (Days 1-30)

The first month is dedicated to laying the strategic foundation. The project team should finalize the license audit and define success KPIs with the key stakeholders (e.g. daily adoption rate, reduction in internal emails, average onboarding completion time). This is the phase in which the organization decides which legacy systems will be deactivated and which core systems (such as the ERP or payroll software) will require integration with the new platform.

Phase 2: Configuration and Journey Design (Days 31-60)

With the objectives defined, the next step is configuring the System of Engagement. Using GFoundry’s modular architecture, the priority modules are activated (Internal Communication, Recognition, e-Learning). The critical focus here is the design of gamified journeys: creating welcome missions, structuring the rewards catalog, and training the AI algorithms to ensure that, on launch day, the platform already delivers immediate and hyper-personalized value to each employee segment.

Phase 3: Launch and Monitoring (Days 61-90)

The final month marks the practical transition. A phased rollout (soft launch) with a group of internal ambassadors is recommended, followed by the global launch. As the new platform gains organic traction, the official deactivation of redundant platforms begins. Continuous monitoring through analytical dashboards makes it possible to measure in real time the reduction in digital noise and the increase in authentic engagement, dynamically adjusting missions and content.

The transition from a fragmented ecosystem to a unified System of Engagement is what makes it possible to eradicate digital fatigue and align teams around shared goals. In practice, technological consolidation with GFoundry makes it possible to centralize internal communication, learning, and talent management, as demonstrated by Claranet through the creation of Planet, an internal aggregation platform that revolutionized its talent management, or by DPD Portugal, which used the goals and gamification module to align and motivate geographically dispersed drivers. For HR and IT leaders, this means replacing dozens of redundant licenses with a single coherent digital journey, reducing costs and increasing organic adoption. Discover how we can unify your employee experience and schedule a demonstration of our platform.

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The Silent Budget Killer: Calculating the True Cost of Doing Nothing in HR Transformation

Clara Costa — Sat, 07 Mar 2026 17:40:34 +0000

The Illusion of Safety: Why Stasis is the Most Expensive Strategy

In corporate finance, inertia is often mistaken for prudence. The decision to delay an HR technology upgrade is frequently justified by the absence of an immediate invoice; if no new software is purchased, no capital is deployed. However, this accounting logic fails to capture the Cost of Doing Nothing (CODN)-an active, compounding liability that accrues every day an organization operates with obsolete infrastructure. In the current digital economy, stasis is not a savings strategy; it is a high-risk investment in operational obsolescence.

The Invisible Balance Sheet of Inertia

The visible cost of a modern HR platform-licensing, implementation, and training-is a fixed, predictable line item. In contrast, the costs of maintaining the status quo are variable, uncapped, and largely invisible until they manifest as a crisis. These costs appear as operational drag: the cumulative hours lost to manual workarounds, the slow erosion of employer brand, and the inability to pivot strategies in response to market shifts. When competitors adopt agile, AI-driven talent ecosystems, they do not merely upgrade their tools; they redefine the baseline of efficiency. An organization that stands still is, in relative terms, moving backward at an accelerating rate.

The Hybrid Work Multiplier

The shift to hybrid and remote work models has exacerbated the CODN. Legacy systems designed for a 9-to-5, on-premise workforce cannot support the asynchronous, digital-first interactions required today. When HR processes rely on physical proximity or VPN-tethered desktop applications, the friction for remote employees becomes prohibitive. This disconnect signals to the workforce that the organization is out of touch with modern realities. As noted in strategic analyses by Harvard Business Review, companies that fail to digitize their core people processes risk becoming irrelevant not just to customers, but to the very talent required to serve them. Protecting the business today requires acknowledging that the “safe” choice of doing nothing is actually the most dangerous gamble of all.

The Retention Tax: The High Price of a Poor Employee Experience

The most immediate financial penalty of outdated HR technology is levied against the organization’s talent density. In an era where consumer technology offers seamless, intuitive experiences, enterprise-grade friction is no longer a mere annoyance-it is a breach of the psychological contract. When an employee can order a car, manage finances, and book travel in seconds on their phone, but requires three days and five emails to locate a benefits form or request feedback, the message is clear: the company does not value their time.

Quantifying the Cost of Friction

This friction contributes directly to “Quiet Quitting” and active disengagement. Employees do not leave companies solely for salary; they leave because of the accumulation of daily frustrations that prevent them from doing their best work. The financial reality of this turnover is staggering. Conservative estimates place the cost of replacing a trained employee at 1.5x to 2x their annual salary. This figure encompasses recruitment fees, onboarding time, lost productivity during the vacancy, and the ramp-up period for the new hire. If a clunky employee experience (EX) causes even a 5% increase in annualized turnover, the cost of doing nothing far exceeds the price of any software implementation.

The ROI of Experience: Status Quo vs. Modernization

Comparing the financial impact of legacy friction against a high-EX digital environment.

Status Quo Organization

High Friction

Reactive feedback, manual admin, fragmented tools.

Employee Net Promoter Score (eNPS)

Voluntary Turnover Rate

Savings

$1.2M+

per 1,000 employees

High-EX Organization

Seamless Flow

Self-service autonomy, continuous listening, AI support.

Employee Net Promoter Score (eNPS)

Voluntary Turnover Rate

Estimates based on average replacement costs and productivity gains in mid-sized enterprises.

The Opportunity Cost of Disengagement

Beyond turnover, there is the silent killer of productivity: disengagement. When employees struggle to access learning modules, view their objectives, or receive recognition, their output plateaus. A modern EX platform is not just a utility; it is a performance driver. By removing administrative hurdles, organizations liberate energy that can be redirected toward innovation and customer service. The “Retention Tax” is paid by every company that refuses to modernize, and it is almost always more expensive than the investment required to fix the problem.

The Silo Surcharge: How Disconnected Tools Bleed Productivity

Many organizations believe they have digitized because they use software for payroll, a different tool for learning, and yet another for performance reviews. However, a collection of disconnected tools does not constitute a digital ecosystem; it creates a fragmented landscape that bleeds productivity. This fragmentation imposes a “Silo Surcharge” on every interaction, primarily through the phenomenon known as context switching.

The Swivel Chair Effect

Context switching-the act of toggling between disparate applications-is a major productivity destroyer. Research indicates that employees can lose up to 40% of their productive time simply by shifting mental gears between tasks and tools. In an HR context, this “swivel chair” effect occurs when a manager must log into an LMS to assign training, a separate HRIS to check a job description, and a spreadsheet to record a performance note. This fragmentation breaks the flow of work, turning simple talent management tasks into administrative burdens that managers actively avoid.

Data Integrity Debt and Analytics Blindness

The secondary cost of silos is data blindness. When performance data lives in one island and learning data in another, it becomes impossible to correlate training investments with performance outcomes. Organizations accumulate “Data Integrity Debt” as they rely on manual exports and Excel gymnastics to reconcile conflicting datasets. This prevents leadership from making evidence-based decisions. You cannot optimize what you cannot see. Without a unified view of the talent journey, strategic planning becomes a guessing game, leaving the organization vulnerable to market shifts that a data-integrated competitor would have anticipated months in advance.

The IT Maintenance Burden

Finally, the cost of maintaining custom bridges between legacy systems is often underestimated. IT departments spend disproportionate resources building and patching APIs or managing secure file transfers between incompatible vendors. This maintenance budget yields no new value; it merely keeps the lights on. By consolidating these functions into an integrated platform, organizations eliminate the technical debt of fragmentation and redirect IT resources toward value-generating initiatives.

The Cost of Disengagement

Financial impact of low engagement and outdated tools

Fonte: Gallup

Global GDP Loss

$8.8 Trillion

Due to low engagement

Replacement Cost

1.5x – 2x

Of annual salary

Productivity Gap

-18%

In disengaged teams

Profitability Gain

+23%

For highly engaged units

Data reflects global benchmarks for employee engagement and organizational performance.

The Misalignment Penalty: The Cost of Maintaining the Wrong Software

Not all software spending is an investment; some of it is waste. The “Misalignment Penalty” occurs when organizations continue to pay for legacy systems that no longer fit their size, culture, or strategic goals. This often manifests as the “Shelfware” phenomenon, where companies purchase bloated enterprise suites but utilize only a fraction of the available features. Paying for 100% of a system while using only 20% is a direct financial leak, yet it persists because of the perceived difficulty of switching.

Is Your Software Costing You?

Diagnostic Checklist for HR Tech Misalignment

Symptom 1

Manual Data Re-entry

Risk: High error rates & admin fatigue

Symptom 2

Mobile Incompatibility

Risk: Zero adoption by frontline staff

Symptom 3

Low Login Rates

Risk: ROI becomes effectively zero

Symptom 4

Shadow IT Usage

Risk: Security breaches & data silos

The Agility Gap

Beyond wasted license fees, the greater cost is the inability to adapt. Rigid legacy systems often require expensive consultant hours to modify workflows or update performance criteria. This creates an “Agility Gap,” where HR cannot launch new initiatives-such as peer feedback loops, gamified learning, or agile goal-setting-because the software cannot support them. Consequently, teams resort to “Shadow IT,” purchasing unauthorized tools or reverting to spreadsheets to get the job done. This workaround culture not only fragments data further but also exposes the organization to security and compliance risks. There is a critical distinction between having software and having the right software; the former is a cost center, while the latter is a competitive advantage.

The Manual Labor Debt: Paying Human Rates for Robot Work

Perhaps the most irrational expense in the CODN calculation is the “Manual Labor Debt”-the practice of paying skilled human professionals to perform repetitive, administrative tasks that could be automated. When HR leaders spend the majority of their week chasing approvals, manually updating spreadsheets, or answering routine policy questions, they are trapped in low-value transactional work. This prevents them from engaging in the strategic initiatives-such as succession planning and culture building-that actually drive business growth.

The High Cost of Human Error

Manual processes are not only slow; they are prone to error. A single data entry mistake in compliance reporting or payroll can result in fines that far exceed the cost of automation software. Furthermore, the speed of service delivery impacts the employee experience. In a manual environment, an employee request might sit in an inbox for days. In an automated environment, workflows trigger immediate actions. According to McKinsey & Company, automation can reduce the time spent on typical HR administrative tasks by up to 50%, effectively doubling the capacity of the existing team without adding headcount.

Gamification as Automation

Automation extends beyond simple workflows; it includes behavioral nudges. Modern platforms use gamification mechanics to automate engagement. Instead of HR manually reminding employees to complete training, the system uses automated progress bars, badges, and peer leaderboards to drive participation intrinsically. This “set it and forget it” approach to engagement ensures consistent execution of talent programs without requiring constant manual intervention. The scalability issue is the final nail in the coffin for manual processes: as a company grows, manual work grows linearly, eventually breaking the system. Automation is the only way to decouple growth from administrative overhead.

Breaking the Inertia: From Passive Loss to Active Gain

The first step to stopping the financial bleed is to acknowledge that the “Inertia Tax” is real. By combining the costs of poor employee retention, disconnected data silos, misaligned tools, and manual labor, the aggregate cost of doing nothing often rivals the organization’s entire HR budget. Leaders must shift their mindset from viewing technology as a cost center to viewing it as a risk mitigation strategy.

The Risk Matrix: Action vs. Inaction

When building a business case for transformation, it is crucial to visualize the risks. The “Risk of Action” involves a temporary implementation dip and the learning curve of new tools. However, the “Risk of Inaction” is existential: it involves the slow strangulation of productivity and the loss of top talent to more agile competitors. Conducting a “Tech Health Audit” is the immediate next step. Identify the processes that consume the most manual hours and the tools that have the lowest adoption rates. These are your money pits.

Start Building Today

Modernizing HR is not just about buying software; it is about orchestrating a seamless talent journey. GFoundry enables this transition by consolidating fragmented processes-from onboarding to performance-into a single, gamified ecosystem. For instance, José de Mello Saúde leveraged the platform to digitize innovation management, turning employee ideas into tangible value, while DPD Portugal transformed performance management to align driver motivation with business results. By replacing static tools with dynamic, AI-driven experiences, organizations stop paying the “inertia tax” and start generating ROI. Request a demo to calculate your potential efficiency gains.

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Beyond the Job Title: Operationalizing a Dynamic Skills-Based Talent Strategy

David Martins — Mon, 02 Mar 2026 09:26:44 +0000

The End of the ‘Job Title’ Era: Why the Old Model is Failing

For decades, the fundamental unit of work has been the “job”-a static collection of responsibilities tied to a specific title and a fixed position in the hierarchy. However, in an era of rapid technological disruption, this rigid architecture has become a liability. The half-life of a learned professional skill is now estimated to be less than five years, meaning that a job description written today is likely obsolete by the time a candidate completes their onboarding. When organizations define talent solely by job titles, they create artificial silos that obscure the actual capabilities of their workforce.

The disconnect between how work gets done and how HR organizes people is widening. While organizational charts remain hierarchical, value creation is increasingly cross-functional, project-based, and agile. Relying on job titles prevents leaders from seeing the latent talent available internally. For instance, a “Marketing Manager” might possess advanced data analytics skills needed by the Operations team, but a title-based system renders those skills invisible outside the marketing silo.

The shift to a Skills-Based Organization (SBO) is not merely an HR trend; it is a business continuity strategy. By decoupling work from jobs and breaking it down into tasks and projects, and decoupling people from titles to view them as a portfolio of skills, companies gain the agility to redeploy talent rapidly in response to market shifts. This transition moves the organization from a rigid structure of “owning jobs” to a fluid ecosystem of “stewarding skills.”

The Economic Imperative: Agility, Equity, and Retention

The business case for a skills-based approach is grounded in hard economic reality: the cost of “buying” talent externally is becoming unsustainable compared to the ROI of “building” it internally. External hiring often commands a significant wage premium, yet research suggests that external hires may underperform compared to internal transfers who already understand the organizational context. By focusing on skills, organizations can identify adjacent skills in their existing workforce-capabilities that are close enough to the desired skill set that they can be bridged with targeted upskilling rather than expensive recruiting.

Furthermore, a skills-first approach is a powerful driver of equity. It removes degree bias and pedigree bias, which often filter out high-potential candidates who lack traditional credentials but possess the necessary verified skills. This democratizes opportunity, opening the funnel to a more diverse talent pool. Deloitte Insights notes that organizations functioning as SBOs are significantly more likely to place talent effectively and retain high performers.

Retention is directly correlated with this internal mobility. Data consistently shows that employees stay longer at companies where they can move laterally based on their skills, rather than just vertically based on tenure. This concept of “Workforce Fluidity” allows an organization to survive market disruptions by rapidly reassembling teams based on capabilities rather than waiting for a restructuring process.

Operating Model Shift: Job-Based vs. Skills-Based

Fundamental structural differences between the two operating models

Source: Industry Best Practices

Work Unit

Fixed Role / Job

vs. Project / Task

Selection Criteria

Degrees & Experience

vs. Verified Skills

Career Path

Vertical Ladder

vs. Lattice / Portfolio

Compensation

Market Rate for Title

vs. Pay-for-Skills

Comparison highlights the agility gap between traditional structures and dynamic skill ecosystems.

Building the Infrastructure: Taxonomy vs. Ontology

Transitioning to a skills-based model requires a robust data foundation. Many organizations fail by confusing a skills taxonomy with a skills ontology. A taxonomy is simply a flat, static list of terms (e.g., “Java,” “Project Management,” “Sales”). While necessary, a taxonomy alone often leads to “Skill Soup”-a messy, unmanageable database of 50,000 duplicate or overlapping tags that provide no strategic value.

An ontology, by contrast, maps the dynamic relationships between skills. It understands context and adjacency. For example, an ontology recognizes that if an employee is proficient in “Python” and “Pandas,” they likely possess “Data Analysis” capabilities, even if they haven’t explicitly listed them. It also understands that “Client Management” in a retail context differs from “Client Management” in investment banking. Building this ontology allows the organization to map supply against demand accurately.

To manage this at scale, HR leaders must move away from manual entry toward AI-driven inference. Modern platforms leverage AI to infer skills based on work output, project history, and communication patterns, reducing the administrative burden on employees. Furthermore, standardizing proficiency levels is critical. A binary “has skill / doesn’t have skill” is insufficient; a 1-5 proficiency scale (from Novice to Thought Leader) is necessary to effectively match talent to the complexity of specific projects.

The Skills-Based Advantage

Impact of adopting a skills-based operating model

Source: Deloitte

Talent Placement

107%

More likely to place effectively

Retention

98%

More likely to retain high performers

Agility

57%

More likely to anticipate change

Innovation

Likelihood of innovating

Data reflects the comparative performance of Skills-Based Organizations (SBOs) versus traditional job-based models.

The Engagement Loop: Gamification as the Data Engine

The Achilles’ heel of any skills strategy is data quality. Historically, employees view skills inventories as administrative chores-“empty profiles” that they are forced to update once a year and then forget. Without real-time, accurate data, the skills engine fails. The solution lies in changing the user behavior through engagement loops, specifically leveraging gamification mechanics to incentivize continuous validation.

Gamification transforms the mundane task of data entry into a rewarding experience. By integrating progress bars, badges for skill verification, and leaderboards for learning, organizations can drive high-frequency interaction with the talent platform. For example, an employee might earn a “Data Wizard” badge not just for claiming a skill, but for having it endorsed by three peers and completing a related micro-learning module. This peer-to-peer endorsement is crucial for verifying soft skills and collaboration capabilities, which are notoriously difficult to measure through automated tests.

Crucially, the engagement loop must connect data input to tangible value for the employee. The system must demonstrate that updating a profile directly leads to better project opportunities, personalized learning recommendations, or visibility with leadership. When employees see the “What’s in it for me” (WIIFM)-that their data inputs are the currency for their own career mobility-compliance shifts to active participation.

Operationalizing the Talent Marketplace

Once the data foundation is built and populated, the organization can activate an internal talent marketplace. This is the mechanism that matches supply (employee skills) with demand (business needs) in real-time. Operationalizing this requires a shift in management mindset: managers must learn to deconstruct jobs into “gigs” and “projects.” Instead of requesting a new headcount for a six-month initiative, a manager defines the specific work outputs and the skills required to achieve them.

Matching algorithms then pair these needs with internal talent, looking not just at current proficiency but also at development goals. This facilitates “learning in the flow of work,” where an employee takes on a stretch assignment to close a skill gap. However, technology is the easy part; the cultural barrier of “talent hoarding” is the challenge. Organizations must incentivize managers to share their high performers, perhaps by rewarding leaders who export talent to other parts of the business.

This model also introduces the concept of the “fractional employee,” allowing staff to dedicate 10-20% of their time to cross-functional projects outside their core role. This fluidity unlocks immense capacity and innovation.

Lifecycle of an Internal Gig

From needs analysis to skill verification

Phase 1: Definition

Needs Analysis

Manager defines specific skill needs and outputs, not a job role.

Clarity of Scope

Matching

Smart Fit

Phase 5: Verification

Skill Badging

Post-project rating verifies skill application and updates profile.

Profile Update

The workflow moves from defining a task to broadcasting it via AI, selecting talent based on proficiency and interest, executing the work, and finally verifying the skill acquisition.

Rewiring Performance and Compensation

A skills-based architecture cannot function if it is overlaid on a traditional performance management system. If employees are paid and promoted based on “time-in-role,” they have no incentive to develop new skills or take on cross-functional gigs. HR policy must evolve to support the new operating model. This begins with moving away from annual reviews focused on past performance toward continuous feedback loops focused on skill acquisition and application.

Compensation models are also shifting toward “Skills-Based Pay.” This involves adjusting salary bands to reward the acquisition of scarce or strategic skills-often referred to as “hot skills premiums”-rather than just seniority. According to Mercer, companies are increasingly decoupling pay from hierarchy to compete for critical digital talent. In this model, an individual contributor with high-value AI skills might earn more than a manager in a legacy function.

Performance reviews in this context should focus on the “Skill Gap Closure” rate. Instead of asking “Did you hit your KPI?” the conversation expands to “What new capabilities did you build, and how did you apply them to create value?” This integrates L&D directly with Performance, ensuring that learning is always aligned with business outcomes.

Performance Metrics: Before & After

Shifting the focus from tenure to capability

Source: HR Transformation Frameworks

Goal Setting

Annual KPIs

to Skill Acquisition Rate

Evaluation

Manager Review

to Peer/Project Feedback

Recognition

Tenure Awards

to Digital Badges

Focus

Past Performance

to Future Potential

Modern performance management values the ability to learn and adapt over static historical achievements.

From Strategy to Execution: Your 90-Day Pilot

Implementing a skills-based strategy is a significant transformation, but it should not be paralyzed by complexity. The most effective approach is to start small with a 90-day pilot. Select one department-typically IT or Marketing, where skills are dynamic and project work is common-to test the taxonomy and marketplace mechanics. Begin by auditing your current data: assess the quality of existing job descriptions and the completeness of employee profiles. This baseline is essential for measuring improvement.

Leadership buy-in is the catalyst for this change. Executives must model the behavior by sharing their own skills gaps and learning journeys publicly. When a leader admits they are learning a new capability, it gives permission for the rest of the organization to embrace a growth mindset. Ultimately, the transition to a skills-based organization is not a software installation; it is a fundamental rewiring of how the company values and deploys its human capital.

To successfully operationalize a skills-based strategy, organizations need a platform that bridges the gap between data, engagement, and execution. GFoundry enables this transition by combining robust Talent Management modules with a native Gamification Engine and AI, turning the abstract concept of an SBO into a daily reality for employees. For example, Cork Supply utilized GFoundry to map competencies and deliver upskilling across borders, effectively breaking down geographical and skill silos. Similarly, the Data Science Portuguese Association (DSPA) leveraged the platform to build a community centered on verified skills and certification, demonstrating how digital tools can structure talent development. By integrating learning, feedback, and recognition into a single ecosystem, GFoundry helps leaders move beyond static job titles to a dynamic, skills-driven workforce. Request a demo to see how these mechanics can transform your talent operations.

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The post Beyond the Job Title: Operationalizing a Dynamic Skills-Based Talent Strategy appeared first on GFoundry.

Employee Onboarding 2026: From Compliance to Connection – The Strategic Checklist

Clara Costa — Mon, 12 Jan 2026 17:24:43 +0000

The 2026 Paradigm: Why Old Checklists Fail

The traditional onboarding checklist-a static list of forms to sign and handbooks to read-has become a liability. In an era defined by hybrid work models and fierce competition for specialized talent, the administrative approach to induction is directly correlated with early attrition. We are witnessing the rise of the “Great Regret,” where a significant percentage of new hires question their decision within the first weeks, often due to a lack of cultural integration and role clarity. The cost of this misalignment is not merely the recruitment fee; it is the lost productivity, the morale drag on existing teams, and the erosion of the employer brand.

For 2026, the primary metric for onboarding success is shifting from “Time-to-Hire” to “Time-to-Belonging.” This evolution demands that HR leaders stop viewing onboarding as a logistical hurdle and start treating it as “Experience Architecture.” This model integrates compliance, culture, and connection simultaneously, rather than sequentially. It recognizes that for Gen Z and Alpha talent, a PDF handbook is not just boring-it is a signal of a digital-laggard culture. According to Gallup, only a fraction of employees strongly agree their organization does a great job of onboarding, revealing a massive gap between execution and expectation.

The Shift to Experience Architecture

Experience Architecture requires a fundamental restructuring of the first 90 days. It moves away from the passive consumption of information toward active, social participation. In this paradigm, the goal is not to ensure the employee has read the policy on data security by Day 2, but to ensure they have built the psychological safety required to ask questions, innovate, and collaborate. By leveraging AI and gamification, organizations can automate the necessary bureaucracy while amplifying the human moments that drive retention.

Phase 1: Pre-Boarding – Winning the ‘Ghosting’ War

The period between offer acceptance and the start date is the most vulnerable phase in the employee lifecycle. It is here that “buyer’s remorse” sets in, fueled by counter-offers from current employers or simply the anxiety of the unknown. In 2026, silence during this phase is a strategic error. Effective pre-boarding is designed to validate the candidate’s decision and eliminate administrative friction before they even step into the office (or log in remotely).

Pre-boarding Impact Matrix: 2026 Evolution

Comparing the administrative legacy model against the experience-first approach.

Traditional Approach

High Friction

Characterized by radio silence and Day 1 paperwork overload.

Day 1 Productivity

New Hire Anxiety

Shift

Day -14

Start engagement early

2026 Best Practice

High Connection

App access, digital swag, and peer intros before start date.

Day 1 Productivity

New Hire Anxiety

Source: Industry benchmarks on pre-boarding engagement impact.

Automating the Bore, Amplifying the Core

The most effective strategy is to clear the administrative deck before Day 1. Secure portals should allow new hires to upload documents, select benefits, and order equipment weeks in advance. This ensures that the first day is dedicated entirely to culture and connection, not bureaucracy. Furthermore, the “Drip Feed” technique is essential: rather than overwhelming the new hire with a massive welcome packet, organizations should use mobile apps to send micro-content-a 30-second welcome video from the CEO, a bio of their manager, or a digital voucher for coffee.

Buddy 2.0: The Digital Peer Mentor

The traditional “buddy system” often fails due to lack of structure. The 2026 version, “Buddy 2.0,” facilitates a digital coffee chat prior to arrival. This peer mentor is not the supervisor but a cultural guide, tasked with answering the “stupid questions” about dress code, lunch norms, and communication styles. By establishing this connection early, the new hire walks in on Day 1 already having a friend, significantly reducing social anxiety.

Phase 2: The First Week – Gamifying Cultural Immersion

Once the employee arrives, the challenge shifts to cultural immersion. The old method of handing over a 50-page employee handbook is ineffective; retention of such passive information is near zero. Instead, forward-thinking companies are gamifying the discovery of company culture. This involves turning the orientation process into a series of interactive missions that compel the new hire to explore the organization actively.

From Reading to Doing: The Digital Scavenger Hunt

Imagine replacing the “Org Chart Review” with a digital scavenger hunt where the new hire must “Find the person who manages the sustainability project” or “Take a selfie with a member of the product team.” These missions, tracked via a mobile app, force social collisions that might not happen organically in a hybrid environment. Completing these tasks can unlock badges or points, tapping into the intrinsic human desire for achievement and progress. This approach transforms the new hire from a passive observer into an active participant in their own integration.

Micro-Learning Bursts

Compliance training is mandatory, but it doesn’t have to be miserable. The 2026 standard breaks down complex regulatory and safety training into 5-minute micro-learning bursts. These bite-sized modules can be consumed on a mobile device between meetings, respecting the learner’s cognitive load. Research from LinkedIn Learning consistently shows that employees prefer self-directed, bite-sized learning opportunities over long-form classroom sessions. By spacing this learning out over the first week, retention rates improve, and the “firehose effect” of information overload is mitigated.

Structuring Social Collisions

In a hybrid world, serendipity is dead; it must be engineered. The first week should include mandatory but informal touchpoints with cross-functional teams, not just direct supervisors. These are not formal briefings but “social collisions” designed to build a network. Gamification can support this by rewarding the new hire for scheduling 15-minute introductions with key stakeholders outside their immediate vertical, ensuring they understand the broader ecosystem of the company.

The Cost of Poor Onboarding

Why strategic induction is a financial necessity.

Source: Gallup / SHRM

New Hire Turnover

20%

Occurs in first 45 days

Productivity Gain

+50%

With standard onboarding

Retention Impact

69%

More likely to stay 3 years

Replacement Cost

1.5x – 2x

Of annual salary

Data reflects industry averages for organizations with structured vs. unstructured onboarding programs.

Phase 3: The 30-60-90 Day Roadmap – Performance Alignment

The transition from “new hire” to “contributor” is a delicate process that requires structured milestones. A vague “see how you settle in” approach often leads to misalignment on expectations. The 30-60-90 day framework provides the necessary scaffolding for success, moving the employee through distinct phases of learning, application, and independence.

Milestone Success Tracker

Key objectives for the first quarter of employment.

Source: HR Best Practices 2026

Day 30: The Sponge

Absorption

Focus: Culture & Tools

Day 60: Contributor

Application

Focus: First Wins

Day 90: Independence

Autonomy

Focus: Full Output

Feedback Loop

Pulse Check

Automated at each stage

Note: Each phase should conclude with a formal review of these specific objectives.

Day 30: The Sponge Phase

The first month is defined by low pressure on output and high pressure on input. The objective is to understand the “how” and “why” of the organization. Success metrics here are not about revenue generated or code written, but about tool proficiency, understanding team dynamics, and completing initial training modules. Leaders must protect new hires from being pulled into execution mode too early, which can lead to burnout and errors.

Day 60: The Contributor Phase

By the second month, the training wheels begin to come off. The employee should be securing their first “small wins”-manageable projects that allow them to apply what they have learned. This shifts the dynamic from consumption to contribution. It is critical during this phase to provide real-time feedback. Waiting for a 90-day review to correct a course deviation is too late; micro-corrections now prevent bad habits from solidifying.

Day 90: The Independence Phase

At the 90-day mark, the employee should be fully autonomous. This milestone is also the ideal time for the first formal “Stay Interview.” Instead of asking “how is it going?”, managers should ask specific questions about long-term intent: “Is the job what you expected?” and “Do you see a future here?” AI-driven pulse surveys can precede this meeting, flagging any drops in engagement scores so the manager can address them proactively.

Tech Stack 2026: AI Agents and Engagement Platforms

Executing a high-touch onboarding strategy at scale is impossible without the right technology. In 2026, the onboarding tech stack has moved beyond simple HRIS checklists to include AI agents and integrated engagement platforms. These tools do not replace the human element; they liberate it by handling the repetitive, low-value tasks that consume HR bandwidth.

AI Concierges and Chatbots

New hires have hundreds of questions, from “What is the Wi-Fi password?” to “When is payroll cutoff?” Answering these manually is an inefficient use of HR time. AI Concierges-intelligent chatbots trained on internal knowledge bases-can answer these queries 24/7 instantly. This reduces frustration for the new hire, who gets immediate answers, and frees up the HR team to focus on complex cultural integration issues.

Personalized Learning Paths

One size fits no one. Modern platforms use AI to analyze a new hire’s role, background, and skills gap to curate a custom training playlist. Instead of a generic “Introduction to Marketing” for everyone, a senior hire might get “Advanced Brand Strategy,” while a junior hire gets “Marketing Fundamentals.” This personalization demonstrates that the company values the individual’s specific career trajectory.

The Centralized Experience Platform

The most significant shift is the move toward centralized platforms like GFoundry, which combine performance, learning, and engagement into a single app. Fragmented systems-where learning is in one portal, benefits in another, and performance goals in a third-create cognitive friction. A unified “super-app” approach allows the employee to see their onboarding missions, training progress, and social feedback in one dashboard. This centralization also provides HR with rich data, moving beyond “completion tracking” to analyzing behavioral data, such as social connectivity graphs, to predict retention risks early.

From Strategy to Execution

Onboarding is the bridge between a promising candidate and a loyal high-performer. The “Great Regret” has proven that a transactional approach-focused solely on compliance and paperwork-is a financial leak that modern organizations can no longer afford. The ROI of a “Belonging-First” strategy is measurable: it manifests in higher retention rates, faster time-to-productivity, and a stronger employer brand that attracts future talent.

Leaders must audit their current process against the 2026 standard. Does your pre-boarding excite or ignore? Is your first week a lecture or a game? Is your 90-day plan a vague hope or a structured roadmap? The cost of upgrading your onboarding technology and strategy is a fraction of the cost of replacing a single failed hire. By investing in the architecture of experience, you are investing in the long-term stability and performance of your workforce.

GFoundry transforms the precarious first months of employment into a structured, engaging journey that drives retention. By leveraging the Onboarding Missions module, companies can replace static checklists with interactive challenges that guide new hires through culture and compliance simultaneously. A prime example is Natixis (ALL ABOARD), which utilized GFoundry’s gamification engine to revolutionize their integration process, turning a standard corporate procedure into an immersive narrative. This approach not only accelerates time-to-productivity but also fosters immediate social connection. If you are ready to modernize your employee lifecycle, request a demo to see how these solutions work in practice.

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The post Employee Onboarding 2026: From Compliance to Connection – The Strategic Checklist appeared first on GFoundry.

Compensation and Benefits: Why They Matter More Than You Think

Clara Costa — Fri, 20 Jun 2025 17:59:47 +0000

What are compensation and benefits?

“Compensation” and “benefits” refer to the package of rewards provided by employers to their employees in exchange for their services.

Compensation and benefits are an important part of the employee experience. They can help attract and retain top talent, motivate and engage employees, and improve employee satisfaction.

When designing a compensation and benefits package, it is important to consider the needs of the employees and the overall goals of the organization. The goal is to create a package that is attractive to employees, but also affordable for the organization.

How GFoundry Can Help:

GFoundry’s comprehensive Talent Management Platform is designed to support organizations in navigating these challenges by offering tools that enhance the effectiveness of compensation and benefits strategies.

Through GFoundry’s gamification engine, companies can create dynamic and engaging reward systems that align with their compensation and benefits packages. Employees can earn badges, virtual coins, and other recognitions for achievements, contributing to a more motivating and rewarding work environment.

Moreover, GFoundry’s platform allows for seamless integration with existing HR and business intelligence systems, providing valuable insights into employee performance and satisfaction. These insights can inform compensation and benefits decisions, ensuring that packages are competitive and aligned with employee needs.

GFoundry also offers modules for continuous feedback and evaluation, enabling organizations to adapt their compensation strategies in real time based on employee input and market trends. By promoting a culture of recognition and providing structured paths for career development, GFoundry helps organizations foster a positive employee experience, ultimately leading to higher retention rates and a more engaged workforce.

Some Statistics on Benefits and Compensation in Organisations:

About 80% of employees would rather have new benefits than a pay rise;
72% of employees admit that an increase in non-monetary benefits would increase their job satisfaction;
Companies with more attractive benefits and compensation packages had a 53% decrease in their turnover rate;
79% of employees from Generation Z and Millennials recognise that an increase in their rewards for recognition would increase their connection with the company.

Source: Access Perks Blog

What are the differences between compensation and benefits?

Compensation:
- Direct Compensation: This refers to the monetary rewards given to employees for their work. Examples include:
  - Salary: Regular payment, typically bi-weekly or monthly, that does not vary based on the number of hours worked (for salaried employees).
  - Hourly Wage: Payments made based on the number of hours worked (for hourly employees).
  - Commissions: Payments based on the volume or value of sales achieved.
  - Bonuses: Additional payments beyond the regular salary or wage, often awarded for performance, achieving certain targets, or year-end.
  - Tips: In some industries like hospitality, employees might receive tips from customers for good service.
- Indirect Compensation: Non-monetary rewards but still hold monetary value. Examples include paid time off, sick leave, or breaks during work hours.
Benefits:
- These are non-salary provisions that companies offer to employees to enhance their overall compensation package. Benefits can be legally mandated or provided as a competitive advantage by companies. Examples include:
  - Healthcare Benefits: Medical, dental, vision insurances.
  - Retirement Benefits: Contributions to retirement plans like 401(k) in the US.
  - Insurance: Life insurance, disability insurance, etc.
  - Paid Time Off (PTO): Vacation days, sick leave, personal days, etc.
  - Employee Assistance Programs: Counseling services, legal advice, etc.
  - Educational Assistance: Tuition reimbursement, professional development courses.
  - Company Perks: Gym memberships, discounts, company car, etc.
  - Stock Options: Offering employees the right to buy company stock at a predetermined price.
  - Childcare: Some larger companies might offer on-site childcare or childcare subsidies.
  - Flexible Working Arrangements: Flextime, remote working, compressed workweeks.

Why are compensation and benefits important?

Nowadays, most organisations have a Compensations and Benefits plan for their employees. These are not necessarily just monetary compensations.

The truth is that often a Compensation plan tailored to the needs and tastes of employees can have a significant impact on their motivation and therefore their productivity. Benefits can be linked to completing tasks and achieving certain goals, resulting in employees being more motivated to achieve certain rewards from your organisation.

If rewards are sufficiently aligned with employees’ tastes and profiles, they will feel more challenged and focused on achieving what is proposed. Furthermore, combining a compensation plan with gamification, you can make the employee experience more interactive, dynamic and, above all, rewarding of their effort.

One of the most influential levers a business can pull in achieving these objectives is its compensation and benefits package.

Here’s a closer look at the role of these elements and their far-reaching impacts on an organization:

Attracting high-performance candidates and improving retention

A robust compensation and benefits package acts as a magnet for top talents in any industry. High-performance candidates, often being in demand, can afford to be selective about their employers. Offering competitive salaries combined with a diverse array of benefits not only lures these candidates in but also plays a pivotal role in their decision to stay with the company for the long haul.

When employees recognize that their skills and contributions are being justly rewarded, they’re more likely to remain with the organization, reducing turnover rates and the associated costs of hiring and training new employees.

Motivated team members

Beyond just the basics of remuneration, benefits such as professional development opportunities, health and wellness programs, and flexible work arrangements provide employees with a sense that the company cares for their well-being and growth. This nurtures a motivated workforce, eager to contribute their best to the organization. When employees believe that they are fairly compensated and valued, they tend to push the boundaries of their roles, fostering innovation and driving growth.

Increased loyalty and engagement

An employee’s loyalty isn’t solely determined by their paycheck. Benefits that cater to an employee’s holistic needs – from health to work-life balance to future financial security – speak volumes about the company’s commitment to its workforce. Such provisions foster deeper loyalty, reducing the allure of headhunters and competitors. Moreover, loyal employees often act as brand ambassadors, promoting the company positively within their networks and potentially attracting more talent.

Improved productivity

It’s simple psychology: satisfied and engaged employees tend to be more productive. They are more focused, dedicated, and willing to put in the extra effort to see projects to fruition. By ensuring that the compensation and benefits align with or exceed industry standards, companies set the stage for an environment where employees are keen to deliver their best consistently.

Enhanced workplace experience

Lastly, compensation and benefits greatly influence the overall workplace experience. From the camaraderie formed in team-building events funded by the company to the peace of mind provided by a comprehensive health insurance package, these factors culminate in creating a positive, vibrant workplace culture. When employees are content and feel well taken care of, it permeates every aspect of the workplace, resulting in higher collaboration, fewer conflicts, and an environment conducive to growth.

What are the components of nonfinancial compensation?

Employees are seeking more than just a good salary from their employers. Nonfinancial compensation, which refers to benefits and rewards that are not included in an employee’s basic salary, has become increasingly essential.

These compensations can significantly impact an employee’s satisfaction, engagement, and loyalty to a company. While some of these benefits have a clear monetary value, others are intangible and can still greatly affect an employee’s well-being and job satisfaction.

Benefits with a Monetary Value

1. Healthcare Coverage: While not directly adding to an employee’s paycheck, comprehensive health, dental, and vision insurance coverage can save employees a considerable amount on medical bills.

2. Retirement Contributions: Some companies offer retirement plans like 401(k) or pension plans where the employer contributes a certain percentage of the employee’s salary. Over time, this can lead to significant savings for the employee.

3. Educational Assistance: Offering reimbursements for courses or tuition can save employees thousands of dollars. This benefit not only provides a monetary value but also aids in personal and professional development.

4. Commuter Benefits: Some companies offer transit passes, reimbursements for parking, or even carpooling allowances, reducing the monthly commuting expenses of their employees.

5. Employee Discounts: Discounts on company products or services can save employees money, especially if these are products they use regularly.

Benefits with No Monetary Value

1. Flexible Working Hours: The ability to choose one’s working hours or work in a flexible environment, like remote working options, can greatly increase work-life balance without a direct monetary benefit.

2. Professional Development: Opportunities for training, attending conferences, or simply being given challenging assignments can boost an employee’s career trajectory. While these don’t have immediate monetary implications, they can lead to better career opportunities in the long run.

3. Recognition and Awards: Recognizing employees for their hard work and achievements, even if it’s just through verbal appreciation or awards, can boost morale and motivation.

4. Health and Wellness Programs: Initiatives like gym memberships, counseling services, or even organizing regular health check-ups demonstrate an employer’s commitment to their employee’s overall well-being.

5. Company Culture: A positive, inclusive, and vibrant company culture where employees feel valued and included can be a significant non-monetary benefit. It creates an environment where employees enjoy coming to work and interacting with their colleagues.

6. Work-Life Balance Initiatives: Measures like providing parental leave, counseling services, or even organizing team outings can assist in maintaining a harmonious balance between personal and professional life.

Compensation Metrics and Terms

To manage compensation effectively, it is essential to use key metrics that ensure fairness, transparency, and alignment with organizational goals. Below are some of the most important compensation metrics to track:

Salary Range Penetration

This metric measures an employee’s current salary as a percentage of the total salary range for their position. It helps ensure that salaries are competitive and consistent with the employee’s experience and performance levels.

Compa Ratio

Compa ratio is calculated by dividing an employee’s salary by the midpoint of the salary range for their role. A ratio below 1 indicates that the employee is paid below the market rate, while a ratio above 1 shows they are paid above it. This ensures alignment with market standards.

Range Spread

Range spread refers to the difference between the minimum and maximum pay within a salary range. A larger spread offers more room for salary growth, while a smaller spread can indicate limited progression opportunities within a role.

Range Maximum

The range maximum is the highest salary an employee can earn within their pay grade. It is crucial for managing expectations and planning promotions or salary increases over time.

Personalization of Benefits Packages

Personalization of benefits packages is becoming increasingly important. Employers are moving away from one-size-fits-all models and instead offering customizable options that align with individual employee needs and preferences.

This approach not only enhances employee satisfaction and retention but also allows organizations to address diverse workforce demands, from flexible working hours to mental health support. Also, by leveraging technology, companies can offer tailored benefits that reflect the unique priorities of their employees, creating a more engaged and motivated workforce.

Comprehensive Benefits Packages Tailored for 50 Common Job Functions

Job Function	Example Benefits Package
Accountant	Private pension plan Tuition reimbursement for CPA certification Comprehensive health insurance Flexible working hours
Software Developer	Remote work stipend Professional development courses in new programming languages Health and dental insurance Stock options
Project Manager	PMP certification reimbursement Performance-based bonuses Retirement plan with employer match Flexible working schedule
Sales Manager	Commission-based incentives Company car or car allowance Comprehensive health insurance Life insurance
Customer Service Representative	Health insurance Flexible working hours Professional development opportunities Performance bonuses
Human Resources Manager	Retirement plan with employer match Health and wellness programs Life insurance Flexible working hours
Marketing Specialist	Budget for marketing conferences and courses Health and dental insurance Performance-based bonuses Remote working options
Financial Analyst	MBA or CFA tuition reimbursement Comprehensive health insurance Retirement plan with employer match Bonuses based on financial performance
Administrative Assistant	Health insurance Paid time off Professional development opportunities Flexible working schedule
Operations Manager	Performance-based bonuses Comprehensive health insurance Retirement plan with employer match Leadership training programs
Nurse	Comprehensive health insurance Paid time off and overtime pay Continuing education reimbursement Wellness programs and mental health support
Teacher	Pension plan Health and dental insurance Professional development funding Paid vacation time
Product Manager	Stock options Comprehensive health insurance Professional development budget Flexible working hours
Data Analyst	Professional certification reimbursement Health insurance Remote work flexibility Performance-based bonuses
Business Analyst	Tuition reimbursement for relevant courses Health and dental insurance Retirement plan with employer match Flexible working hours
Graphic Designer	Creative leave and mental health days Health insurance Flexible working hours Budget for design tools and software
Mechanical Engineer	Continuing education and certification reimbursement Health and dental insurance Retirement plan with employer match Performance-based bonuses
Executive Assistant	Health and dental insurance Professional development opportunities Flexible working hours Paid time off
IT Support Specialist	Health and dental insurance Professional certification reimbursement Remote work flexibility Performance-based bonuses
Logistics Coordinator	Health insurance Transport allowance Professional development programs Flexible working hours
Digital Marketing Manager	Marketing conference attendance Health and dental insurance Flexible working hours Bonuses based on campaign success
Electrical Engineer	Continuing education reimbursement Health and dental insurance Retirement plan with employer match Performance-based bonuses
Quality Assurance Specialist	Professional certification reimbursement Health insurance Flexible working hours Performance-based bonuses
Procurement Specialist	Health insurance Professional development opportunities Flexible working hours Performance-based bonuses
Content Writer	Remote working options Health insurance Paid time off Creative leave days
UX/UI Designer	Budget for design tools and software Health insurance Flexible working hours Creative leave and mental health days
Network Administrator	Health insurance Professional certification reimbursement On-call pay Remote work flexibility
Civil Engineer	Continuing education reimbursement Health and dental insurance Company vehicle or travel stipend Performance bonuses
Database Administrator	Health insurance Professional certification reimbursement Flexible working hours On-call pay
Social Media Manager	Budget for social media tools Health insurance Flexible working hours Bonuses based on engagement metrics
Biomedical Engineer	Health and dental insurance Continuing education reimbursement Flexible working hours Performance bonuses
Compliance Officer	Health insurance Professional development opportunities Flexible working hours Retirement plan with employer match
Event Planner	Health insurance Travel allowances Flexible working hours Bonuses based on event success
Web Developer	Remote work stipend Health and dental insurance Professional development opportunities Flexible working hours
Pharmacist	Comprehensive health insurance Professional development opportunities Flexible working hours Bonuses based on performance
Public Relations Specialist	Health insurance Budget for industry events and networking Flexible working hours Bonuses based on campaign success
Legal Counsel	Health and dental insurance Continuing legal education reimbursement Retirement plan with employer match Flexible working hours
Health and Safety Officer	Health insurance Professional certification reimbursement Flexible working hours Bonuses based on safety metrics
Environmental Scientist	Health and dental insurance Fieldwork stipends Professional development opportunities Flexible working hours
Supply Chain Manager	Health insurance Professional development opportunities Company vehicle or transport allowance Performance-based bonuses
Construction Manager	Health and dental insurance Company vehicle or travel allowance Flexible working hours Bonuses based on project completion
Customer Success Manager	Health insurance Flexible working hours Bonuses based on client retention Professional development opportunities
Copywriter	Remote work flexibility Health insurance Paid time off Creative leave days
Clinical Research Coordinator	Health insurance Professional development opportunities Flexible working hours Bonuses based on research milestones
Technical Support Engineer	Health insurance Professional certification reimbursement Flexible working hours On-call pay
Manufacturing Engineer	Health and dental insurance Continuing education reimbursement Performance-based bonuses Flexible working hours
Fundraiser	Health insurance Bonuses based on fundraising goals Flexible working hours Professional development opportunities
Actuary	Health insurance Tuition reimbursement for actuarial exams Flexible working hours Retirement plan with employer match
Real Estate Agent	Health insurance Commissions-based income Flexible working hours Professional development opportunities
Account Manager	Health insurance Bonuses based on client retention Flexible working hours Professional development opportunities

Trends in Compensation and Benefits

The Shift in Organizational Dynamics

The traditional hierarchical structure is becoming increasingly outdated as employees gain more influence within organizations. To adapt, companies must cultivate a culture of trust, autonomy, and empowerment, allowing employees to take ownership and contribute meaningfully to their roles.

Prioritizing Employee Experience

Organizations must prioritize the employee experience by creating positive work environments, offering growth and development opportunities, and providing competitive compensation and benefits. This holistic approach not only boosts satisfaction but also drives performance and retention.

Trends in Compensation and Benefits

Companies are increasingly offering flexible benefits plans that allow employees to customize their packages according to individual needs. Wellness programs, including mental health support and fitness initiatives, are becoming essential. The rise of remote work has led to new compensation models, such as remote work allowances. Pay equity and transparency are gaining importance, with companies focusing on fair compensation practices. Additionally, digital platforms are being leveraged to efficiently manage and personalize benefits packages, reflecting the modern workforce’s expectations.

The Impact of Technology

Technology, including automation, AI, and remote work, is reshaping the workplace. Embracing these innovations is crucial for maintaining competitiveness and operational efficiency in the modern business landscape.

The Evolution of Leadership

Traditional leadership styles are no longer sufficient. Modern leaders need to develop skills such as empathy, adaptability, and a purpose-driven mindset to effectively inspire and motivate their teams in a rapidly changing environment.

Embracing Change and Innovation

Organizations must be agile and willing to adapt to the evolving work landscape. This involves embracing new technologies, experimenting with innovative work structures, and fostering a culture that encourages creativity and continuous improvement.

Investing in Human Capital

Employees are the cornerstone of any successful organization. Investing in their development, well-being, and engagement is critical for long-term success, ensuring that they remain motivated and aligned with the company’s goals.

Purpose-Driven Organizations

A clear and compelling sense of purpose is essential for attracting and retaining top talent. Purpose-driven organizations foster a strong company culture, drive innovation, and create a meaningful connection between employees and their work, leading to sustained success.

3 Steps to create a Benefits and Compensation Programme

Here are 3 steps to help you effectively manage a Benefits and Rewards programme for your organisation:

Step 1: Measure

The first step in awarding compensation to employees who perform in line with your goals is to measure their performance.

Using Competition KPI’s with your data!

With the Competitions Module, you can gamify employee performance data in order to transform it into leaderboards. By giving visibility on the leaderboards, it is possible to implement a culture of healthy competitiveness, so that everyone wants to strive to reach the top!

Using Performance & Evaluation

With the our Performance & Evaluation solutions you can do continuous or one-off assessment to help you achieve goals and objectives throughout the year. In addition to performance evaluation, you can also manage your employees’ Potential and Career Management process. At this stage, responsibility is placed on the managers who are responsible for their teams, having a clear perception not only of each one’s performance, but also a perception of their potential within the organisation.

Using Recognition

Employee recognition isn’t just a nice-to-have. It also supports your organization’s bottom line. GFoundry’s recognition solutions enables peer-to-peer recognition and positive feedback to improve Engagement, powered by GFoundry’s gamification engine. With the GFoundry recognition module, you can endorse someone in your company in three possible ways: Public acknowledgment, Soft Skills Recognition and Hard Skills Recognition.

Step 2: Listen

Before defining what benefits can be given to employees, it is important to understand what benefits employees value the most. Depending on the community of each organisation, there are groups that have different preferences.

Using the Comparisons module

Through the Comparisons Module, you can give voice to the community and identify which benefits employees prefer most! Working through successive comparisons between two elements, employees answer and a ranking of preferences is generated for each employee. At the end, and after having the response of the whole community, a ranking of the organisation is generated, where it will be possible to identify the benefits most requested by employees!

Using the feedback module

Through regular feedback processes, you can see what things your employees value most. The feedback module allows you to create forms with multiple fields that can be segmented by department, job function, geography or any other group of people.

Step 3: Reward

In GFoundry, every action on the platform can be rewarded with a badge. Badges are an important element of our gamification engine that allows users to be awarded 2 very important elements: Points and Virtual Coins.

Points are used to position employees in Leaderboards.

Leaderboards promote a healthy competitiveness between people and teams as they give visibility to who is leading the top of the rankings in certain areas, which may be linked to Training, Recognition, among other modules. Virtual Coins represent the balance that each employee has on the platform, which can be used in the Market Module.

The Market Module works as a store, where the company can offer many benefits and perks that employees can exchange with their coins. Some examples of benefits can be vouchers, extra days of holidays or even contributions to social causes

It is also possible to integrate the virtual world with the organisation’s physical environment. Through Digital Vouchers, the company can distribute codes generated by the platform to various physical spaces, so that employees can exchange them for Virtual Coins. This way, you can manage, in a more agile way, all the benefits that you give to your employees, always having access to what they can earn throughout the year.

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Understanding Job Hopping: Trends, Impacts, and Organisational Strategies

Martin Rocha — Thu, 27 Mar 2025 10:52:40 +0000

Welcome to this episode, where we delve into the increasingly relevant topic of job hopping. In today’s dynamic work environment, the practice of changing jobs frequently has become more common, particularly amongst younger professionals. This episode will explore what exactly constitutes job hopping, which is generally defined as moving between jobs every few years in pursuit of better opportunities, higher salaries, or new experiences. We will also examine how perspectives on this trend have evolved from a negative view associated with instability to a more accepted, even proactive approach to career development.

Our discussion will navigate the current trends and statistics surrounding job hopping, highlighting that millennials and Gen Z are currently the most likely to switch jobs frequently. We will delve into some key data, such as a 2023 LinkedIn survey indicating that a significant percentage of these generations are open to new opportunities within a short timeframe of their current employment. Furthermore, we will consider the average tenure across different age groups and the industries where job hopping is most prevalent. Understanding these trends is crucial for both employees navigating their careers and organisations seeking to understand workforce dynamics.

Finally, this episode will touch upon the reasons behind job hopping, including the pursuit of career advancement, better work-life balance, and increased job satisfaction. We will also explore the impact of job hopping on organisations, both positive, such as fresh perspectives and increased diversity, and negative, including high turnover costs and knowledge drain. Looking ahead, we’ll briefly consider the future of job hopping in light of emerging trends like remote work and the gig economy. Organisations like GFoundry are developing platforms with features such as employee churn prediction and engagement modules to help address the challenges and opportunities presented by this evolving landscape. Stay tuned as we unpack the intricacies of job hopping in the modern workforce.

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The Compensation Equation: Attracting and Retaining Top Talent

Clara Costa — Sun, 17 Nov 2024 19:44:06 +0000

This episode explores the critical role these rewards play in the modern workplace, breaking down the different types of compensation and benefits and their impact on attracting, retaining, and motivating employees.

We’ll examine direct compensation like salaries, wages, commissions, bonuses, and tips, along with indirect compensation such as paid time off and breaks.

We’ll also cover the range of benefits that enhance the overall employee experience, from healthcare and retirement plans to insurance, educational assistance, and company perks.

The episode emphasises how a well-designed compensation and benefits programme acts as a magnet for high-performing candidates, leading to improved retention, increased loyalty and engagement, a boost in productivity, and an enhanced workplace experience.

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Feedback: what it is, its importance and how to do it (complete guide)

Martin Rocha — Sat, 24 Jun 2023 17:29:10 +0000

What is Feedback?

Feedback is an invaluable communication tool that helps shape corporate culture, promotes personal and professional development, and drives organizational growth. It is both an art and a science. Art because it requires empathy, sensitivity, and communication skills to be delivered effectively. Science because it is based on objective observations and concrete facts.

Employee Feedback Benefits are huge. Examples of feedback, such as positive feedback, play a crucial role in fostering a supportive and motivating work environment. Positive feedback not only boosts employee morale but also encourages the continuation of good practices and behaviors. Moreover, with the use of feedback software, organizations can streamline the process of collecting, analyzing, and responding to feedback in a timely manner. This feedback management is integral to organizational growth as it aids in identifying areas of strength, pinpointing opportunities for improvement, and strategizing effectively for future success.

The importance of employee feedback

Employee feedback is an incredibly valuable resource. It provides insight into the organization’s internal processes, helps identify areas for improvement and growth opportunities, and helps keep the company aligned with the expectations and needs of its employees. This feedback can influence the company’s strategic direction, shape its culture, and promote a more inclusive and engaging work environment.

What are the different types of Feedback that exist?

Feedback is not just one thing. It can take many forms and functions, each with its own benefits and challenges. Some types of feedback are designed to reinforce positive behaviors and achievements, while others are used to highlight areas for improvement and encourage change.

Constructive feedback: positive and negative

Positive Feedback is used to reinforce good behaviors and recognize achievements. It motivates, encourages, and creates a positive work environment.
Negative feedback, when provided effectively and constructively, is a powerful tool for promoting growth and improvement. It highlights areas of concern and provides guidance on how to improve.

Some examples:

Example of Positive Feedback

“Paul, I noticed that you have been contributing a lot with creative ideas during our brainstorming meetings. Your innovative approach has really stimulated the team to think outside the box. Keep it up, your creativity is very valuable to us.”
“Ana, your presentation to the client was exceptional. It was evident that Ana did extensive research and presented the information clearly and convincingly. Your hard work shone and I think Ana persuaded the client with your argument. Great job!”

Negative Feedback

“Peter, I noticed that you have been arriving late for meetings in recent days. I know that we can all be late from time to time, but when it happens consistently, it can disrupt the flow of the meeting and delay team progress. Shall we try to improve this?”
“Lucy, during the project review, I noticed that there were some errors in the calculations you made. This could have impacted project delivery. I know you are capable of detailed and accurate work, let’s try to ensure that these errors are minimized in the future, ok?”

Remember, even when feedback is negative, it is important to give specific examples, be respectful, and offer improvement solutions or suggestions. The goal of feedback is to help the other person grow and improve, not to make them feel bad.

Unconstructive feedback: insignificant and offensive

Insignificant or offensive feedback can be harmful and counterproductive. They can sow confusion, damage morale, and create a toxic work environment. Avoiding these types of feedback and focusing on building constructive feedback is essential for the health and success of an organization.

Some Examples:

Insignificant Feedback

“John, your work has been…good.” This feedback is vague and offers no guidance on what Carlos is doing well or what he could improve. It provides no real value to John in terms of his development or understanding of his performance.
“Mary, keep it up.” Although this seems positive, this feedback is not helpful if Mary doesn’t know what specifically she should continue to do. She doesn’t receive information about which specific actions are contributing to her good performance.

Offensive Feedback

“Peter, your work is a disaster. You never do anything right.” This feedback is highly negative, personal, and offers no constructive suggestion to improve. It’s likely to leave Peter feeling attacked and demoralized, rather than motivated to improve.
“Olivia, I don’t know how you got this job. You are completely incompetent.” This feedback is offensive and disrespectful. Also, it attacks Olivia’s competence in a way that is not constructive or helpful.

Remember that the goal of feedback is to support growth and development and not to belittle or offend a person. Offensive or insignificant feedback can damage an individual’s morale and self-esteem, as well as the team dynamics and work environment as a whole.

How to Provide and Receive Feedback

Providing and receiving feedback are crucial skills that require practice and development. They involve not just delivering feedback, but also the ability to accept and act based on the received feedback. The Context, Behavior, Impact, Expectation feedback model is an excellent tool for providing effective feedback.

What are the best practices for providing and receiving feedback

Giving and receiving feedback is a delicate process that requires empathy, clarity, and timeliness. Feedback should be given as soon as possible to be most effective. And, when receiving feedback, it is important to actively listen, keep an open mind, and avoid defensive reactions.

About who receives the feedback

Those who receive feedback are the true protagonists of this story. They are the ones with the ability to change, grow and improve. Feedback is the roadmap to this transformation.

What not to do

When providing feedback, it is crucial to avoid ambiguities, be specific, and, above all, be honest. Feedback should never be used as a weapon, but as a tool for personal and professional growth and development.

Example of ambiguous feedback:

“John, your work has been reasonably good, keep doing what you are doing.”

This feedback is ambiguous and doesn’t give John any clear direction on what he is doing well or what he might need to improve. “Reasonably good” is not a clear evaluation – John may wonder if this means his work is really good, just average, or something in between. Also, saying “keep doing what you are doing” without specifying which actions or behaviors are appreciated is not helpful.

A more effective feedback could be:

“John, you have been doing a great job managing communication with customers. You respond to emails quickly and efficiently, and customers have commented positively on your availability and usefulness. Keep improving these communication skills. However, note that there were some errors in customer status updates last week. Please make an extra effort to ensure the accuracy of these updates.”

This feedback is specific, direct, and provides clear guidance on what John is doing well and what he can improve.

How to collect and analyze Feedback?

How to collect feedback from employees?

Collecting feedback from employees is an ongoing process that should be structured to ensure that the data are relevant and useful. This can be done through surveys, individual meetings, or online feedback tools:

Surveys can be structured with specific questions to get precise details or open-ended to allow a broader discussion.
Individual meetings allow for a deeper and more personalized dialogue.
Digital and online feedback tools provide anonymity, allowing employees to express their opinions without fear of retaliation.

How to analyze employee feedback?

Analyzing employee feedback requires a systemic approach to identify patterns, trends, and insights. Do not get attached to a single comment, but look at the bigger picture. Use statistical techniques to quantify data whenever possible and resort to text analysis techniques to interpret open feedback. Considering the employee’s perspective and the context in which the feedback is given is also crucial.

Real examples of different types of feedback for managers and employees

Examples of feedback can be as varied as people and situations. A feedback can be: “I like how you organize your tasks, it makes our team more efficient”. This is an example of positive feedback that reinforces a desirable behavior. Another example, “You have a great sense of initiative, but sometimes it is important to coordinate with the team before making big decisions” combines positive and negative feedback in a balanced and constructive way.

How to use Feedback to boost Organizational Growth?

How can feedback aid in company growth?

Feedback is not only beneficial for the personal and professional development of employees, but it is also a valuable tool for company growth.

Feedback from employees can illuminate strengths that should be capitalized upon, weaknesses that need attention, opportunities for innovation and expansion, and threats that should be managed. Utilizing feedback in this manner requires an open and proactive mindset from management.

How to use employee feedback to increase engagement and decrease turnover

Employee feedback is a gold mine of information that can be used to improve employee satisfaction and retention. By giving employees the opportunity to express their views and act on them, companies can improve the work environment, increase commitment and productivity, and reduce turnover. Specific actions may include changes in company policies, additional training, improvements in the work environment, among others.

How can feedback help in performance evaluation?

Feedback is an integral part of the performance evaluation process. It provides insight into the current performance of the employee, areas where they shine, where they can improve, and how they can achieve their career goals. In addition, continuous and effective feedback can boost motivation, increase job satisfaction, and improve individual and team performance.

Examples of companies that reduced turnover through the use of feedback processes

Feedback processes at Google and Microsoft

Companies like Google and Microsoft have effectively used feedback to boost employee engagement and reduce turnover. For example, Google uses its “Googlegeist” program, an annual employee feedback survey, to identify areas for improvement and develop strategies to address them. Microsoft, on the other hand, replaced their annual performance reviews with continuous feedback, providing more regular and open dialogue between managers and employees.

Feedback processes at Adobe and Zappos.

Adobe: Adobe used employee feedback to improve its onboarding process. The result was a 25% increase in employee retention.
Zappos: Zappos is known for its strong feedback culture. Employees are encouraged to give and receive feedback regularly. This fact has helped create a highly engaged and productive workforce.

Feedback Culture

What is a Feedback Culture?

A corporate feedback culture is a culture of openness, learning and continuous improvement, where feedback is valued and used to promote individual and organizational success.

Creating a feedback culture is essential for the long-term success of any organization. In this type of culture, feedback is considered a learning tool, not a criticism. It is valued and welcomed, whether positive or negative, and is used regularly to improve individual and organizational effectiveness. Disseminate this in your company through training, effective communication and setting the right expectations.

What’s the best way to promote good feedback?

To promote good feedback, the best way is to start by creating a safe and trustful environment. Encourage honesty, openness and respect, and make sure everyone in the organization understands the value and importance of feedback. Lead by example by providing regular and constructive feedback, and recognize and reward those who do. This will strengthen the feedback culture and encourage its continued practice.

Does anonymous feedback work?

Anonymous feedback can be a useful tool, especially for sensitive issues where people might hesitate to express their opinions openly. However, it also has its downsides. It can lead to abuses, be less accurate due to lack of accountability, and create an environment where people fear giving open feedback. Therefore, although it may have a place in feedback collection, it’s important to carefully consider how and when it is used.

Main Feedback Models

What is the SCI Feedback?

The SCI (Situation, Behavior, Impact) feedback model is an effective and widely used feedback tool. It is a simple but powerful structure that allows for clear and objective communication to help improve performance and behavior in the workplace. Let’s delve a bit deeper into each component of the model.

Situation: This is the first step of SCI feedback. Here, you describe the specific situation in which the behavior occurred. It is crucial to be as precise as possible so that the person receiving the feedback can clearly understand the context. For example, instead of saying “in the meeting”, you could say “in last Tuesday’s planning meeting”.
Behavior: Next, you address the specific behavior you want to discuss. Again, it is important to be clear and specific, focusing on observable actions and avoiding judgments or assumptions. For example, instead of saying “you were disrespectful”, you could say “you interrupted while others were speaking”.
Impact: Finally, you describe the impact of the behavior. This can be the effect on you, others, the team, or the project as a whole. Talking about the impact helps the person understand the consequences of their behavior and why it is important to make a change. For example, you could say “This made others feel undervalued and disrupted the flow of the discussion”.

Using the SCI Feedback model can make the experience of giving and receiving feedback less personal and more productive, focusing on specific behaviors and their impacts. This helps to create a more open and supportive work environment, where everyone is committed to continuous improvement.

What is 360º Feedback?

360º feedback is a technique where an individual receives feedback from various sources – including superiors, colleagues, subordinates and even customers. This approach provides a more complete and balanced view of an individual’s performance, which is much more valuable than the perspective of a single person.

What is the Sandwich Feedback?

Sandwich feedback is a technique that involves starting and ending feedback with positive comments, with constructive criticism in the middle. However, it is important to use it with caution. If not done well, it can be seen as dishonest or confusing. In addition, some people may only hear the positive comments and ignore the criticism.

What is the Feedback Canvas?

The Feedback Canvas is a visual tool that helps to give comprehensive and balanced feedback. It encourages the person to consider all aspects of an individual’s performance, including strengths, areas for improvement, external influences, and personal aspirations.

The Feedback Canvas is divided into several sections, each representing a different aspect of feedback:

What was done well: This section highlights the areas where the individual or team excelled. It is an opportunity to recognize strengths and successes.
What could be improved: This section identifies areas that need improvement. It is a chance to provide constructive criticism and suggest ways to improve.
Ideas and suggestions: This section is for sharing ideas and suggestions for the future. It is an opportunity to think creatively and innovatively.
Actions to be taken: This section describes the specific actions that will be taken based on the feedback. It is an action plan that helps to turn feedback into real improvements.

What is Kudos Feedback?

Kudos feedback is an effective way to recognize and appreciate the efforts and achievements of employees. It encourages positive recognition and creates a culture of appreciation in the workplace. The term “Kudos” is derived from ancient Greek and is used to express praise or recognition for a job well done.

“Kudos Feedback” can be given in various ways, such as a personal thank you, a compliment in front of the team, or through a formal recognition system.

What is the Feedback Wall?

A Feedback Wall is a physical or virtual space where people can post feedback anonymously. This can encourage participation from people who may hesitate to give feedback face to face. However, it is important to monitor the feedback to ensure that it is constructive and respectful.

The Biggest Trends in Feedback

Feedback Feedforward

What is feedback feedforward?

Feedback Feedforward is a methodology and a communication strategy that focuses on the future, rather than the past. While traditional feedback focuses on what has already happened, feedforward focuses on what can be improved in the future.

Feedforward is gaining ground in the corporate world as a more productive method of improving employee performance. Instead of looking back and criticizing what has already happened, this proactive approach focuses on providing suggestions for future improvements. With a more positive and forward-looking tone, feedforward can be less defensive and more accepted by employees, encouraging them to adopt new behaviors and strategies to achieve their goals.

One-on-one Feedback (1:1)

What is One-on-one feedback (1:1)?

One-on-one feedback (1:1) is a type of communication in the workplace that occurs directly between two individuals, usually a manager and a team member. These meetings are designed to provide an opportunity to give and receive feedback, discuss goals and objectives, resolve problems and deepen the working relationship.

One-on-one feedback meetings are becoming increasingly popular as a way to provide personalized and in-depth feedback. These private meetings between a manager and a team member offer an opportunity to discuss in detail the employee’s performance, set clear goals, and address any problems or concerns in an open and honest manner. They create a safe space for meaningful dialogue, strengthening the working relationship and allowing for more effective personal and professional development.

Continuous Feedback

What is continuous feedback?

Continuous feedback is a method of communication in the workplace where feedback is given regularly, rather than at fixed intervals like in annual performance reviews.

The practice of continuous feedback is another trend that is transforming the way companies manage employee performance. Instead of relying on annual performance reviews, many organizations encourage a constant flow of feedback between managers and employees. This allows problems to be identified and solved quickly, achievements to be recognized in real time, and employees to receive continuous support for their development.

Technology and Feedback

Do I need software to manage my feedback processes?

Yes, it is important to use a digital tool to manage feedback processes in an organization. Technology plays a crucial role in facilitating the collection, management, and analysis of feedback.

Continuous feedback software allows easy and efficient feedback collection, automatic notifications to remind employees to provide feedback, and data analysis tools to help identify trends and patterns.

This not only saves time and effort, but also helps to ensure that feedback is managed in a fair and transparent manner.

What is the best employee feedback software?

There are many feedback software available, and the best choice will depend on the specific needs of your organization. Some of the most popular ones include Slack, Microsoft Teams, and SurveyMonkey, each offering a range of features that can be customized to suit different work environments.

Why choose GFoundry to manage a comprehensive feedback program in your company?

GFoundry is a solution that holistically impacts the entire Talent Management cycle. With the Feedback Module, it is possible not only to manage peer feedback processes, informally and in various scopes and models, but also to manage feedback processes between employees and leaders, in both directions.

To create a true feedback culture, it is possible to have the module constantly available, so that any employee can share or request their feedback whenever they want.

These feedbacks can also be given in different scopes, depending on the reality of each organization. The feedback can be within the scope of a project, it can be situational or even more formal feedback. Through a form, the employee shares the feedback with the colleague, which can later be made available to their manager.

Other feedback scopes that you can implement with GFoundry:

In the end, it is possible to access dashboards that aggregate all information coming from feedbacks, being an essential tool to visualize information simply.

Managers also have access to dashboards with summaries of feedbacks from their team members. It becomes important for managers to have an overall perception of what are the strengths and points to improve in their team, in order to work to overcome necessary challenges.

Learn more about this solution at this link!

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Improving employee experience – the complete guide

David Martins — Sat, 17 Jun 2023 15:00:16 +0000

How to create the best employee experience?

Creating the best experience for your employees is rapidly being considered one of the main areas in need of change within corporations as it has huge impact on the customer experience. Which tools leverage engagement and promote better employee experience?

“The majority of organisations are still in the dark on the linkage between improved employee experience and the impact it has on productivity and customer experience. Most organisations are still using traditional and primitive analytics to evaluate employee experience. This will change and it will change rapidly.

Companies have long obsessed about customer experience. Rightly so too as the leading companies in their respective fields, tend to also be the ones that enjoy the highest customer satisfaction ratings.

A similar focus is now belatedly being applied to employee experience. This is in part due to increasing recognition of the impact it has on engagement and productivity, but also because of a number of other factors.

These include:

Attracting and retaining talent: The need for organisations to differentiate in order to attract and retain the best talent as competition and scarcity intensify;
Changing Employee mindset – Employees adopting the consumer mindset of rating, sharing opinions and providing feedback, and;
Link between employee and customer experience – An increasing awareness that positive employee experience is a significant driver of great customer experience.”

David Green, HR Blog

The pandemic was also a great opportunity for companies to re-think their way of connecting with their employees. While a great part of them no longer belong to the office in full-time regimes, it definitely became a bigger challenge for People Managers to engage their teams. A study from Gallup (State of the Global Workplace, 2021) showed that only 20% of employees worldwide are engaged with their employers. There are several differences among the regions: while the USA and Canada reach 34% of engaged employees, Western Europe reaches the bottom-line with only 11%. Nevertheless, there are solutions to face this challenge. According to Concur, gamification can increase Employee Engagement by 60% if well-structured and implemented successfully, having a direct impact in the Employee Experience. The introduction of game elements such as badges, points and rewards allow for employees to have a dynamic experience in their workplace, no matter what their role is.

How can GFoundry help me improve the employee experience?

The Talent Management cycle

In order to build great employee experience, it is important to look at the complete Talent Management cycle. The impact that an employer can have on an individual starts by the attraction and recruitment phases, going until the moment when the employee leaves the company. During all the stages, it is important to keep the employees engaged, providing them an experience that will keep them connected to their roles, and to the organisation.

Additionally, by using gamification as a way to make the workplace a dynamic environment that stimulates interaction and positive competitiveness, it is proven to be a great tool to improve the employees’ experience in their roles. The example of DPD Portugal is a great case study on how gamification allowed the company to skyrocket their KPIs. Another great case study is Carglass, which has implemented a complete talent management solution which is called Go Inside, currently spread throughout the entire internal structure.

Attraction and Recruitment

The period while a candidate is considering and/or applies to the company is crucial for its engagement with the organization. By providing them an experience that differentiates the organization from its competition, it is possible to increase the Employee Value Proposition and attract more talent directly. With GFoundry, you can create a Recruitment Journey, in which the candidate can go through different steps, while being in direct contact with the organization through an app. You can read more about how to design Recruitment Journeys here.

Onboarding

The onboarding period defines the relationship that the employee has with the company in the long-term. A successful onboarding has direct impact on the success of the individual in its objectives, while increasing their motivation and retention. With GFoundry, you can create Onboarding Missions that will lead the new employees through a path of different activities that will prepare them for the challenges ahead. You can read more about how to build onboarding missions here.

Develop and Manage

While change is a constant nowadays, it is important to invest in developing the employees in order to prepare them for all the challenges that they might face. With the support of our platform, it is possible to disseminate tools that allow the employees to have a Learning Journey that not only is engaging and dynamic for them but that also adds value to their knowledge and capabilities. You can read more about how to create impactful learning journeys here.

Departure

Finally, we reach the phase where the employee leaves the company. This last moment within the organization can impact the way the individual will spread the message about how their past employer manages their people. In this moment, it is important to still maintain the employee engaged, while collecting crucial feedback about their path in the organization, in order to improve any flaws detected in the process. What to know more? Book a demo now!

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Cultural transformation in companies: what is it and how to do it?

Gabriel Costa — Thu, 08 Jun 2023 08:00:12 +0000

What is cultural transformation?

Cultural transformation is the process of changing the culture of an organization in order to make it more aligned with its strategic goals. This can involve a change in values, beliefs, behaviors and processes.

Cultural transformation can be a challenging process, but it can be very rewarding. When successful, it can lead to significant improvements in organizational performance, such as increased productivity, improved customer satisfaction and reduced costs.

Cultural Transformation is also a complex and extremely strategic process for many organizations. Being inserted in a context where change is the watchword of the day, it is common that companies themselves also have to adapt their internal structure to be able to withstand these changes – whether positive or negative.

The culture should also be aligned with the strategic objectives of the organization. This should be the enabling basis for achieving the defined objectives. Therefore, if the culture does not support the business strategy to achieve the desired results, then it should be reviewed and adapted as soon as possible.

Furthermore, as the external and internal environments change over time, so should the culture be adapted and reinforced when necessary.

There are several reasons that may indicate the need to implement a Cultural Transformation process, such as:

Changes in the Internal Structure
Changes in the Business
Changes in the Strategic Objectives
Changes in the Market where the company operates
Changes in the socioeconomic context

However, the process of Cultural Transformation is not simple. On the opposite side, changing the collective behaviour of an organizational structure is extremely complex and should always be planned for the medium/long term.

There are several steps that organisations should take during a cultural transformation process and they are mostly linked to 3 main phases.

1. Assessment Phase

At this stage, it is important to conduct an internal study in order to understand how the employees perceive the organization’s culture. It is crucial that the assessment is as detailed as possible in order to have a reliable diagnosis. The result of the assessment will be a current snapshot of the company’s culture.

2. Definition Phase

After the Assessment phase, it is possible to define which changes need to be implemented. When the organisation defines which culture is desirable to be observed internally, a comparison is made with the current picture, and guidelines are drawn to enable a cultural adjustment. This adjustment should be made taking into account the objectives of the organisation itself.

3. Implementation Phase

Finally, there is the most practical phase of this process: its implementation. The activities that will allow an adjustment of the organization’s culture should be defined. It is important to bear in mind that this process does not happen overnight or from one week to the next. On the contrary, it is a process that may take some time before new collective behaviours can be observed.

How can GFoundry support my organization in the process of Cultural Transformation?

GFoundry is a digital solution that boosts employee engagement through its gamification engine. Taking a holistic view of all phases of Talent Cycle management, the platform can support essential processes in the management of Talent in your organization.

During the Cultural Transformation process, and being in a phase of Implementation and dissemination of culture with people, it is essential to define how communication will be done. More than just communicating the values with which the company communicates, culture itself goes a bit further.

Internal Communication

Collective behaviour is influenced by the company’s internal communication, which should be aligned with the culture to be implemented. In this way, internal communication becomes an essential factor to successfully carry out a Cultural Transformation process within the organization. Therefore, all interactions that take place between the company and the employee should respect the previously defined standards, so that it is possible to disseminate the values correctly.

Through a solution like GFoundry, you can be in direct contact with employees in a simple and agile way, while at the same time disseminating the values that you want to transmit to all employees.

News Feed

One of the main components linked to internal communication at GFoundry is the News Feed. On the homepage, users can access news posted by their organization (which can be filtered by groups of people). These News items may include content such as internal events, new employees joining, or even themed content related to important days.

Depending on the organization’s strategy, messages can be defined that will be transmitted over time in order to reinforce the intended messages.

Push Notifications

Another essential tool to communicate with employees are push notifications. For example, if you want to implement a culture of closeness, you can send notifications that make the employee feel closer to the organisation, with inspirational stories or messages that encourage a pleasant organisational climate.

Being simple and agile, you can send short messages instantly, which can be filtered for groups of employees.

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Keep on reading: HR Trends: What Will HR Look Like Next Year?

If you would like to find out more about how can GFoundry support your Culture Transformation process, contact us and book a demo!

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ALL ABOARD: The Power of Gamification in Natixis’ Onboarding

Martin Rocha — Wed, 07 Jun 2023 16:54:44 +0000

Onboarding Gamification, a Step-by-Step Guide – Natixis Use Case

Faced with exponential growth, with hundreds of people being hired every month, Natixis felt the need to improve its onboarding process – a critical stage in talent retention – in order to effectively integrate newcomers. GFoundry was the company chosen to meet the challenge, with the implementation of the “All Aboard” gamified solution.

Natixis, in Portugal, presents itself as a Center of Excellence, whose mission is based on transforming traditional banking, developing innovative business solutions. Belonging to Groupe BPCE – the second largest French bank -, the company has in our country about 1,800 employees, a number that rises to 16,000 worldwide. At the outbreak of the pandemic, with the obligation of confinement, the company – which at that stage was around 700 employees, working mainly in the IT area – was taking in hundreds of people month after month.

With its growing expansion and its commitment to integrate, involve and motivate new talent, Natixis sought a solution that would allow it to complement and improve its onboarding plan. Until the beginning of 2020 this process was carried out in person, only during one morning, with the pandemic.

Afterwards the company felt the need to broaden the process and convert the dynamic to the virtual world. And this is where GFoundry comes in – a digital solution based on gamification to help companies boost the engagement and performance of their employees.

Waiting for day 1, may be too late!

We have already seen that Natixis sought, through GFoundry’s solution, to improve its onboarding process by combining rapid learning of the organizational culture with the dynamics of games. But why invest concretely in this phase of the employee’s journey? This is what João Carvalho, Co-Founder & CEO of GFoundry, tells us.

With the pandemic crisis, the labor universe (and not only) suffered drastic changes. Many companies, in weeks, or even days, were forced to put 100% of its workforce at home, and the HR management challenges arrived. How to lead at a distance?

How to keep employees engaged with the organization, when many – hired during the pandemic – didn’t even get to know the physical workspace?

“These challenges become even greater for new employees joining the organization, because during this period, most new employees saw their onboarding process turn into a completely virtual experience, not going through the typical walk around the office or meeting colleagues, but through online training and video calls to present and introduce them to the work methods”, points João Carvalho, emphasizing the increased importance of the pre-onboarding phase (from the time the new employee accepts the job offer until the first day of work), marked by instability and the risk of employee abandonment.

For the company’s Co-Founder & CEO, pre-boarding even marks a strategic opportunity for organizations to alleviate the fears that newcomers may have, creating conditions for them to feel welcome and valued, and thus avoiding an early departure.

In fact, the digital gamification solution prioritizes three onboarding phases: pre-boarding, the actual integration of new employees and training – one of the areas where GFoundry, according to João Carvalho, offers “added value”, in addition to culturalization, socialization and task management.

“Gamification techniques and the GFoundry solution can be easily applied to any part of the onboarding process. With our tools, onboarding can be configured in a hybrid or 100% digital format, but should always provide an impactful learning and integration experience for all employees,” concludes the leader.

A Step-by-Step Guide: How to Build Onboarding Journey Maps with GFoundry Platform

With GFoundry you will be able to use gamification techniques on your onboarding processes and with that you’ll see immediate results on people’s motivation, retention enhancement and engagement of your newcomers. Learning contents, like quizzes, vídeos or documents, are all important to align the trainees with the company mission e values. One Journey Map is a structured path with a strong visual frame that can have one or more steps to be completed. Each one of these steps can be created by applying any of GFoundry’s suite modules.

Example from a possible new employee onboarding Journey Map:

Company tour video visualization, using the Learn Module
Complete a who-is-who quiz, using the Learn Module
Check a set of processes using Tasks Module
Submission of the work contract using FormsModule, making this process much more agile and straight forward
Definition of professional goals for the short and long term using Goals Module
Definition of the PDP (Personal Development Plan) discussed with the manager using Evaluation & Careers Module

All of these Journey Maps can be managed through GFoundry back office and all the mission’s analytics can be assessed by a set of reports that can be issued for this purpose.

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Employee Engagement: what is it, why is it important?

Clara Costa — Sat, 13 May 2023 13:57:22 +0000

What is Employee Engagement?

Employee engagement is defined as the level of emotional and psychological connection with the company. This connection impacts the relationship with their jobs, their colleagues, and with the organization as a whole. The concept of Employee Engagement has been a hot topic among Human Resources professionals, and is the subject of studies in various aspects, since it is directly related to the well-being and satisfaction of a company’s employees, crucial for their best performance. There are several reasons why you should invest in Employee Engagement. Recognising its value and importance, GFoundry gathered 3 of the most relevant reasons:

1. It is an investment in Productivity

A Gallup study has shown that engagement is an extremely important factor for the productivity of an employee, and even of the teams themselves. This study showed productivity to be around 17% higher in teams that are more aligned and motivated in the organization. In addition, other factors were observed in more aligned and motivated teams, such as higher profitability and customer satisfaction, as well as lower turnover and absenteeism. By investing in engagement, you will be impacting the entire business, and the motivation of all your employees. Productivity can (and should) be measured by setting (and controlling) goals. This process is of crucial importance for managing talent in an organization, and is directly related to the Performance Evaluation of teams and their members. With GFoundry, it is possible to make this process more interactive, giving the employees the possibility of having access, in real time, to the state of completion of the objectives, and subsequently, to the results of their Performance Evaluation.

2. It is an investment in reduction of Turnover

Employee turnover is a common phenomenon in companies, because people change their motivations, goals and even personal ambitions. However, a lower engagement with the organization is directly related to an increase in employee turnover, caused by a lack of alignment and a lower motivation. In the process of an employee leaving, the vacancy will have to be filled. In addition to the resources needed for the recruitment of a new person, resources must be allocated to their training, so that they can perform their duties. With GFoundry, through the results obtained from the Engagement Thermometer module, it is possible to evaluate 9 relevant metrics to measure the motivation and alignment of teams. For example, if a certain team in your organization has a low score on the Feedback metric, action may be needed to correct an existing problem, and thus positively impact employee motivation, consequently reducing turnover.

3. It is an investment in Recruitment

Word-of-Mouth is very powerful, especially for companies that are committed to the well-being of their teams. Therefore, the employee Net Promoter Score* has been gaining relevance in the management of talent in organizations, with efforts being made to try to maximise the number of Promoters in the company, playing a determining role in attracting talent. Additionally, employees who are aligned tend to participate more actively in the organization’s recruitment processes, recommending profiles that they feel are suitable both for the desired roles and for the company as a whole. Finally, the recruitment experience can also be impactful and gamified, having a direct positive impact on your organization’s image. Through Missions, at GFoundry, you can create paths that candidates can take, from getting to know the organization, to quizzes to test their knowledge, or even form submissions. With this, it is possible to create Recruitment Journeys that will differentiate your organization as a talent recruiter, providing an innovative experience for your candidates.

Can GFoundry help me with my employees’ engagement?

Of course it can! GFoundry, as a solution for Employee Engagement, is the ideal tool to work on the engagement of your employees. We transform the entire cycle of talent management of your employees in an impactful experience, through our gamification engine, improving their motivation and connection with the organization. From attracting new talent, through Onboarding processes rich in content and experiences, promoting recognition and feedback throughout their journey, GFoundry covers all crucial stages in the Talent Management within your organization. Through the modules in the platform, it is possible to enrich the experience of your employees, making it inspiring, impactful and gamified!

What is eNPS?

The Employee Net Promoter Score (inspired by the Net Promoter Score to measure the connection with customers) aims to measure the degree of alignment and connection of employees with the organization. The ideology behind it is simple: if you enjoy working for the company, then you will share that experience with other people. The assessment is made through a scale from 0 to 10, in which the employee is asked whether they would recommend the company as a good place to work. Based on the answer, employees are classified into 3 personas:

Detractors (rating between 0 and 6): Employees who could negatively influence the image of the organization as a potential employer;
Passives (rating between 7 and 8): employees who do not influence the image of the organization and have no relevant connection with it;
Promoters (rating between 9 and 10): employees who may positively influence the image of the organization as a potential employer.

The eNPS is then obtained through the difference between the percentage of Promoters and the percentage of Detractors, and can vary between – 100 and + 100. Read more: NPS And ENPS: Why And How To Make Measuring Count

Boost Employee Engagement with GFoundry: A Holistic Approach to Motivation and Growth

Employee engagement is one of the most crucial factors in driving productivity, retention, and overall business success. At GFoundry, we recognize that keeping employees motivated and invested in their work goes beyond standard incentives. Our platform is designed to deeply engage your workforce by offering a dynamic and holistic approach to talent management, backed by advanced technology such as gamification, artificial intelligence (AI), and social interaction features. Here’s how GFoundry can help you elevate employee engagement to new heights:

1. Gamification to Motivate and Reward

Gamification lies at the heart of our platform, transforming routine tasks into exciting challenges. GFoundry’s gamification engine allows you to set up milestones, challenges, and rewards that drive engagement. Employees can earn badges, points, virtual coins, and compete on leaderboards, creating a sense of accomplishment and friendly competition. This not only motivates employees to stay engaged but also reinforces a culture of continuous improvement.

2. Personalized Learning and Development Journeys

Our platform helps create customized learning paths, providing employees with the tools they need to grow within the organization. GFoundry’s personalized development plans allow employees to take control of their careers, while the gamified learning modules ensure that participation remains high. Whether it’s onboarding or skill development, GFoundry transforms learning into an engaging, fun experience, making it easier to track progress and development.

3. Real-Time Feedback and Recognition

Recognition is a key component of employee engagement, and GFoundry makes it simple and intuitive. Employees can give and receive real-time feedback and recognition, helping to create a culture of acknowledgment and mutual support. Our recognition tools enable managers and peers to celebrate achievements, reinforcing positive behavior and boosting morale across the organization.

4. Engagement Thermometer – Measure Well-Being

Understanding employee sentiment is crucial to maintaining engagement. GFoundry’s Engagement Thermometer is an innovative tool that measures happiness and well-being in your organization. By collecting continuous feedback, it provides valuable insights into how employees are feeling, allowing you to take proactive steps to improve engagement and overall satisfaction.

5. Enhanced Internal Communication

Effective communication is key to keeping employees informed and engaged. GFoundry’s communication tools foster collaboration, trust, and organizational culture through interest-based groups, announcements, and corporate communication mechanisms. This ensures that everyone stays connected and aligned with the company’s goals, while also promoting a sense of belonging.

6. Social and Collaborative Features

We offer social features that enable employees to connect, collaborate, and share knowledge with their peers. From idea-sharing modules to interactive challenges, GFoundry promotes a community-driven environment where employees feel heard and involved in shaping the company’s future.

7. Tracking Goals and Performance

GFoundry makes it easy for employees to stay on track with their goals. Through our performance management module, employees can set, track, and achieve both personal and team goals. The integration of OKRs (Objectives and Key Results) aligns individual achievements with broader company objectives, ensuring everyone’s contributions are recognized and valued.

8. Data-Driven Insights

With GFoundry, you gain access to powerful analytics that help you understand what drives employee engagement within your organization. Our platform leverages AI and machine learning to analyze engagement patterns, turnover risks, and skill gaps, allowing you to make data-driven decisions to enhance your employee engagement strategy.

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What is enterprise gamification?

David Martins — Tue, 18 Apr 2023 14:32:52 +0000

Enterprise gamification, also known as business gamification, refers to the application of gamification principles and techniques within an organizational setting to drive employee engagement, improve productivity, and achieve business objectives.

It involves leveraging game elements, mechanics, and design principles to transform work-related activities and processes into more engaging and enjoyable experiences.

In enterprise gamification, game-like elements such as points, levels, badges, leaderboards, challenges, and rewards are incorporated into various aspects of the business environment, including employee training, performance management, collaboration, innovation, and customer engagement. The goal is to tap into the intrinsic motivators of employees, such as competition, achievement, and a sense of progress, to enhance their participation and performance.

Benefits of gamification in organizations

Gamification techniques have gained reputation among talent management professionals in organisations. Gamification is defined as the use of game elements and mechanics such as scores, badges, and levels in processes that are not necessarily games. The possibilities for applying gamification techniques in organisations are unlimited. These techniques can be applied to various areas, starting from employee training, to their goals management, and going all the way to the socialisation between different members of teams or tribes. There are many examples of companies that have successfully applied gamification techniques in their internal processes, generating promising results in terms of the connection between the employee and the organization, but also with very positive results in the teams’ general performance. You may consult one of the examples here. Gamification has a considerable impact in 3 extremely important areas in People Management:

1. It has an impact on Employee Engagement

The application of gamification techniques in company processes allows employees to feel more connected to the organisation, since their experience includes a set of formal work activities, along with leisure and more informal activities. Therefore, the dynamisation of contents and activities enables a more interactive and fun environment to be created. Additionally, this connection also allows them to achieve higher performance levels. This dynamisation of contents carried out within the scope of their normal work functions enables the experience of employees to be more interactive and fun, making them more connected to the organisation as a whole. This connection allows employees to obtain higher performance levels (around 17%), also contributing to reducing turnover.

2. It has an impact on Knowledge Acquisition and Retention

The possibility of gamifying the learning content of employees allows, right from the start, for a greater interest in acquiring knowledge due to its differentiating element compared to other types of training. One example of gamification in training content can be through quizzes, where the employee may have to play various levels and/or game modes until they become an expert on the topic. Through game dynamics, the employee will feel constantly challenged, always seeking more information to reach the final goal. In addition, together with the use of the microlearning methodology, it is possible to convert complex and long contents into knowledge capsules, allowing the employee to retain knowledge more effectively.

About Microlearning

Microlearning is a learning approach whose strategy is to deliver relevant content in small, highly focused blocks on the topic to be addressed. It is the ideal way to find quick answers to specific problems.

Key features:

Duration: As the name implies, microlearning is fast. The basic idea is that a training module can be completed in about five minutes. However, there are no hard and fast rules – it is all a matter of need and context.
Focus: each formative module provides a focused answer to a single problem or question.
Variety: microlearning content types include quizzes, video, audio podcasts and other documents.
Optimised for mobile.

3. It has an impact on the organisation’s social well-being

One of the most important components of gamification is the element linked to scores, which can be used in rankings between employees, or even between teams and tribes. Rankings contribute to the stimulation of healthy competitiveness for an organisation, generating stronger interactions between employees, and contributing to their greater productivity. In addition, gamification brings a more fun and interactive element to the employees’ experience, contributing to their well-being in the normal course of their work, while conquering all previously defined objectives.

How can GFoundry be the answer you are looking for?

GFoundry is a digital solution that, through gamification techniques, boosts the engagement and performance of your employees. Through our Gamification Engine, you can apply different game components that reward your employees through their actions within the platform. For example, in the Learn Module, employees can access content such as PDFs, videos or quizzes that award points and virtual coins according to the viewing of that content. The points represent the basis for the rankings of employees, teams and tribes. Virtual Coins represent the available balance that users can use to exchange for items in the Market Module. Some examples of successful use of the Market Module are the possibility for employees to exchange the Virtual coins for company merchandising, vouchers in shops, or even contributions to social causes. Through the gamification of already recurring processes, employees can have a much more interactive experience, impactful and aligned with the general objectives of the organisation. In the end, you can access real-time information about their engagement!

Get to know our Modules and book a demo with us! Read more in this article from BND.

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Recognition – Companies that invest intelligently have 5 times more ROI per employee

David Martins — Fri, 24 Feb 2023 14:35:36 +0000

Introduction

What is employee Recognition?

Employee recognition refers to the formal or informal acknowledgment of an employee’s behavior, effort, or business result that supports the organization’s goals and values. Recognition can take many forms, including verbal praise, awards, certificates, public acknowledgment, promotions, or other benefits and perks. The primary aim of employee recognition is to reinforce certain behaviors, practices, or activities that result in better performance and positive business outcomes.

Recognition is a fundamental human need and plays a crucial role in the workplace for both the employer and the employee. For the employer, recognizing employees can lead to increased productivity, lower turnover, and higher customer satisfaction. For employees, it can lead to higher job satisfaction, increased motivation, and a better overall work environment.

The act of recognition can be both formal and informal:

Formal Recognition: This often occurs during set intervals, such as during annual award ceremonies, monthly team meetings, or performance reviews. It usually involves tangible rewards such as bonuses, promotions, or certificates.
Informal Recognition: This is more spontaneous and can occur at any time. It can be as simple as a manager publicly praising an employee during a meeting or as elaborate as a surprise celebration for a team that has just completed a major project.

Effective employee recognition is timely, specific, and aligned with the company’s values and goals. It’s not just about rewarding the outcome but also recognizing the effort and behavior that leads to that outcome.

The Importance of Recognition in the Workplace

Employee recognition is not just a nice-to-have; it’s a must-have in today’s competitive business environment. Recognizing employees for their contributions fosters a positive work culture, increases engagement, and ultimately drives business success.

The need for approval and recognition is part of human nature and is present in the various dimensions of life, with great relevance in professional activity where we are naturally more exposed nowadays. If it is legitimate to expect that someone notices, that someone speaks (well) of the subject, the action, the project or the result, as social beings that we are, we feel and it affects us positively if we are valued for the achievements made, if we are recognised for the performances and achievements, and if our talents are recommended.

According to the *aberdeen group, “best-in-class companies are 22% more interested in considering recognition programs to be extremely valuable to their success and it’s easy to see why from the following chart with the ROI of the benefits of adopting peer social recognition programs:”

The Link Between Recognition and ROI

Studies have shown that companies that invest intelligently in employee recognition see up to 5 times more ROI per employee. This is not just a correlation but a causation, as recognition directly impacts employee productivity, retention, and overall well-being.

The Current State of Employee Recognition

Traditional Methods of Recognition

Traditional methods like annual awards or bonuses are becoming less effective. They are often seen as obligatory rather than genuine forms of appreciation.

The Shift to Modern Recognition Strategies

Modern recognition strategies focus on real-time, personalized recognition that aligns with company values and goals. Discover GFoundry’s innovative real-time recognition solutions.

The ROI of Intelligent Recognition

Quantifying the Benefits

Intelligent recognition programs can lead to a 20% increase in employee engagement, which in turn can result in a 15% increase in productivity.

Case Studies and Examples: Companies Excelling in ROI Through Recognition

Google: Peer-to-Peer Recognition Program

Overview

Google, known for its innovative workplace culture, has a peer-to-peer recognition program where employees can publicly acknowledge and reward their colleagues. This program is not just limited to monetary rewards but also includes public praise and other non-monetary benefits.

Impact on ROI

Google has reported a substantial increase in employee engagement and productivity since the implementation of this program. The company has seen a 37% reduction in employee turnover, which translates to significant cost savings and a higher ROI.

Salesforce: #SalesforceOhana Culture

Overview

Salesforce has a unique recognition culture encapsulated in its #SalesforceOhana program. Employees are encouraged to live the company’s values and are recognized for doing so in various ways, including social shout-outs, badges, and even paid time off for volunteering.

Impact on ROI

Salesforce has seen a 21% increase in sales productivity and a 40% reduction in the onboarding time for new employees. This has led to a substantial increase in ROI, making their recognition program a cornerstone of their business strategy.

Hilton Hotels: Catch Me at My Best

Overview

Hilton Hotels runs a program called “Catch Me at My Best,” where guests and employees can recognize any employee for going above and beyond. Recognition cards are publicly displayed, and monthly prizes are awarded.

Impact on ROI

Hilton has reported a 25% increase in customer satisfaction scores and a 22% increase in employee engagement scores since the program’s inception. This has led to increased customer loyalty and reduced employee turnover, significantly impacting ROI positively.

DHL: Employee of the Month

Overview

DHL has a global “Employee of the Month” program where employees are nominated and voted for by their peers. Winners receive a certificate, a pin, and a financial reward.

Impact on ROI

DHL has seen a 15% increase in employee engagement and a 10% increase in customer satisfaction since implementing this program. The program has also reduced turnover rates, leading to lower recruitment costs and higher ROI.

Key Takeaways

Employee Engagement: All the companies saw a significant increase in employee engagement, which directly correlates with higher productivity and, consequently, higher ROI.
Reduced Turnover: Lower turnover rates mean lower recruitment costs, which is a direct contributor to ROI.
Customer Satisfaction: Companies like Hilton and DHL have seen increased customer satisfaction, which leads to customer retention and higher ROI in the long term.

Key Components of an Intelligent Recognition Program

Customization and Personalization

One size does not fit all when it comes to recognition. Customizable programs allow for a more personalized approach, which is more impactful.

Real-time Feedback and Recognition

Immediate recognition is more impactful than delayed recognition. Real-time feedback mechanisms can make this possible.

Integration with Existing Systems

Integrating the recognition program with existing HR and ERP systems can streamline the process and make it more efficient.

The Role of Technology in Intelligent Recognition

Gamification and Employee Engagement

Using game-like elements can make the recognition process more engaging and fun for employees.

AI-Driven Recognition Systems

Artificial Intelligence can help in automating the recognition process, making it more timely and less biased.

Data Analytics and Performance Metrics

Using data analytics can help in measuring the effectiveness of the recognition program, thereby allowing for continuous improvement.

How to Implement an Intelligent Recognition Program

Planning and Strategy

Before implementing a recognition program, it’s crucial to plan out the strategy, including the goals, budget, and resources needed.

Execution and Monitoring

Once the plan is in place, the next step is execution. This should be followed by continuous monitoring to ensure the program is on track to meet its goals.

Continuous Improvement

Based on the data collected, the program should be regularly updated to ensure it remains effective.

Measuring Success: The Engagement Thermometer

What is an Engagement Thermometer?

An Engagement Thermometer is a tool that measures the level of employee engagement and well-being in an organization.

How it Affects ROI

Higher engagement levels as measured by the Engagement Thermometer are directly correlated with higher ROI.

The Future of Employee Recognition

As technology continues to evolve, so will the methods for employee recognition. Companies that invest intelligently in this area will continue to see significant ROI.

Final Thoughts on Maximizing ROI Through Intelligent Recognition

Investing in intelligent recognition is not just good for employees; it’s good for the business. The ROI speaks for itself.

Unlocking the Power of Intelligent Recognition with GFoundry’s Dynamic Solutions

At GFoundry we recognise the importance of these programmes and offer dynamic solutions through a specific module – Recognition – from which the company identifies people (and competencies) and promotes a culture of internal recognition (before the market does so and the best talents leave). We answer questions such as:

Who do I want to publicly recognise?
What attitudes and behaviours should I recommend?
What feedback do I receive?
What is my company’s competence map?

With this module you can create an internal recognition programme in which each employee can recognise and be recognised in the following areas:

Acknowledgement and peer feedback with stars and comments;
Behavioural competencies (the so-called soft skills)
Technical skills (so-called hard skills).

Making skill maps

Have you ever imagined the advantage of making skill maps and using advanced statistics? You can do all the knowledge management of your human capital through analytics, and make more informed decisions.

You can also identify the right people for specific assignments with the available data. Sharing know-how facilitates organic engagement and promotes collaboration for everyone in the business, and this is an important differentiating factor in companies and organisations.

To ensure the success of a recognition programme, we just need an enabling culture with the right tools And because the GFoundry platform is multi-module, all the modules available in the solution can connect with each other. As an example, a recognition programme could easily be linked to an emotional skills training programme using the Learn Module.

The Association with the Market Module and the power of Gamification

Associating the Market Module with a recognition programme can reinforce the effectiveness of actions through the provision of benefits and some privileges.

Virtual coins can be attributed to each user for certain actions or for the achievement of certain goals and objectives, leaving it literally in the hands of employees to exchange them for items available in the Marketplace module, which in this case means complements or prizes provided to employees, such as vouchers, extra days of holidays, leisure experiences, social responsibility actions such as donations or participation in charitable activities, among others that are already part of your organisation’s portfolio.

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What is Learning & Development (L&D)?

Martin Rocha — Fri, 03 Feb 2023 16:45:49 +0000

The definition of Learning & Development (L&D)

Learning & Development (L&D) refers to the process of acquiring knowledge, skills, and competencies by individuals within an organization to enhance their performance and contribute to the overall success of the organization. It encompasses activities and initiatives designed to facilitate learning, training, and professional development for employees.

L&D initiatives are aimed at improving the capabilities and effectiveness of employees at various levels, from entry-level positions to leadership roles. The focus of L&D is not only on formal training programs but also on continuous learning, which can occur through various channels such as workshops, seminars, e-learning platforms, on-the-job training, mentoring, coaching, and self-directed learning.

Much has been said and written about the new way forward with regards to “learning” and the class room paradigm. Whether you adopt the modern school of thought or even take it to a new level with the “Flipped Classroom”, there is no doubt change is in the air. We would go further and state “change is mandatory”!

Education should not be a one-time event but a lifelong experience, it should be less passive and much more “hands on”. Additionally, education must empower students to succeed not just in school but in all scopes of their life.

In order to change behaviours, and especially when we talk about organisations that aim to change an internal behaviour, it takes more than some trainings to change mindsets.

What’s the main keys to influence change

The first key to influence change is through effective Internal Communication. In order to align a mindset throughout the organisation, it is important to have channels in which you can spread messages and content to your employees.

The second key to influence change in behaviours is through the learning experiences that organisations can provide in order to promote certain behaviours and/or ways of working.

Through the concept of Microlearning, you can create knowledge pills that employees have access throughout their time in the organization.

The key to spread learning content is to not fill employees’ time with learning content to acquire in a short period of time, but rather provide them small amounts of knowledge through their journey in the organisation. This way, the retention of the content will be much higher. Also, the addition of gamification elements will increase the engagement of employees when acquiring the knowledge.

How can GFoundry support me in changing Learning & Development behaviours in my organisation?

GFoundry joins these forces of change and believes in creating simple and engaging learning tools. Workplace gamification done well is a fusion of design, psychology, and analytics to create experiences that employees find fun and stimulating, with amazing gains for all!

Through our Learn Module, it is possible to have quizzes, with 4 different game modes, where employees can either test their knowledge on a certain area (for example, the values of the organisation), or they can also challenge their colleagues for battles.

This type of dynamic will increase the interest in consuming this content, but will also promote interaction among the organisation.

Finally, since GFoundry is available on Mobile, you can use Push Notifications to send short messages to your employees in order to reach them in a more effective way.

About Microlearning

Microlearning is a learning approach whose strategy is to deliver relevant content in small, highly focused blocks on the topic to be addressed.
It is the ideal way to find quick answers to specific problems.

Key features:

Duration: As the name implies, microlearning is fast. The basic idea is that a training module can be completed in about five minutes. However, there are no hard and fast rules – it is all a matter of need and context.
Focus: each formative module provides a focused answer to a single problem or question.
Variety: microlearning content types include quizzes, video, audio podcasts and other documents.
Optimised for mobile.

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Stay Closer: Performance Evaluation, Onboarding, Learning & Talent Management

Martin Rocha — Fri, 04 Nov 2022 23:06:15 +0000

The common space to manage talent with proximity

The platform is from GFoundry and was parameterized according to the challenges identified by Closer. It systematizes the performance evaluation and is the interface to carry it out, also articulating it with training. It also allows onboarding to be a unique and fun program

Founded in 2006, Closer Consulting is a Portuguese company specialized in what is now commonly known as data area – Data Science and Artificial Intelligence -, helping their clients (for example, large banks and telecommunications companies) to take the best advantage of it to be increasingly competitive. These 16 years of existence have been marked by good results, which are reflected in market growth and organic robustness: more than 300 projects and 150 customers, presence in 14 countries (3 continents) and about 370 employees (44% growth in 2021).

The culture of Closer – as an organization – about the role it should have before society leads it, permanently, to have initiatives that foster proximity in its various dimensions. In this sense, in 2018, with the company in full growth and assuming a larger scale, it became necessary to professionalize the communication with its employees (some, for example, spend several days at the clients’ offices, therefore, physically distant from the parent company and the corporate ambience) and strengthen their collective commitment – in the sense of positive involvement.

Closer, then, looked for solutions that could achieve these objectives, guided by the demand of three requirements that, as Woitek Szymankiewicz, Partner of Closer, recalls, defined from the start: the implementation of an innovative platform; easy and interactive (mobile application) and with a gamification component (playful/game).

The choice fell on GFoundry and followed the design of the model best suited to the reality of Closer, ie, starting from the matrix platform created by GFoundry, was made the customization to the specific interest of Closer, namely through the co-creation made in several modules.

The final platform designed – the Stay Closer – has distinct areas, corresponding to different modules, of which the three most significant for Closer until now will be addressed separately below.

Woitek Szymankiewicz, Closer Consulting Partner

Performance evaluation

This has been the module with more importance and (intensive) use for Closer. Stay Closer allows, right from the start, to make the evaluation cycles at the pace desired by who runs the company, in this case every three months (and not only annually, since Closer considered it too watertight).

The whole assessment operation is, as one of the three Closer Partners says, “supported by the GFoundry platform”, and not only in its most important moment, the meetings (called “conversations with purpose”) between the employee and the manager. These conversations end up being, simultaneously, the arrival point (evaluation) but also the starting point (progression) for the next step.

In quarterly sessions, to reinforce a technical skill or by identifying a certain gap in the so-called soft skills (for example, the ability to listen or to be pragmatic), commitments (practices or tasks, to meet objectives, with precise metrics) are agreed upon between both, in a kind of mini-contracts, which will be periodically monitored by each during the next three months, and may be the subject of reciprocal communication/contact.

In addition to the feedback that may be reported, two weeks before the evaluation meeting, both the coordinator and the employee record their assessment of how the evolution went during that quarter, so that later, during the meeting, they can cross-reference and discuss the two perspectives.

Know more about Performance GFoundry’s Evaluation Solutions here.

Well, for each of these moments, the platform is crucial, because it is there that the steps that materialize an evaluation that is intended to be frequent (quarterly), dynamic in format (it is not limited to meetings, there is a “route” between them) and participated in the model (the reviewed is not relegated to a passive role). It can be accessed either through a computer (browser) or cell phone (Android and iOS).

The parameterization of this evaluation roadmap can be changed by whoever, in Closer, manages the platform (counting, if necessary, with the support of GFoundry). Thus, the time distance between meetings, the tasks between them, or even the actual performance of the assessment to an employee can be changed/suppressed. For Woitek Szymankiewicz, “this flexibility, with such a rich backoffice, is something very useful”.

From a more general perspective, the evaluation can also be done upwards, namely on general aspects of the company’s operation.

The support for talent management has another essential feature of the platform: the interconnection between employee evaluations and individual career and training plans. This means that these plans are integrated into Stay Closer, allowing a true integration in the same space of all components of the professional’s career. “The career plan is assembled on the GFoundry platform”, summarizes Woitek Szymankiewicz.

The manager considers the GFoundry platform (and this module in particular) “central and core to the quarterly and annual evaluations, ensuring that they are transversal and fair, in the sense that they do not bring surprises and are perceived by consultants and managers”.

Training

For Closer, as stated by its Partner, “constant learning is a fundamental pillar for the person to evolve – not only to obtain a certification” – and the fact that “it is systematized” and also “interconnected” with the other aspects of career management in the same platform is fundamental. To this extent, the training module is the second most important for the technological company.

The personalized training path is defined, recorded and implemented through Stay Closer. The various learning options (soft and hard skills) are compatible with the platform – in their organization in menu form, in the choice and consequent realization. In addition to the classic content-based organization, the platform provides an interactive approach, using learning missions that, in a visually appealing way, allow the employee to get from point A to point B with possible interactions and rewards along the way (gamification).

The integration of the training path in the individual career plan (and with the evaluation, through specific objectives) allows the entire talent management of each professional to be concentrated in the virtual space of the platform, shared between the professional and the leadership. Accessibility is, in this module, the aspect most praised by employees, since, being available on mobile devices, it allows the execution of training at the time and place chosen by the trainee.

Know more about GFoundry’s eLearning and Training here.

Onboarding

“Bringing people together as they enter the company”. This simple principle, stated by Woitek Szymankiewicz, guides the onboarding and the tools for its good execution, in which the platform created by GFoundry stands out. It was decisive in the most acute phases of the pandemic – a period during which Closer continued to grow strongly – and continues to play an important role, mainly because of the gamification that it imprints on the entire onboarding process. “Having an onboarding game that shows my progress through the various stages of getting to know the company is very helpful. GFoundry supports this whole process in a fun way, through quizzes, completing missions. In the palm of your hand”, says the Partner of the technological company.

In a global assessment of Stay Closer, Woitek Szymankiewicz considers it an “innovative platform to support engagement initiatives”, underlining the importance of the three pillars already mentioned.

João Carvalho, Co-Founder & CEO of GFoundry, emphasizes the challenge found and the joint manner in which it was met: “Closer operates in a highly competitive sector and is formed by highly qualified employees, with an average age below 30 years old, therefore, with a high level of demand in attracting and retaining talent. They found in GFoundry the solution to manage their talents, and it was very important the mutual trust relationship we established to adjust some details of our platform to the exact measure of what they needed.”

Know more about GFoundry’s Onboarding Solutions here.

The thermometer that measures satisfaction

The evaluation and feedback that Stay Closer allows is not one-way. Employees are invited to give their opinion both on the assessments in which they participate and on more general aspects of the functioning of their company.

“Engagement Thermometer” serves to do just that, to measure the employee’s feeling towards the company, in a totally anonymous way. The “temperature” is measured monthly through a pop-up survey (a much praised format internally) of five simple questions, on a wide variety of topics about life in the organization.

Know more about GFoundry’s Pulse Surveys Solution here.

Keep on reading:

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Competency Mapping in Organizations

Martin Rocha — Fri, 04 Mar 2022 11:52:39 +0000

GFoundry’s Competency Mapping Engine powered by AI

Map your whole organisation

The ability to map the whole organisation from a competency point of view is crucial for any project linked to Talent Management.

This process, when applied at the organisational level, allows for a comprehensive perspective on the skills that the organisation already has, but also allows for the identification of gaps in key competences that may condition the smooth running of the business.

On the other hand, mapping at functional and individual level makes it possible to identify the skills and competences in each function group, helping to understand the suitability of each employee for their current function, or to create Individual Development Plans.

GFoundry’s Competency Mapping Engine

GFoundry’s Competency Mapping Engine makes an automatic association of competences and skills to employees, based:

On the interactions in the Learn Module (courses you have completed, videos you have watched, quizzes you have completed, documents you have consulted);
On the feedback from your peers in the Recognition Module;
On the assessments of competences in the Evaluation & Careers Module.

The immediate perception of competence gaps is possible through interactive dashboards that are automatically updated.

Main features:

Ability to identify skill gaps;
Search filters for tag-based training content;
Understand and improve the person’s suitability in relation to the current role;
Creation of automatic quizzes only with questions associated to certain skills & topics;
Identify and find talent through filters applied to all employees for current and future project needs;
Integration with the Evaluation module’s Individual Development Plans (IDPs) system, with automatic content association according to individual improvement and development needs.

AN OVERVIEW OF THE COMPETENCY MAPPING ENGINE

THE POWER OF ARTIFICIAL INTELLIGENCE

How we use AI in our platform

Automatic association of skill tags to content.

One of the AI applications in GFoundry platform is the ability to associate each training content skill tag automatically.

Our customers can always manually associate and edit this information, but the ability to massively associate skills tags do learn content saves a lot of work time!

Suggested competencies and skills to develop

The suggested competencies and skills to develop can be customized for each employee, taking into account their individual needs and goals.

Automatic content creation

GFoundry can automatically create content on any topic, skill or competence, in Quiz format.

These quizzes can be suggested to users under different circumstances and for different purposes.

MAIN ADVANTAGES

A future-proofing approach

Competency Mapping

Identify skills gaps at organisational and individual level and build maps to evolve and fill them.

Internal Mobility

Discover your employees’ skills and expectations and suggest relevant internal opportunities.

Internal market for talent

Find the most relevant profiles based on skills, knowledge, and experience to build an internal talent pool.

Career Development & Learning

Improve and promote the development of your employees in strategic areas and skills for their function and help them prepare for their future with suggestions for new content and new skills to be developed.

Customised content

Fill gaps in your employees’ competences by suggesting them custom quizzes with questions associated with certain skills only.

AI Technology

GFoundry uses machine learning-based models to provide employees with individual and automatic suggestions for content and skills to develop.

Ready to get started?

Take the next step and learn more about how GFoundry can help you.

Book a demo to see our product in action

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The key trends in HR for 2023

Clara Costa — Thu, 24 Feb 2022 11:15:29 +0000

As a new year begins, and we enter a new phase of the pandemic that has affected all kinds of businesses in recent years, there comes a time to look at what may lie ahead.

In this type of period, when we are at the beginning of a new cycle, both in terms of calendar, society and way of working, it is frequent to share opinion articles on various topics, written by various specialists from different areas.

At GFoundry we are constantly aware of the trends described by specialists, namely those that are directly related to Talent Management in organisations – a subject that is part of our genesis.

That is why we have put together a set of the most mentioned trends described by experts in the field for 2023.

1. A more hybrid workplace

It is inevitable to state that hybrid working models are here to stay.

Despite being a trend already identified by many pre-pandemic studies, the truth is that remote work obligations have accelerated the process.

According to an Accenture study, 83% of employees prefer to have a hybrid working model, in which there is a balance between the use of the office and each employee’s choice of where they prefer to work (Accenture, 2021).

This trend brings challenges to any organisation, especially when it comes to managing their teams remotely. Therefore, it becomes essential to define agile communication channels and processes that allow any employee and manager to keep in touch, and ensure that all tasks are fulfilled.

For this, the use of a platform like GFoundry becomes crucial! Besides allowing a simpler internal communication, through push notifications and news, it also allows, in a very agile way, to manage all the training, the employees’ goals through the OKR (Objective-Key Results) methodology, and also to create and manage processes a little more complex such as Onboarding, Performance and Potential Evaluation, Recognition and Feedback programs, among others. Click here to get to know in detail our solutions!

2. Digital Skills in the Top 10 Essential Skills

If there is one thing that the pandemic has taught us abruptly, it is that nowadays it is extremely necessary to know how to work with digital tools.

Even though there are processes that are inevitably physical, most of today’s functions are linked to digital platforms.

As companies’ technology structures expand, employees are required to learn, very quickly, how to interact with these platforms and how to use them to perform their jobs – which is not always an easy task.

However, a platform like GFoundry can help in this process. Our solution can work as an aggregator of all existing platforms in the organisation. Get to know more here.

With information centralised at a single digital address, it becomes considerably easier for employees to access the entire technology structure of the organisation in one place – without complications.

3. Employee well-being as a priority

Since the most critical pandemic period, the well-being of employees has become a very strong concern for managers.

Even with the gradual return to normality, it is indisputable that investment in the well-being of teams has shown positive results in the performance of organisations.

According to a Gartner study, 94% of companies interviewed have made significant investments in wellness programmes for their employees.

To facilitate the creation of these programmes, GFoundry can be a powerful tool. Through the Learn Module, you can make wellness content available to your employees on a frequent basis!

You can also create initiatives (with or without reward mechanisms) that promote interaction between peers related to the promotion of healthy living habits, the promotion of regular exercise and healthy eating, social projects to raise funds for causes, among many others.

In addition, the GFoundry platform also has free Curated Content made available to all customers, with wellbeing categories available to use and share with employees.

Would you like to discuss these and other trends? Talk to us and book a demo!

The post The key trends in HR for 2023 appeared first on GFoundry.

Incorporate data from other platforms into GFoundry

Gabriel Costa — Tue, 04 Jan 2022 15:15:09 +0000

Data Integration with GFoundry: Platforms and Benefits

Nowadays, all organisations need to have an holistic view of the systems that support their activity. Naturally, for the effective management of all the processes that ensure the daily tasks, companies have a wide range of information systems for different purposes.

When it comes to talent management, the trend is no different. The management of people has led to other needs arising, such as the management of their training, the management of their schedules, their tasks, and even more administrative issues, such as salary management.

In organisations with larger structures, the challenges are also greater. Given their complex structure, and even due to the very different needs, it becomes almost impossible not to have several platforms, each one addressing a certain challenge.

This means that, at some point, it becomes a challenge for any employee to have to work with different platforms in order to fulfill everything required in their role. These challenges have led organisations to seek solutions that not only allow them to meet various challenges in a single platform, but also to integrate with other existing platforms.

These details improve the employee experience, as well as making more agile several of the manual data and information transfer processes.

How does GFoundry integrate into a universe of diverse platforms?

At GFoundry we have an holistic view of talent management from A to Z. That is why we have developed a solution that allows us to embrace the many challenges linked to talent management in an organisation, allowing us to increase the engagement of the community as a whole.

Through a multi-module approach, we guarantee an effective response to various challenges, such as Attraction and Recruitment, Onboarding, Learning, among many other examples.

However, and despite GFoundry being able to centralise all these processes and information in an organisation, there are situations in which it will be necessary to have integrations that not only facilitate the transition of information, but also automate the flow of information within the structure.

Therefore, in GFoundry we have integrations with various softwares and platforms that allow us to make the integration process of our solution more agile and efficient.

More detail about SSO & Learn Content integrations:

1. Single Sign-On integrations (SSO) allow users to use their corporate email to access the platform. Not only is it possible to have SSO with Google Suite and Microsoft, but also through LinkedIn.

2. Another type of integrations are external content integrations, which may work in 3 different levels of depth:

A first level of integration through links to other external platforms. On GFoundry, you may include links that direct users to other platforms or websites;
A second level of integration that allows you to have embed learn content, i.e. content embedded in the GFoundry platform. This content can be from Sharepoint, Youtube, Vimeo, or SlideShare;
A third level of integration that represents the integration of data by API. This type of integration allows information to circulate from one platform to another, either at the level of training content that the user is consuming, or at the level of data that is used for our Machine Gaming module.

In the end, with all these integrations, GFoundry can be the experience layer that allows the employee to have a more dynamic and centralized day-to-day, preventing them from losing focus on all the platforms that already exist in the organisation. Furthermore, using the power of gamification, it is possible to increase employee engagement and their connection with the organisation.

Practical example using the different types of integration

With the GFoundry platform you can design paths using Missions. Use your own characters and images that illustrate the stages, needs, goals, thoughts, feelings, opinions and expectations of your employees! Each stage of a Mission can be configured using any module of the GFoundry platform.

Using the example of an Onboarding Mission in GFoundry, we can illustrate the various stages that the user may go through.

In a first stage, and still without being logged in to the platform, the user may access using their Microsoft365 account (which they already use in the company), as well as their password. No additional registration is required!
As soon as they enter the platform, the user accesses their Onboarding mission, which will guide them during their first day in the organisation. In the first stage, they are asked to visit the platform on which the employee can schedule their holidays. Through the link, the employee accesses the platform, schedules their holidays, and when they returns to GFoundry, they receive a medal for having accomplished that task!
In the next step, the employee is asked to watch a video in which the CEO of the organisation presents the Vision, Mission and Values. Since it is a YouTube video, the employee watches the video embedded in GFoundry! Only when they finish the video, they receive a medal thanking them for having fulfilled one more stage of their Mission.
In the third stage of this first day, besides having a set of training courses available on the GFoundry platform, through the Learn Module, the employee will have to comply with a certain list of training courses available on Coursera. The employee accesses their profile, and when they complete their training and return to GFoundry, they receives their training certificate, automatically issued with the data from their course!
In the final step, the employee is asked to visit the Competitions Module. The employee notices that there is a ranking of the people who sell the company’s products the most! After having finished this onboarding process, the employee has a very clear objective: to reach the top of this month’s ranking!

Does the GFoundry platform allow other more complex integrations with other apps?

Yes! You can make workflow automations using your favorite tech tools, from CRM’s to communication apps, to increase engagement and productivity throughout the year.

Messaging and Communication apps

Integrations with messaging and communication apps like Slack and Microsoft Teams, allows your employees to collaborate more effectively and make faster, more informed decisions. It also helps to reduce the risk of errors and inconsistencies, which can lead to costly mistakes.

Empower your data-driven decision making

With GFoundry platform, you can integrate your favourite ERP, like SAP, and centralize your data. It will be much easier to monitor performance and achieve your objectives – without the need for spreadsheet expertise.

Business Intelligence Platforms

Integrations with Business Intelligence platforms like Microsoft Power BI, can give you the ability to collect data from various sources and combine it into a single, unified view. This allows organizations to identify relationships and trends that may not be visible when looking at the data in isolation.

Multiple workflows!

You can create how many connections and workflows, according to your needs!

Example: when an employee finalize a specific evaluation cycle, the system can send a specific data from a GFoundry evaluation report to a Microsoft Power BI dataset.

Then, the workflow can be configured to refresh Microsoft Power BI datasets automatically and send a message on Slack to the manager alerting that a specific dashboard it is updated.

Benefits of using the GFoundry Gamification Engine using the interconnection of multiple applications

With GFoundry, you can benefit from the interconnection of multiple different apps together with our gamification engine, by allowing users to access and interact with the platform through a variety of different apps, rather than just one.

You can generate rewards from actions taken within the GFoundry platform and share them on other Apps OR compensate your employees for achieving goals on other external software!

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Talent management at Cork Supply: a strong commitment to innovation

Martin Rocha — Sun, 02 Jan 2022 14:18:35 +0000

Discover how Cork Supply implemented GFoundry digital solution to support a set of HR processes in an innovative way, starting with onboarding, through training and development, not forgetting all the management of objectives and performance evaluation.

A business rooted in tradition makes a strong bet on innovation. And why?

The multinational Cork Supply, belonging to the cork industry, is part of a business group (HARV 81), which supplies the wine and spirits industry. It invests in technology and quality in production and processes, as well as in innovation and in the way it communicates with the people who make the company every day.

Maria de Fátima Gonçalves (People & Int. Communication Director at Cork Supply) and Joana Castro (People & Communication) tell us in this interview conducted by Rui Chen, their vision for the area they lead and the results they are reaping for standing up for what they believe in and therefore invest in: people and their happiness at work.

It was in July 2019 that the project began, when they found the answers that made sense: A multi-module, fully digital solution, with access via mobile and web apps, in the cloud, with intranet features (such as the news publishing wall), training in microlearning mode and gamification.

Rui Chen: What are the main objectives that the team has defined for the People & Int. Communication area?

Fátima Gonçalves/Joana Castro: Our strategic proposal for the company had as major objectives the development of people through a focus on internal communication, the identification and mapping of human potential based on the management of skills and training, and performance evaluation.

These processes, nowadays, have a great advantage in being digital and internet-based, for the accessibility and agility that they allow (and to reduce paper to a minimum), but we wanted to go further by selecting a solution with gamification to also transform the experience.

We wanted to support these processes with a multidisciplinary platform in these areas, that is, a solution that is agile, simple to handle, and with a truly impactful experience for managers and users.

“we wanted to go further by selecting a solution with gamification to also transform the experience”

Then we wanted to transform the training model, particularly for sales teams, by investing in e-learning. The existing 300-page sales manual was converted and segmented into training content in microlearning mode, with the right “doses” for the right training moments.

RC: How was the involvement of the company’s structure?

FG/JC: First we had the support of the board and the technical approval of the IT area. Then we involved the whole organisation, with a greater focus on the commercial teams.

Our priority is to improve and enhance communication and the involvement/motivation of people, using the platform’s features.

For example, we use the Learning module a lot with our sales teams all over Europe, in the various languages available on GFoundry, in this case Italian, French, Spanish, English and Portuguese.

We use the Goals module to set objectives in the context of Performance Evaluation, which is the module through which we manage employee performance, potential and identify talent.

The Recognition module is very useful and practical for recognising courage, commitment and team spirit (to the point of excellence) giving immediate recognition, in public or private, and is a powerful communication tool in this area.

We also take advantage of the FAQs page to communicate the company’s protocols with other entities in order to give our employees better conditions to access products and services.

RC: How was the implementation of GFoundry at Cork Supply?

FG/JC: Regarding customization, we had the support of a designer who works in another area of the company, and the constant technical monitoring of the GFoundry team.

At the level of users, managers and non-managers, we held sessions to explain how the platform works in general and, more specifically, about the Performance Evaluation module, namely, how to prepare the moment, the functionalities, the objectives and the follow-up of the process, such as the touchpoints and the talent management in the development component, thus justifying a holistic management process and continuous feedback.

RC: How is planning and communication done to operationalise these dynamics?

FG/JC: We have an annual communication plan, deployed monthly and supported by the GFoundry platform.

The plan maps out the launch of activities, such as our “We Care” programme.

The use of the GFoundry platform was very important for communication on the Coronavirus issue, for example. We are dynamic in publishing news that we think is relevant, also launching competitions and events.

RC: What kind of dynamics are you implementing and what results are they having?

One of the suggestions made by a collaborator was the launching of a contest to create ideas, called “Eco Tips – Taking Care of Tomorrow” within the scope of environmental responsibility, done through the use of the Innovation module.

We are receiving ideas such as: planting cork oak trees on Cork Supply’s land; adding environmental awareness messages to the company’s communication plan, focusing on saving water and electricity resources, as well as on reuse and over-consumption during the current Christmas season.

We also received ideas for carpooling for home/work/home journeys.

We have several metrics so we know the impact our initiatives have on users. An example of this is the publication of new content that causes logins to skyrocket.

On the other hand, we receive positive feedback from our initiatives through the questionnaires we do with the Contributions and Surveys module from GFoundry, with immediate access to the data.

In terms of learning, we know the growth in the completion rate of training actions, and the duration of these actions.

RC: What do you most highlight and value in the GFoundry solution?

FG/JC: Without a doubt the Gamification Engine that gives a power of animation to the activities. It is very dynamic, offers fun, and it is noticeable how it involves users as in games. We also highlight training and learning. The Learn module generates a lot of potential.

Our employees refer in their questionnaires to the training formats and ease of learning, internal communication, and highlight the possibility of consultation on the same platform where they learn.

In short, GFoundry is a solution that allows the integration of processes, with which people can consult the annual objectives, their evaluation, the protocols with various entities, have access to their information and that of the company, participate in activities and interact with the community.

For all that we have pointed out and what we will activate, we recommend GFoundry to any company that wants to introduce dynamics in its activities with people and see a transformation of behaviours and results.

RC: And what do you have planned for the future?

FG/JC: Well, with all that we can already do, we still want to increase initiatives and participation, because there is a lot of potential for that. In the meantime, we are always very curious about what’s new at GFoundry, now with the link to Linkedin, which gives the possibility of adding GFoundry certificates directly to users’ profiles.

Maria de Fátima Gonçalves (People & Int. Communication Director at Cork Supply) and Joana Castro (People & Communication)

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New International Partnership with HumanX

David Martins — Mon, 06 Dec 2021 15:15:49 +0000

We are thrilled to announce a new International Partnership with HumanX, from Belgium!

HumanX brings your HR to the next level with dedicated expertise in digital HR solutions as well as HR/HX experts for specific HR missions in your organisation.

The human resources department is going through a lot of changes with the upcoming of the new generations and the new technology. HumanX guides companies through their HR changes by bringing up competent people with the right skill and the right Human(X) approach, combining a hands-on operational approach with digital solutions.

This partnership will allow us to impact how Talent is managed outside of our borders, reaching Belgium with our digital solution for Employee Engagement through gamification.

We want to work with the best. At HumanX we find HR experts with several years of experience and know-how, who master three major languages (NL/FR/EN). We believe that together we will create an ecosystem of companies that are better prepared digitally, with their HR processes well managed, using an employee-centric solution, increasing their engagement levels. With this partnership we also want to help companies transform data into relevant knowledge to manage their people and their business, helping them anticipate strategic decisions.

João Carvalho – CEO, GFoundry

The importance of our Partners

Our Partners are strategically important for any GFoundry project. Along with them, we are able to provide a solution-as-a-service that includes a digital platform for your employees, with services of an HR expert that will help you explore the full potential of the digital environment.

Our partners are the bridge between the platform and the employees, making sure that the platform is successfully implemented.

Thus, the time invested by the client in implementing GFoundry decreases significantly, since they will have a Partner to support throughout the year.

If you would like to know more about GFoundry and its Partners, book a demo now!

Click here to know more!

Ready to get started?

Take the next step and learn more about how GFoundry can help you.

Book a demo to see our product in action

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G-Breakfast – A technological menu for a networking morning!

Gabriel Costa — Fri, 03 Dec 2021 15:33:31 +0000

Last 26th November, at the Sheraton Lisbon Hotel, in Saldanha, GFoundry organised another G-Breakfast, in partnership with Fórmula do Talento.

The concept of the event was born in the second half of 2021, from GFoundry’s intention to provide a networking moment, in an invitation-only format, between representatives of companies from different areas, over breakfast, while providing them with the possibility of being in touch with GFoundry’s digital solution.

During this breakfast, the participants had the opportunity to get to know each other, to share their biggest challenges in human resources management, and also to learn more about the GFoundry platform and the importance of the role of Fórmula do Talento as a Partner.

The guests were divided between 3 tables, composed by the 3 teams that competed on the platform through dynamics previously prepared by the GFoundry team. This moment was extremely important to demonstrate part of the potential of the platform, but also to demonstrate, in an informal and relaxed environment, that its use is simple, practical and intuitive.

In this way, we thank the companies present for their participation and enthusiasm during the morning.

Furthermore, we also thank the presence and support of our Partner Fórmula do Talento, crucial to explain its role as a specialist in HR solutions as a complement to a platform like GFoundry.

The post G-Breakfast – A technological menu for a networking morning! appeared first on GFoundry.

G-Breakfast – Another breakfast with networking included!

Martin Rocha — Thu, 02 Dec 2021 16:30:45 +0000

On the 25th of November, at the Sheraton Lisbon Hotel, in Saldanha, GFoundry organised another G-Breakfast, in partnership with BBDM – one of GFoundry’s Partners.

The concept of the event was born from GFoundry’s intention to provide a networking moment, in an invitation-only format, between representatives of companies from different areas, during breakfast.

During this breakfast, the participants had the opportunity to get to know each other, to discuss topics such as engagement and the new challenges of People Management, and also to learn more about the GFoundry platform and the importance of BBDM‘s role as a Partner of the platform.

The guests were divided between 3 tables, and 3 teams were formed to compete on the platform through several previously prepared dynamics. This moment was crucial to demonstrate the potentialities of the platform, but also to show that its use is simple, practical and very intuitive.

We would like to thank the companies that attended for their participation and enthusiasm during the morning.

In addition, we are also grateful for the presence and support of our Partner BBDM, crucial to explain its role as a specialist in HR solutions as a complement to a platform like GFoundry.

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DPD: more motivated drivers = better results

Clara Costa — Thu, 11 Nov 2021 10:54:33 +0000

An organisation open to innovation, capable and motivated people, and above all with the will to make things different: these were the main ingredients of this successful project at DPD Portugal (Geopost Group).

Transforming Success: DPD Portugal’s Strategic Partnership with GFoundry

DPD Portugal, in collaboration with GFoundry, launched a strategic initiative focusing on four key areas:

Internal Communication
Internal e-Learning Academy
Onboarding
Driver Competitions

The impact has been remarkable: several KPIs have surged, and the innovative practices introduced have seamlessly integrated into the daily routines of DPD Portugal’s employees!

The Trigger: How It All Began

The process of merging the Chronopost and Seur brands was the trigger.

The project kicked off in full force in January 2020 with a team composed of David Pereira (director of the services and innovation hub), Luís Cruz (operations and processes analyst) and Pedro Correia (training manager).

The impact is such that DPD Portugal presented this project to the group’s international committee, so its expansion to an international level is under analysis.

In this interview, conducted by Rui Chen, Pedro Correia tells us about designing the strategy, the challenges of implementation, the main objectives and the results achieved.

Rui Chen: How did you start the gamification process with GFoundry?

Pedro Correia: We started with the Learning module.

We had three quizzes in 2019, one on branding and two operational ones for the Driver role.

Presently we already have several quizzes on procedures and other topics, very well segmented.

GFoundry’s potential to create quizzes by theme is excellent, because we can be incisive by acting locally at each point. In other words, if there is a problem of accidents in Faro (City of Portugal), we act only in Faro. This is decisive and strategic in large companies like ours.

Then, there are many people who want to be proactive in training and look for content to increase their knowledge and develop skills. With this solution, our employees can be autonomous in managing their learning, which is done when they feel the need, and at the time the person chooses to dedicate to it, especially “dead” times.

The reception of new employees for distribution lasts three weeks and there is a 10 module plan for consulting content and taking quizzes. They do it when it is most opportune: in the dentist’s waiting room, when waiting for transport, on the living room couch, etc.

PC: Employees do (the quizzes) when it is most opportune: in the dentist’s waiting room, when waiting for transport, on the sofa in the living room (…)

Which GFoundry’s Gamification modules and features made the difference in your choice for this digital platform?

PC: When we started the testing phase last year, we started by using the Learning module to take advantage of quizzes and, simultaneously, the Machine Gaming module to take advantage of the gaming techniques of the platform’s gamification engine, this with a direct link to the percentage of “successful deliveries” that Drivers made.

Additionally, we wanted to give visibility to the project by providing a considerable amount of money in the budget to award pecuniary prizes to the Top 10 drivers, thus ensuring the perfect articulation between the stimulus that the game provides and the incentive of financial compensation.

What were the main objectives and goals of the project?

PC: We have several performance indicators, national and international, being the main one the “Predict”.

This indicator accounts for all deliveries made per driver according to the prediction assumed by these same employees at the beginning of the delivery journey.

We created an internal league – the Predict League – which we want to maintain with other leagues following this one, because we are achieving excellent results in terms of engagement and in the productivity KPIs of the teams.

Are you achieving the results you have planned?

PC: We immediately noticed a big increase in engagement, because those who work by objectives want to see how they are doing. This is what GFoundry also brought. Drivers can see in real time and at any moment (in the morning, at the end of the day, whenever they want), what percentage of success their Predict has, and what their position is in the ranking.

On the other hand, what we achieved was not only an increase in KPIs, but also in the percentage of success in Predict: We had an increase in drivers giving their predicted deliveries and committing to that goal. This is what defines Predict. And it is, in fact, this increase in the overall percentage of the Predict indicator that is the bottom line of the project.

We have more people looking at each other’s performance, in a competitive, healthy way.

It’s in everyone’s interest to distribute awards that have an impact on people’s lives, and there the platform proved to be fundamental and excellent in connecting the company and the drivers’ delivery process.

PC: “We immediately noticed a big increase in engagement, because those who work by objectives want to see how they are doing. This is what GFoundry also brought.”

How did you communicate the project? Do you keep that communication plan active?

PC: There has been an investment in the dissemination channels: we have a corporate Radio and TV channel that broadcast to each of the 15 distribution stations in the country, equipped with devices where they pass the information of interest, for example, before starting any dynamic or GFoundry competition, the rules, the schedule and the prizes of the Predict league are broadcast on the two channels of our internal network.

Regarding the prizes:

PC: In the national league, with GFoundry we have the data of the registered drivers gamified and ascertained the Top 20 of the three months duration of the competition.

In parallel, we have three regional leagues, Lisbon, Porto and the Provinces, in which we award the Top 5 every fortnight.

The best in each league receive prizes in a card from a shop chain.

Managers also have their competition with gamification and prizes going on: we identify the Top 3 managers in 15 stations. The metric is the total score for each station.

These supervisors are happy because, before this initiative, they had to go searching, collect the information, respond to requests for information, which took them away from their main function, which is managing the operation of the station they lead.

Let’s talk now about the GFoundry apps. Who uses them and how do they use them? Is the use mandatory?

PC: We don’t force anyone to install the app, it’s not mandatory.

The drivers use a PDA which is their main work tool. We chose not to install the Post a Goal (customised and branded GFoundry app) in these equipments so as not to interfere with the operation. In addition, the PDA stays at the station at the end of the day and we know that the app is used outside the time when the drivers are distributing, i.e. driving. The installation was done on the drivers’ personal mobile phones.

We started with 150 drivers in the first week (out of 700), and then it was a steady growth in registration requests. I think it worked by word of mouth and the wanting to be in rather than out.

The Predict league runs for three months, but we have fortnightly competitions running at the same time so you don’t have to wait until the end of the three months to access the prizes.

At the moment we most employees actively participating, with daily queries on the platform. Then we have employees who will never connect because they don’t have a mobile phone, and we still have those who don’t give much importance to the initiative. We have been talking to managers to motivate them, to encourage them with prizes. Some of us succeed, others don’t because they are more sceptical.

How did the initial customisation/setup go?

PC: It went well, I had no knowledge in gamification myself and found it very easy. The apps are user friendly and versatile. Then I highlight the fact that GFoundry are always receptive to our questions and in constant contact to support and show us the way. It is fundamental to work with a partner like this, we are in constant contact.

PC: (…) “GFoundry platform has a gamification engine that automatically organises data in order to sort it into a ranking, award them points, as well as reward the best with medals and virtual coins.”

Do you measure engagement score? Are you using the GFoundry Thermometer Module?

CP: We are not using the Engagement Thermometer Module, although I think it is very important to start using it. At this early stage we wanted to gain traction because we didn’t know the engagement rate, not least because participation is voluntary (that’s the wonder of engagement), but as things have been going well we will use it in the second phase, especially to give feedback to stakeholders.

What are your thoughts for the future, regarding the management of people with the adoption of digital dynamics?

PC: Last year DPD Portugal presented GFoundry to the international training committee, so we are looking at expanding GFoundry internationally. We think that winning the international award will have an impact and now we will not lose the moment, we will want to repeat it so as not to lose the momentum. We want to set up in other areas of the company, besides the operation. The other areas of the company have already shown interest. The potential is huge, in Portugal alone we are 1400 people, of which 700 are drivers.

We aim to connect other modules, namely Evaluation & Careers, the Engagement Thermometer, and with more people connected we will have more aggregated information available.

Would you recommend GFoundry to a business partner?

PC: I would definitely recommend it, but there has to be incentives attached, such as the marketplace running with a showcase of associated rewards.

It is a simple and intuitive tool that is easy to use and generates immediate results – is a solution for any business area.

It is a current and modern platform. Taking the example of training, GFoundry goes beyond the traditional LMS because it has a responsive app in the mobile version, does not require a desktop, desk, schedules and, above all, it is fun and serves our purposes.

I believe that companies do not know this type of solution and what it can do for their business.

Even more so with a partner that listens and helps. GFoundry has been great because we solved our biggest challenges in people performance and today we are better.

Pedro Correia – Training Manager @ DPD Portugal

About one of the first competitions that were started in 2020:

Objective #1: Reduce the no. of failed circuits in Predict

Result: The goal was exceeded in the first month of the competition

Objective #2: Increase the success rate on Predict:

Result: goal was exceeded in the first month of competition

Objective #3: Enhance and promote the use of quizzes as a Training & Learning tool

More than half of the Drivers played the proposed quizzes, with a success rate close to 100%, in the first month alone.

Some screenshots:

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New International Partnership with CLEVIS GmbH

David Martins — Tue, 26 Oct 2021 11:44:55 +0000

We are thrilled to announce a new International Partnership with CLEVIS GmbH, from Germany!

CLEVIS is an Human Resources expert focused in Business Transformation, translating business issues into strategic HR Consulting. They help companies implement and/or optimize processes and technologies for a better Human Resources management and more efficient workforce. CLEVIS is also an expert in recommending and implementing HR software solutions to their clients, while supporting them in their business issues.

This partnership will allow us to impact how Talent is managed outside of our borders, reaching Germany with our digital solution for Employee Engagement through gamification.

This partnership is part of building solutions that go far beyond technology, and that bring out the benefits of an innovative digital platform with a proven expertise in Business Transformation and strategic HR Consulting from CLEVIS, contributing decisively to amplify the success of our transformation projects, globally. Together, we want to create clear purposes, impacting and rewarding experiences, associating, whenever possible, gamification dynamics.

João Carvalho – CEO, GFoundry

The importance of our Partners

Our partners are the bridge between the platform and the employees, making sure that the platform is successfully implemented.

Thus, the time invested by the client in implementing GFoundry decreases significantly, since they will have a Partner to support throughout the year.

If you would like to know more about GFoundry and its Partners, book a demo now!

Click here to know more!

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The Ultimate Guide to Remote Talent Management

Clara Costa — Tue, 28 Sep 2021 16:16:45 +0000

What is Remote Talent Management?

Remote talent management is the process of managing employees who work remotely. This can be done through a variety of methods, including:

Communication
Goal setting
Feedback
Training
Support

Remote Work Challenges in People Management

In a context where the SARS-COV-2 pandemic is more stabilized worldwide, organizations (and their people) are facing a new challenge in their daily routines. The pandemic, itself, brought some important changes in the management of human resources, such as the implementation of remote working (whenever the function allows it), the remote management of people (and their motivation), the (greater) concern with the health of employees, among others.

However, and being at a stage where uncertainty about the future is no longer a constant, companies have a challenge at hand: to decide what the future panorama will be, and how to put it into practice and manage it.

The truth is that the pandemic has accelerated a trend that is several years of history – the digitalisation of processes, the flexibilisation of working hours, and even of the places where people work. Therefore, the moment has arrived in which organisations will have to define what will be the new “normal” panorama in the near future:

Will it be completely face-to-face, as it was in the pre-pandemic period?
Will it be a completely remote model, in which any employee may work from the place they prefer?
Or will the decision be oriented so that there is a balance between both?

Either decision will bring challenges. If on the one hand, returning to a fully face-to-face context may create some discomfort for employees who are already used to having some flexibility regarding their workplace, on the other hand it is a challenge for managers to manage their teams remotely.

Whatever the choice of the organisations regarding their new ways of working, some effort will be needed regarding the organisational culture (and its management).

Not only will it be necessary to align (or, in this case, re-align) people with the strategic objectives and the vision of the company, but it will also be necessary to clarify the choices made with regard to their day-to-day lives, since it will have impacts on their relationship with the organisation. Moreover, an equally considerable effort will be required to prepare leaders with regard to new ways of working and leadership.

It is crucial to guarantee that all leaders in the organisation are prepared to continue assuming their functions, and that they can manage their teams in a way adapted to the new reality.

Finally, it will also be necessary to consider how other processes linked to talent management will run, such as recruitment or even onboarding. What will the new recruitment model be? And what will the new onboarding model be like? And what impact might this decision have on the candidates’ connection with the company?

5 solutions to help you meet the new challenges of remote work:

GFoundry is a leading digital solution for improving the performance and connection of employees with your organization. Through an integrated solution and a holistic view on the management of the Talent Cycle, we impact the engagement of employees, having available several gamification tools that make the user experience more interactive and dynamic. With a multi-platform solution, you can address a number of challenges that the pandemic may have brought to your business.

Challenge 1: How to recruit from a distance?

During the most critical period of the pandemic, many companies moved their recruitment processes to a remote format, or at least the first phases of the processes.

Many were the recognised advantages of moving some phases to a remote model – more agility, less logistical effort, greater cost savings, as well as giving candidates the opportunity to go through the first phases of the process remotely, where the uncertainty is greater.

However, it is challenging to engage candidates for the position within the organisation when the process starts (or concludes) in a remote format. With GFoundry, you can have all your candidates registered on the platform, where they can go through a Recruitment Journey.

This Journey could include filling in forms (with CV or Video Presentation submission), reading or viewing company content, or even taking quizzes on the role you are applying for. You can read more about the impact of the EVP in Talent Attraction here.

The advantage of having all the candidates on a platform like GFoundry allows them, right from recruitment, to have access to the organisation’s working environment, and a bridge to the company.

Not only can they have access to real-time information about the phase of the process they are in, but they can also access information provided, such as generic training content or articles and news.

Challenge 2: How to ensure a successful Onboarding?

If a company has implemented a remote (or hybrid) working policy, it is natural that the onboarding process itself is also hybrid. The onboarding process may contain several types of activities.

Not only training moments, but also interaction with other colleagues, interaction with the company’s physical environment, and also the connection to platforms used by the company. With GFoundry, you can create a top layer that encompasses all these activities, and adds dynamism to this experience for employees.

Through the Missions, you can create Onboarding Journeys, where employees can go through activities as they earn points and virtual currencies.

These rewards are part of the gamification engine developed by GFoundry with the objective of making these Journeys more interactive for users.

In this way, any employee who joins the organisation will know exactly what they have to do to have an effective onboarding process that prepares them for the challenges of their new role. You can read more about how to build Onboarding missions with GFoundry here.

Challenge 3: How to disseminate relevant content?

As well as it is important to get messages across to people, it is also important to make sure we disseminate relevant content correctly.

Unlike shorter messages (mentioned above), sometimes it is necessary to share more dense content, either for the whole organisation or just for a certain group of people.

Through the Learn Module, you can share video, PDF or quiz content with your entire community, or part of it. This content does not necessarily have to be training content, but could be more generalised content like guidelines for employee roles, internal newsletters, or even benefits manuals.

You can use this module in any way you like. By dividing the content into categories, it is simple and intuitive for anyone to find the information they are looking for – whether it is skills information, benefits information, or just the weekly newsletter.

Finally, you can also, if it is part of the organisation’s strategy, integrate external content from other platforms that the company already has into GFoundry.

Some examples are content from Cornerstone, SharePoint, Vimeo, Coursera, or even Youtube. You can read more about how to create an impactful Learning Journey for your employees here.

Challenge 4: How to get messages to people in a simple way?

Given that people are no longer together in the same physical space, working at the same times, it is challenging for leaders to get messages across to their people.

There are various types of messages, just as there are various communication channels within an organisation. However, it is important to understand that each communication channel should be used for certain messages, and not for everything – a basic principle in Corporate Communication.

With GFoundry, having employees access to an application on their mobile phones, they can receive messages from your company in a simple and fast way.

Whether through push notifications, or through the news available on the homepage, a direct contact bridge can be established between the organization and its people.

This way, you will be able to send the desired messages – can be informative messages, alerts, or even good morning messages and positive reinforcement for the organisational culture. All in a simple and fast way!

Challenge 5: How to manage and develop my teams?

In any organisation, managing people is one of the most complex challenges we can face. Not only because each person is unique, with their own interests, goals and motivations, in addition to the various stakeholders that may impact their performance, such as their colleagues, leaders and/or subordinates.

Allied to all the already existing variables, the flexibilisation of work has added greater complexity to these processes. If, by themselves, people management and development processes are already complex processes, the fact that these processes happen at a distance increases their challenge. GFoundry can meet these new challenges, being the key platform for reaching people in a simple way, and managing these processes in an agile way – even at a distance.

With the Feedback Module, you can manage internal feedback processes, which may be related to Project Feedback, Situational Feedback or with other predefined scopes. Any user can ask for or assign feedback in a simple way, based on variables related to their role. In the end, a manager/team leader can access the results of their elements’ feedback.

This information is crucial to complement the Performance Evaluation. With the Evaluation and Careers Module, you can manage the entire Performance Evaluation process of your organisation. Not only is it possible to make the entire assessment related to the employee’s performance, through his skills and objectives, but you can also manage the next steps, such as the Individual Development Plan (IDP) or the management of Potential.

The IDPs may be defined at the moment of the Performance Evaluation, in which the employee may suggest which skills he intends to acquire, being able to relate them directly to contents available in the Learn Module.

Furthermore, managers may also evaluate the potential of their team members, recognising which employees may be prepared to take on other challenges, according to their individual objectives.

At the end, the HR Manager will have access to crucial information about their organisation:

Which profiles are performing best?
Which employees have the highest potential?
Which people are meeting their objectives?
Which employees are most likely to leave the company?

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The post The Ultimate Guide to Remote Talent Management appeared first on GFoundry.

The Impact of the Employee Value Proposition on Talent Attraction

Gabriel Costa — Tue, 14 Sep 2021 16:54:35 +0000

Employee Value Proposition and Talent Attraction

When it comes to developing an EVP, it is often said that there is no “one size fits all” solution. What may work in one organisation may not work in another, easily explained by the fact that each organisation is composed of different people, with different motivations and goals, and who value different benefits. Therefore, the EVP should be adapted to the organisation and also have the flexibility to adjust to the changes that any company goes through in its life cycle. The process of defining the EVP is strategic for People Management, and it is very important to invest time not only in listening to people, but also in aligning what the EVP is with the company’s goals and vision.

The questions that must be answered when defining an EVP are:

What factors motivate my employees to work with me?
What factors motivate a person to apply to my company?
What factors make my employees not want to leave my company?

After a careful analysis and after answering these key questions, the company can implement the necessary mechanisms to ensure that the EVP is applied across the company. This effort should not only occur when the employee is part of the team, but should start right from the talent attraction and recruitment phase. For any company that wants to work with the best talents, it is important to be able to differentiate itself and communicate an EVP that is attractive to its recruitment target. If an organisation can create enthusiasm from the start, the candidate’s experience during the recruitment process (and even afterwards) will be completely different. Moreover, the more a company can tailor its EVP to the ambitions and goals of the talent it is seeking, the more likely it is to attract future high-performance employees.

What is the Employee Value Proposition?

The Employee Value Proposition (EVP) is the package of benefits and compensations that are attributed to the employees that are part of an organisation. This package can be divided into 5 distinct areas:

1. Salary Package

The salary received by the employee at the end of the month. It represents the monetary compensation for their work.

2. Benefits

Benefits are compensations given to employees in non-monetary form, such as extra holidays, health insurance, retirement plans, flexible working hours, among other examples.

3. Career

Career opportunities within the organisation are also part of the EVP, coupled with their professional training, performance evaluation and constant development.

4. Work Environment

The work environment provided to employees is also part of the EVP’s arguments. Their level of autonomy, their relationship with peers, the balance between personal and professional life are some examples linked to the organisation’s environment.

5. Organisational culture

Last but not least, organisational culture also contributes a lot to EVP. The mission, vision, values, leadership practices, are some examples of culture components that impact any employee’s experience. Read more: EVP: Your talent attraction & retention secret weapon

How can GFoundry help me impact Talent Attraction?

The GFoundry solution impacts the experience of employees in all phases of the Talent Management Cycle, from their attraction and recruitment, through their management and development, to their effective departure from the organisation. You can create, through the available dynamics, Recruitment Journeys (or Missions), allowing candidates to enter the environment and the atmosphere of your company in a more interactive, dynamic and digital way, providing a differentiating recruitment experience. By having access to an app where they will be in direct contact with your organisation, candidates will be able to know, in real time, what stage of the recruitment process they are at and, at the same time, access other content made available. In this way, candidates will feel more integrated into the organisation, creating a stronger connection right from the start of their Journey. Through these Missions, you can create Recruitment Journeys, composed of various stages, in which candidates are selected and progress to the following stages of the Journey as they go through the recruitment process.

Some examples of activities that can be included in a Recruitment Journey:

1. Forms Submission / Psychometric Tests

Candidates will be able to fill in a form with their information, their experiences, motivations, education, and will also be able to upload their CV (either in PDF, or in video, via a Youtube link). You will also be able to perform Psychometric Tests. Psychometric tests are evaluation tools used to objectively measure some of the personality characteristics of candidates, as well as their aptitudes, intelligence, skills and behavioural style. The GFoundry platform can integrate in a recruitment mission some of these tests certified by some partner companies and use their results to assist in hiring decisions.

2. Information and Training Content

While candidates are waiting for new recruitment phases (such as a more technical interviews related to their future role), you can provide content (PDF, Video, Quizz, or integrations of other external platforms), where they can acquire the knowledge to successfully advance to the next phase! In addition, providing relevant content about the company can be decisive in increasing the candidate’s motivation, sharing relevant information about the company, about their functions, and even about elements that are part of the EVP, such as Culture and career opportunities.

3. Quiz about the company

Do you want to test candidates’ knowledge about your organisation? You could assign them a quiz so that you can assess key knowledge that candidates should have about the company and the role they are applying for! This allows candidates to have a more interactive learning experience, while giving recruiters access to information about how much knowledge candidates already have about the company.

4. Creativity and Innovation

Do you want to test your candidates’ creativity? Assign them a challenge from your organisation, and give them the possibility to give possible solutions. Additionally, they can also vote on ideas suggested by others, and even comment with suggestions for improvement! This way, you will not only stimulate the generation of new ideas but also allow candidates to interact with each other. In the end, all these candidate interactions can be used for their final evaluation.

The possibilities are endless. Would you like to know more about how GFoundry can impact your EVP right from Talent Attraction? Book a demo with us!

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Internal Communication: Do’s and Don’ts

Martin Rocha — Tue, 07 Sep 2021 13:39:30 +0000

Internal communication represents the set of messages and information transmitted internally in the organisation, either vertically (between different hierarchical levels) or horizontally (between employees).

It is a common area between Communication/Marketing and Human Resources, having a strategic importance for the organisation. The main objective of internal communication is to keep employees aligned with the objectives, ideologies and strategies of the organisation as a whole, and it is important to analyse how it can be effectively implemented.

A well-structured and strategically planned internal communication has several benefits for the organisation. One of the benefits is directly related to the organisational climate – if internal communication is clear and transparent, employees will feel more involved with everything that the organisation wants to achieve, feeling part of that same challenge.

Also the integration of new employees into the organization becomes easier – with a positive and aligned organisational climate, new employees will feel welcomed and integrated, feeling more comfortable to ask questions or even make suggestions. Read our article “How to create Onboarding missions with the GFoundry platform” here.

Finally, it has a direct impact on productivity. With effective and clear internal communication, employees will be aligned with the short, medium and long-term goals of the organisation and will be more willing to work towards achieving them. When employees are aligned with the strategic vision, their work gains meaning and direction, and they clearly understand the impact of their roles on the overall goal of the company.

Do: Invest time in Internal Communication

For internal communication to be structured and effective, it is necessary to invest time in its planning. It is not only important to plan what kind of messages are important to transmit internally, but it is also essential to understand which channels are used, how often this communication is used, and also how feedback can be collected on how the communication is working internally.

This planning should not be done in the short term, but in the medium-long term, and it is also important to define the main objectives of this strategy. Is it to align all employees with the values? With the strategic vision? With the objectives? With the market strategy? Or with all of these?

Do: Listen to your employees and give them a voice

After the implementation of an internal communication strategy, it becomes crucial to listen to people. Just as it is important for a Marketing department to listen to consumers regarding their advertising, it is important for the person responsible for Internal Communication to understand what their performance is on the messages that are trying to be disseminated internally.

With this feedback, it is possible to adapt the strategy and continuously improve the communication that exists in the company, allowing even more promising results.

Furthermore, giving employees a voice in a more agile and direct way so that they can share their ideas and suggestions allows innovation processes within the organisation to become more frequent and simpler. This possibility allows employees to feel more comfortable sharing their ideas and suggestions for improvement, which can lead to very interesting performance results.

Do: Adapt to changes!

Today, more than ever, the contexts in which we are inserted change from one day to the next. If prior to a pandemic period internal communication in the company could use physical communication channels (such as face-to-face meetings or events), today the key lies in the digitalisation of communication channels.

Being different from case to case, and from organisation to organisation, it is important that internal communication is adapted to the reality, in order to guarantee that all employees receive the same information, the same content, at the same time. This way, it is possible to avoid misunderstandings and even internal misinformation.

Don’t: Complicate contact between departments

One of the main mistakes made by organisations is to bureaucratise communication between departments / areas / teams. Depending on the organisational structure, it is important that everyone is in contact. Not only does it allow for more efficient contact between different structures in the organisation, it also facilitates the sharing of information and messages between people.

An organisation that bureaucratises communication tends to create more internally isolated groups, leading to more withholding of important information between different groups.

Don’t: Use only email as internal communication channel

The messages transmitted internally may be on various themes and subjects. Therefore, it is important to understand which communication channels are the most efficient for each topic.

Very often, email is used as the main tool for internal communication. However, email is also a work tool, where employees may receive messages related to their functions, causing corporate information to be left aside.

Thus, it is important to understand what other channels you have at your disposal to communicate important messages for the organization, ensuring a general and common access to all, avoiding loss of information.

Don’t: Forget to share progress reports

Since it is important to share the strategic objectives of the company, and align all employees with these same objectives, it also becomes extremely relevant to share what their state of completion is.

In this way, employees will not only be aligned with the goals they have to achieve, but they will also be aligned with their degree of completion, and what efforts they will have to make to achieve them, feeling increasingly responsible for the organisation and its success.

How does GFoundry impact my Internal Communication?

GFoundry is a leading solution for Employee Engagement. More than just being a platform for gamification and employee engagement, it is also a tool for internal communication.

Not only can it represent a company’s information centre (in the same way that an intranet works), it can also function as the top layer that encompasses all the available platforms in the organization, making the employee experience more interactive and centralized.

Being a cross-platform solution (being available in web version and Android and iOS app), it allows employees to be in touch with their organisation directly through their phones.

In addition, GFoundry has very important tools for an efficient internal communication.

Push Notifications

With employees having access to an application on their smartphones, it is possible to send push notifications, either to all employees or only to a certain group. In this way, it is possible to transmit short messages in an agile and fast way.

Want to inform your employees about a meeting? A new piece of news? Or even wish them a good day at work? You can say anything you like!

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News

On the homepage of the platform there is a News section. In this section, you can share any type of information with employees and it can also be filtered for certain groups within the organisation.

In the news, you can include text, images, PDFs, videos, or even links to other platforms, making it an important information centre for your teams. Do you need to communicate new training sessions? New events? New internal processes? New employees? You can communicate it all!

Engagement Thermometer

The Engagement Thermometer is an essential tool to understand the feedback from your employees regarding their connection with the organisation itself. This way, you will be able to have frequent and clear feedback on the level of employee engagement, being directly impacted by the effectiveness of internal communication.

You can learn more about the Engagement Thermometer here.

Surveys

With the Contributions Module, you can listen more directly to your employees, sharing internal questionnaires on how internal communication is working, what suggestions for improvement they may have, and even collect opinions on other types of messages that can be shared.

You can lear more about the Contributions Module here.

Goals

With the Goals Module, it is possible for the employee to have access to their individual objectives, team objectives and also their completion status.

In addition, and through the OKR (Objective Key Results) methodology, the employee will have greater insight into how their individual roles will impact the overall set of objectives of their team, their department and even their organisation, resulting in greater strategic alignment.

You can learn more about the Goals Module here.

Innovation

With the Innovation Module you can manage innovation processes within your organisation. Whether for a specific area of the organisation or for the structure as a whole, you can allow your employees to share ideas and suggestions for improvement in a simple and agile way.

Furthermore, all employees will be able to access the shared ideas, vote on the ones they like best, and even comment with feedback and new suggestions on the same idea!

This crowdsourcing model (model that uses the knowledge of your community) allows a greater involvement of your employees in the continuous improvement of your organisation’s processes.

You can learn more about the Innovation Module here.

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Employee Experience – GFoundry

The End of App Fatigue: A 2026 Strategic Blueprint to Unify Internal Communications and Silence Digital Noise

The Collapse of the Digital Ecosystem: Why 2026 Demands a New Approach

The Fallacy of Digital Productivity

Budget Pressure and Boardroom Urgency

The Hidden Cost of Context Switching

The Cognitive Tax and Its Impact on EBITDA

The Breakdown of Strategic Communication

The Necessary Evolution: From Static Intranets to Systems of Engagement

The Architecture of a System of Engagement

Including Deskless Workers

The GFoundry Engine: An Intelligent System of Engagement to Reduce Organizational Noise

From a Fragmented Platform to a Unified Journey

Artificial Intelligence and Contextual Relevance

Auditing Tool Sprawl: How to Justify the Centralization Budget

Step 1: Mapping and Identifying Redundancies

Step 2: Calculating the ROI of Consolidation

Step 3: Strategic Alignment Between HR and IT

The 90-Day Operational Plan for Digital Unification

Phase 1: Diagnosis and Alignment (Days 1-30)

Phase 2: Configuration and Journey Design (Days 31-60)

Phase 3: Launch and Monitoring (Days 61-90)

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The Silent Budget Killer: Calculating the True Cost of Doing Nothing in HR Transformation

The Illusion of Safety: Why Stasis is the Most Expensive Strategy

The Invisible Balance Sheet of Inertia

The Hybrid Work Multiplier

The Retention Tax: The High Price of a Poor Employee Experience

Quantifying the Cost of Friction

The Opportunity Cost of Disengagement

The Silo Surcharge: How Disconnected Tools Bleed Productivity

The Swivel Chair Effect

Data Integrity Debt and Analytics Blindness

The IT Maintenance Burden

The Misalignment Penalty: The Cost of Maintaining the Wrong Software

The Agility Gap

The Manual Labor Debt: Paying Human Rates for Robot Work

The High Cost of Human Error

Gamification as Automation

Breaking the Inertia: From Passive Loss to Active Gain

The Risk Matrix: Action vs. Inaction

Start Building Today

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Beyond the Job Title: Operationalizing a Dynamic Skills-Based Talent Strategy

The End of the ‘Job Title’ Era: Why the Old Model is Failing

The Economic Imperative: Agility, Equity, and Retention

Building the Infrastructure: Taxonomy vs. Ontology

The Engagement Loop: Gamification as the Data Engine

Operationalizing the Talent Marketplace

Rewiring Performance and Compensation

From Strategy to Execution: Your 90-Day Pilot

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Employee Onboarding 2026: From Compliance to Connection – The Strategic Checklist

The 2026 Paradigm: Why Old Checklists Fail

The Shift to Experience Architecture

Phase 1: Pre-Boarding – Winning the ‘Ghosting’ War

Automating the Bore, Amplifying the Core

Buddy 2.0: The Digital Peer Mentor

Phase 2: The First Week – Gamifying Cultural Immersion

From Reading to Doing: The Digital Scavenger Hunt

Micro-Learning Bursts

Structuring Social Collisions

Phase 3: The 30-60-90 Day Roadmap – Performance Alignment

Day 30: The Sponge Phase

Day 60: The Contributor Phase

Day 90: The Independence Phase

Tech Stack 2026: AI Agents and Engagement Platforms

AI Concierges and Chatbots

Personalized Learning Paths

The Centralized Experience Platform

From Strategy to Execution

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