Employee Engagement &#8211; GFoundry

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How to Measure Organizational Happiness? The PERMA Framework Decoded for HR Leaders

admin — Mon, 11 May 2026 17:58:42 +0000

The Science of Happiness: From Abstract Concept to Predictive Metric

Talent management has undergone a seismic transformation over the past decade. What was once treated as a ‘soft’ topic – job satisfaction – has evolved into a rigorous discipline anchored in the science of well-being and Industrial-Organizational (I-O) Psychology. Today, organizational happiness is not an abstract concept or an intangible perk; it is a critical leading indicator for retention, innovation and financial performance.

The cost of managing people based on intuition or ‘gut feeling’ is unsustainable. Decisions devoid of behavioral data result in avoidable attrition, where every departure of a key talent can cost the organization up to twice their annual salary, on top of the incalculable loss of institutional knowledge and social capital.

To bridge the gap between individual well-being and business outcomes, behavioral science relies on the PERMA model, developed by Martin Seligman, the pioneer of Positive Psychology. This framework breaks happiness down into five observable and, more importantly, measurable pillars. The central thesis for HR Directors (CHROs) and People & Culture leaders is clear: happiness correlates directly with productivity and can be managed proactively through behavioral data and people analytics.

Happiness at work has ceased to be an end in itself and has become the most powerful predictive metric for preventing burnout and optimizing sustainable performance.

By adopting the PERMA framework, organizations abandon the reactive stance of exit interviews and shift to a predictive model, where well-being is treated with the same analytical rigor as financial or operational metrics.

The PERMA Framework Decoded for the Organizational Context

For happiness to be actionable, it has to be deconstructed. The PERMA framework divides well-being into five fundamental dimensions that play out daily in team dynamics. Understanding each pillar is the first step to mapping organizational health.

1. Positive Emotion

This is not about toxic optimism, but about the daily climate and psychological safety (as in Edmondson’s model). It reflects the balance between job demands and available resources (the JD-R Model). Teams with positive emotions show greater resilience in the face of change and a lower propensity for exhaustion.

2. Engagement

Engagement translates into the state of ‘flow’ – total immersion in a task. In the context of people analytics, engagement is not just what people say in a survey, but what they do: their rate of voluntary participation in initiatives, their adoption of work tools and how often they interact with development platforms.

3. Relationships

The strength of social capital is the single biggest predictor of retention. This pillar assesses team cohesion, the quality of Leader-Member Exchange and the informal support network. Social Network Analysis (SNA) helps identify silos and avoid the isolation that so often precedes disengagement.

4. Meaning

Meaning emerges from the alignment between an employee’s personal values and the organization’s purpose. When work has visible impact, intrinsic motivation soars. It is measured through the Values Alignment Score and the way employees describe the culture in open feedback.

5. Accomplishment

The sense of continuous progress is vital. Accomplishment is not limited to annual bonuses; it spans the achievement of OKRs, the overcoming of challenges and, crucially, the pace of continuous learning. Professionals who feel they are stagnating are the first to look for new challenges on the market.

PERMA Mapping: Declarative vs Behavioral

How the shift to People Analytics transforms the measurement of each pillar.

Traditional Approach

Declarative Metrics

What people say (Surveys)

P: eNPS (Net Promoter Score)

E: Annual Climate Survey

R: Annual 360º Review

Evolution

More Predictive

Analytical Approach

Behavioral Metrics

What people do (Platform)

P: Login Frequency and Sessions

E: Voluntary Participation Rate

R: Peer Recognition Index

Note: Behavioral data is 4x more predictive of organizational outcomes than purely declarative data.

The Direct Link Between Well-Being and Performance

There is a persistent myth in traditional management: the fallacy of the happy but unproductive employee. Yet when we analyze happiness through the lens of PERMA, we realize that the ‘Engagement’ pillar ensures that positive energy is channeled into value creation. Well-being is not the opposite of effort; it is the fuel that sustains effort over the long term.

The proof of the ROI (Return on Investment) of measuring happiness lies in retention data. Employees who score high on the ‘Relationships’ and ‘Meaning’ pillars are 40% less likely to leave voluntarily. According to Gallup data, highly engaged teams show 21% greater profitability and a drastic reduction in absenteeism. Social capital acts as an anchor: people may join a company for the pay, but they stay for the connections and the purpose.

Behavioral economics explains this phenomenon through Self-Determination Theory (Deci & Ryan). Intrinsic motivation – driven by autonomy, mastery and purpose – far outweighs financial incentives in the long run. When an organization designs its employee experience to maximize ‘Accomplishment’, it is creating an ecosystem where high performance is the natural by-product of personal development.

In addition, well-being acts as the main mitigator of burnout risk. Continuously monitoring the PERMA dimensions enables early identification of exhaustion before it affects work quality, innovation or customer service. A sharp decline in positive emotions or voluntary engagement is a red-flag warning that demands immediate intervention, protecting the company’s most valuable asset: the cognitive energy of its people.

GFoundry · Pulse Surveys & Engagement

From annual surveys to real-time PERMA signals

GFoundry combines continuous pulse surveys, eNPS and passive behavioral signals into one engagement layer. Cross-reference what people say with what they do, surface wellbeing risks early and turn sentiment into predictive attrition decisions your CHRO can act on.

How to Measure PERMA in Practice (Without Survey Fatigue)

The biggest obstacle to measuring organizational happiness has been the exclusive reliance on annual climate surveys. These instruments suffer from serious methodological flaws: the ‘Hawthorne Effect’ (where measurement temporarily alters behavior) and survivorship bias (measuring only those who stayed, ignoring those who left in frustration). On top of that, they create enormous survey fatigue, resulting in low response rates and unreliable data.

The solution lies in a hybrid methodology that combines active listening with the analysis of passive data. The transition to Pulse surveys is the first step. Instead of a 50-question questionnaire once a year, leading organizations use short questions (3 to 5 items), frequent (weekly or fortnightly) and targeted. This makes it possible to capture hedonic fluctuation and well-being in real time, mapping trends rather than static snapshots.

However, the real revolution in people analytics happens when we cross-reference what people say (declarative data) with what people do (behavioral data). An employee may report high satisfaction in a survey, but if their login frequency on the company platform drops 30% in a month, behavior reveals the true story.

This data triangulation makes it possible to identify Early Warnings. For example, a drop in the rate of voluntary participation in challenges or training often precedes emotional disengagement and attrition by 60 to 90 days. Intervening at this disengagement stage is three times more effective than trying to retain talent once the resignation letter has already been written.

The Predictive Impact of Behavioral Data

How behavioral analysis outperforms traditional surveys in talent retention.

Predictive Power

More effective than annual surveys

Early Warning

60-90

Days before disengagement

Attrition Reduction

30-50%

With active predictive models

Intervention Effectiveness

Greater ROI at the disengagement stage

Source: Industry Average (People Analytics)

2023-2024

Operationalizing PERMA with GFoundry: Analytics and Gamification

PERMA theory comes to life when it is supported by technology capable of capturing, analyzing and influencing behaviors in real time. GFoundry, as an all-in-one Talent Management and Employee Experience platform, brings these five pillars to life through integrated modules, turning well-being into actionable intelligence.

Mapping Relationships and Recognition

For the ‘Relationships’ (R) pillar, GFoundry’s Recognition & Feedback module is essential. The platform makes it possible to map the Peer Recognition Index. Employees who neither give nor receive recognition for 60 days are flagged for potential social isolation. This behavioral metric is a very strong predictor of departure risk, allowing managers to intervene before professional loneliness sets in.

Driving Accomplishment with Gamification

The ‘Accomplishment’ (A) and ‘Engagement’ (E) pillars are activated through GFoundry’s native Gamification Engine. By using badges, guided missions and leaderboards, the platform taps into the present bias of behavioral economics. Immediate, visible rewards drive intrinsic motivation, dramatically increasing completion rates of learning paths and voluntary participation in corporate initiatives.

Continuous Monitoring of Emotions

To secure the ‘Positive Emotion’ (P) pillar, GFoundry uses the Climate Studies / Pulse Surveys module. Embedded directly in the employee’s digital journey, these short surveys avoid fatigue and make it possible to correlate reported mood with real productivity and software adoption, offering a holistic view of the team’s climate.

GFoundry Intelligence (Gi) and the OHS

The true predictive power culminates in GFoundry Intelligence (Gi), the AI layer that runs across the platform. Gi processes declarative and behavioral data to generate a composite Organizational Health Score (OHS). This indicator aggregates attrition risk, learning activity, well-being and cultural alignment into a single dashboard for the CHRO, enabling strategic decisions based on concrete data rather than assumptions.

From Data to Action: PERMA-Based Interventions

Data without an actionable narrative is just noise. For PERMA measurement to have impact, HR leaders must translate insights into concrete interventions. The ideal narrative framework to present to the Board follows a clear structure: Diagnosis (what the data says), Segmentation (who is affected), Root Cause (why), Intervention (what to do) and Monitoring (how to measure success).

When GFoundry data reveals weaknesses in a specific pillar, the action must be surgical. If the ‘Relationships’ pillar shows a sharp drop in a team’s recognition index, the intervention should not be a generic survey. The recommended action is to equip the direct manager to run alignment meetings focused on psychological safety, or team building dynamics that restore social capital – a concept widely validated by the Harvard Business Review in building high-performing teams.

Likewise, if the ‘Accomplishment’ pillar stalls – evidenced by a drop in the Learning Velocity Index – the answer is not to force more hours of training. The right intervention is to adjust goals (OKRs) so they are achievable and to use gamified micro-learning to restore the sense of progress and mastery.

The success of these interventions depends on empowering middle management. Instead of overloading managers with complex people analytics reports, HR should provide hyper-focused insights: “Your team has 3 strengths, 1 area of risk (e.g. isolation of remote workers) and 1 recommended action for this week (e.g. schedule an informal 15-minute check-in)”. This simplification turns behavioral science into a daily leadership tool.

The Future of People Analytics: Predict, Prevent and Empower

Organizational happiness has definitively ceased to be an intangible perk or an internal marketing buzzword to become the hard core of talent retention and performance strategy. In a hypercompetitive labor market, the organizations that understand and optimize their people’s well-being hold an unassailable competitive advantage.

Adopting the PERMA framework, combined with the rigor of people analytics, allows companies to make a vital transition: moving from a reactive stance – where HR acts as a ‘firefighter’ putting out fires and conducting exit interviews – to a predictive stance, capable of anticipating attrition risk and intervening before talent is lost.

In this scenario, the role of technology is irreplaceable. Advanced platforms democratize access to deep behavioral insights, while ensuring the ethics, transparency and privacy of the data. By cross-referencing what people feel with what they actually do, leaders gain a high-precision organizational ‘radar’.

GFoundry is at the forefront of this transformation. By integrating native gamification, artificial intelligence and social tools into a single technological foundation, the platform makes it possible not only to measure PERMA, but to act on it every day. We invite you to audit your company’s organizational health and discover how to turn traditional processes into engaging digital journeys. Talk to our team and request a demo to see the impact of people analytics in action.

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

The post How to Measure Organizational Happiness? The PERMA Framework Decoded for HR Leaders appeared first on GFoundry.

Annual Survey vs. Continuous Pulse: What the Data Says About Measuring Organizational Climate in 2026

admin — Thu, 30 Apr 2026 16:01:26 +0000

The End of the Annual Illusion: Why Measuring Climate Once a Year Costs You Talent

For decades, the annual organizational climate survey was the great ritual of Human Resources. Once a year, operations would pause, exhaustive questionnaires were distributed and, months later, leaders met to analyze dense reports on what had gone wrong in the past. Today, in a hypercompetitive and volatile labor market, managing talent based on an annual snapshot is the equivalent of driving a car at high speed while looking only in the rear-view mirror.

The annual survey’s main enemy is the time lag. A questionnaire run in November measures the sentiment of that specific moment, completely ignoring the fluctuations in motivation, the spikes in stress or the wins that occurred across the remaining 364 days. Compounding this is recency bias: employees tend to answer based on the events of the last two or three weeks, distorting the overall perception of the year and producing biased data for decision-making.

The cost of this inaction is staggering. According to the State of the Global Workplace report by Gallup, roughly 79% of employees worldwide are unmotivated or actively disengaged. Waiting six months to compile data and design corporate action plans means missing the window of opportunity to intervene. By the time the final report reaches the manager’s hands, the critical talent who flagged dissatisfaction is already signing a contract with the competition.

The real competitive advantage in HR no longer lies in measuring what happened, but in predicting what is going to happen. Shifting from a reactive stance to a predictive one demands a continuous, actionable flow of data.

This is where the paradigm changes radically. Continuous Employee Listening is not just about running more surveys; it is about creating an active listening ecosystem, embedded in the daily flow of work, that makes it possible to identify trends of disengagement before they turn into irreversible turnover metrics.

Autopsy of the Annual Survey vs. the Dynamics of Continuous Employee Listening

To grasp the urgency of this transition, it is essential to dissect the structural differences between the traditional model and the continuous approach. This is not a mere software upgrade, but a profound reconfiguration of who owns the data, how often it is collected and, most importantly, how fast it generates business impact.

Strategic Comparison: Organizational Listening Models

An analysis of the operational and impact differences between the annual survey and continuous listening.

Criterion

Traditional Annual Survey

Continuous Employee Listening

Business Impact

Frequency

A single, annual or biannual event.

Weekly, monthly or quarterly (Pulse).

Agility to correct course in real time.

Length

Long and exhaustive (50+ questions).

Short and focused (2 to 5 questions).

Higher response rate and less fatigue.

Ownership

Centralized in the HR department.

Democratized to local managers.

Team leaders take on ownership.

Time to Action

Months (analysis, planning, rollout).

Days (immediate micro-adjustments).

Active prevention of turnover and burnout.

Focus

Diagnosing the past (reactive).

Predicting the future (predictive).

Strategic retention of critical talent.

The Survey Fatigue Illusion

One of the biggest fears HR Directors have when moving to a continuous model is so-called “survey fatigue”. The evidence, however, shows that fatigue does not stem from the frequency of the questions, but from the absence of action. An employee does not grow tired of answering a 30-second Pulse Survey if they see their direct manager adjust a team policy the following week based on that feedback.

On the contrary, the traditional model breeds cynicism: an employee spends 45 minutes filling out an annual survey and, a year later, the structural problems remain unchanged. Continuous listening replaces large corporate action plans – often vague and far removed from operational reality – with local, immediate micro-adjustments, restoring agility to people management.

GFoundry · Pulse Surveys & Engagement

One survey a year is already too late.

GFoundry turns sentiment into a live signal: continuous pulse surveys, dynamic eNPS, climate dashboards by team, and predictive attrition risk powered by Gi. You stop reading reports about the past and start acting on the present, weeks before the resignation letter.

The Architecture of an Active Listening Strategy: The 360º Model

Implementing a continuous Employee Listening model takes more than simply firing off random questionnaires. It requires an intentional architecture that captures employee sentiment at different moments of their journey, without creating unnecessary noise. An effective 360º model rests on three fundamental pillars of data collection.

1. The Strategic Cadence: Pulse, eNPS and Lifecycle

The backbone of continuous listening is cadence. The most mature organizations alternate between different types of measurement:

Monthly Pulse Surveys: Ultra-short questionnaires (2 to 3 questions) focused on specific themes of the moment, such as well-being after a workload spike or clarity of objectives at the start of a new quarter.
Quarterly eNPS Measurements: The Employee Net Promoter Score acts as the global thermometer of loyalty and satisfaction, enabling consistent internal benchmarking throughout the year.
Lifecycle Surveys: Automatic triggers fired at critical moments of the employee journey, such as the end of Onboarding (at 30, 60 and 90 days) or Exit Surveys.

2. “Always-On” Channels and Open Innovation

Listening cannot depend solely on the moment the company decides to ask. It is vital to provide permanently open channels where employees can share feedback on their own initiative. Idea and innovation management modules, where teams can suggest operational improvements and vote on their colleagues’ proposals, turn passive listening into an engine of intrapreneurship and co-creation.

3. Alignment with the Performance Cycle

Climate feedback does not live in a vacuum. To be truly predictive, Employee Listening must intersect with performance data. Integrating continuous listening with OKR (Objectives and Key Results) check-in moments and with performance reviews creates a holistic ecosystem. If a team reports low levels of clarity in a Pulse Survey, it is natural that the execution of its OKRs will suffer in the following weeks. Anticipating this correlation is the true power of active listening.

Impact of the Transition to Continuous Listening

A comparison of HR metrics after adopting agile predictive feedback models.

Traditional Model

Annual Survey

A reactive approach based on a single moment of assessment.

Critical Talent Retention Rate (72%)

Survey Participation (45%)

Impact

+24%

Overall Retention

Agile Model

Continuous Listening

A predictive approach with Pulse Surveys and AI.

Critical Talent Retention Rate (89%)

Survey Participation (82%)

Source: gartner.com · HR Industry Benchmark (2024)

From Data to Real-Time Action: How GFoundry Turns Feedback into Retention

The theory of continuous listening only generates ROI when it is supported by technology capable of processing large volumes of qualitative and quantitative data in real time. GFoundry brings this vision to life through an integrated ecosystem where gamification and Artificial Intelligence turn feedback into predictive alerts and concrete actions.

The Engagement Thermometer: The Pulse of the Organization

At the heart of GFoundry’s listening strategy is the Engagement Thermometer. This module does not merely collect answers; it monitors 9 organizational climate metrics in real time. By combining short, frequent Pulse Surveys with deeper Insights Surveys, the platform generates a dynamic eNPS. Leaders stop staring at static reports and instead gain a living dashboard that reflects the health of their team by the minute, allowing them to segment the data by department, location or internal community.

Gi Talent: Predictive Behavioral Analysis

The real qualitative leap happens with the application of GFoundry Intelligence (Gi). Through the Gi Talent feature, the AI engine analyzes behavior patterns and responses over time, classifying employees into 9 distinct profiles (such as “emerging talent”, “overloaded” or “at risk of leaving”).

This predictive analysis is carried out with full respect for privacy: personal data is anonymized before processing, ensuring the AI identifies turnover risk trends without exposing individual identity during the calculation stages. The system generates automatic alerts when a critical employee shifts profile, enabling a surgical intervention before the resignation letter is even written.

Gi Admin and Continuous Feedback

For HR Directors and senior leaders, Gi Admin introduces conversational analytics. Instead of exporting complex Excel files, a CHRO can simply ask the AI, in natural language: “Which departments have seen the biggest drop in motivation this month, and what are the main reasons cited?” Gi cross-references the survey data and returns a structured answer in seconds.

This quantitative ecosystem is complemented by GFoundry’s Continuous Feedback module, which facilitates peer-to-peer recognition cycles and manager-employee alignment. While the thermometer measures the temperature, continuous feedback provides the rich qualitative context that explains the “why” behind the numbers, building a culture of radical transparency and constant development.

Decentralizing Action: The Role of the Middle Manager in Continuous Listening

The biggest bottleneck in traditional organizational climate management is centralization. When the data belongs exclusively to Human Resources, the organization’s responsiveness is limited to that department’s bandwidth. Continuous listening demands a paradigm shift: technology should serve to empower frontline leadership, placing data directly in the hands of those who manage teams day to day.

The Manager as First Responder

Climate data loses its predictive value if it does not reach the middle manager quickly. According to Harvard Business Review, direct managers account for roughly 70% of the variance in their teams’ engagement. Providing local, real-time dashboards, instead of global annual reports, allows a team leader to immediately spot whether their unit is suffering from work overload or a lack of recognition, and to act within that very week.

AI-Generated Coaching Scripts

Yet giving a manager data does not guarantee they will know how to act. This is where Artificial Intelligence steps in as a leadership co-pilot. On the GFoundry platform, when Gi detects a shift in a team’s risk profile (for example, a group that has moved from “highly engaged” to “overloaded”), it does not merely issue an alert. The AI suggests personalized conversation guides (Coaching Scripts) for the manager.

Preparation: Gi indicates which topics to address in the next One-on-One meeting.
Approach: It suggests open-ended questions based on the metrics that have declined (e.g. “I noticed the goal-clarity score dropped this week. How can I help you prioritize your tasks?”).
Action: It recommends micro-learning modules or recognition actions suited to the context.

Accountability and a Culture of Leadership

By decentralizing action, engagement stops being “an HR problem” and becomes a shared business metric. Managers come to be assessed not only on their operational deliverables, but on their ability to read, interpret and respond to the signals from their team. Continuous listening thus becomes a real-time leadership development tool.

The Future Is Predictive: Moving from Measurement to Strategic Action

The transition to continuous Employee Listening does not decree the absolute death of the annual survey, but relegates it to its true and only purpose: serving as a deep, comprehensive strategic benchmark. The day-to-day, talent retention and operational agility now belong to Pulse Surveys, to real-time feedback and to predictive analysis.

The true Return on Investment (ROI) of organizational listening lies not in the sophistication of the data collection, but in the speed with which the organization can act on it to avoid unwanted turnover. In a scenario where replacing a critical talent can cost up to twice their annual salary, the ability to predict disengagement weeks in advance is an incalculable financial advantage.

Today’s technology has removed the historical barriers to this model. Powered by gamification engines that ensure high participation rates and by Artificial Intelligence that processes the noise to extract clear signals, continuous listening has become a fluid and engaging experience for the employee, no longer a heavy administrative chore.

For organizations ready to abandon the illusion of annual measurement and embrace predictive retention, the path forward is to adopt tools designed for action. We invite you to book a demonstration of the GFoundry platform to explore how the Engagement Thermometer and GFoundry Intelligence (Gi) can turn the voice of your employees into the main driver of your company’s performance and retention.

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The post Annual Survey vs. Continuous Pulse: What the Data Says About Measuring Organizational Climate in 2026 appeared first on GFoundry.

The 12-Month Gamification Strategy: The ‘Wave Logic’ Approach to Continuous Engagement

admin — Sat, 11 Apr 2026 14:31:52 +0000

The End of Isolated Actions: An Introduction to the ‘Wave Logic’ Methodology

Today’s corporate landscape faces a silent disengagement crisis. According to Gallup’s State of the Global Workplace, around 79% of employees worldwide are unmotivated or actively disengaged. To tackle this reality, many organizations invest in talent platforms and launch gamification campaigns. The problem? The overwhelming majority of them amount to isolated actions – a big launch in January, followed by a deafening silence for the rest of the year. The result is a fleeting adoption spike that quickly fades, generating what is known as “gamification fatigue”.

Sustainable engagement is not built on a single initiative, but rather through a continuous orchestration of stimuli. This is where the ‘Wave Logic’ methodology comes in. The central premise of this approach is that human motivation requires variation. A truly effective gamification program must be designed as continuous, themed waves, alternating the focus between different dimensions of the employee experience – from pure performance all the way to well-being, passing through innovation and social responsibility.

The Annual Structure and the Role of the Gamification Engine

Implementing ‘Wave Logic’ takes shape as a 12-month calendar, where each month takes on a distinct anchor theme. This monthly rotation renews the community’s interest and ensures that different employee profiles (the more competitive, the more social, the more learning-focused) find peak motivation moments throughout the year.

True corporate gamification is not a one-off game; it is behavioral design applied to the continuous talent journey, orchestrated in an invisible yet ever-present way.

For this strategy to work without overloading Human Resources teams, an agile technological infrastructure is essential. At GFoundry, the Gamification Engine acts as the conductor of this symphony. As a cross-platform engine, it lets you activate and deactivate dynamics across different modules (such as Learn, Goals or Innovation) in a seamless way. Employees don’t need to switch platforms or learn new rules; the interface stays the same, but the challenges, missions and rewards evolve every month, keeping the ecosystem alive and dynamic.

Quarter 1: Alignment, Recognition and Learning (January to March)

The first quarter of the year is the critical moment to set the tone, align expectations and equip teams for the challenges ahead. The ‘Wave Logic’ strategy kicks off with an intense focus on goal clarity, quickly transitioning to team cohesion and culminating in the acquisition of new skills.

January: New Year Challenge and KPI Alignment

The year begins with the theme of Goals and KPIs. Using GFoundry’s Competitions and Goals/OKRs modules, organizations can turn the traditional (and often tedious) goal-setting process into a dynamic challenge. By integrating data via API or XLS files, you can create multi-KPI competitions with real-time leaderboards. Employees earn points and badges not only for hitting business targets, but also for completing early milestones, such as submitting their individual OKRs on time. This approach ensures that strategic alignment happens quickly and with a high adoption rate.

February: Team Appreciation Week

After the initial pressure of objectives, February introduces a wave of positive reinforcement focused on team recognition. Activating the Recognition module makes it possible to promote the sharing of success stories in the platform’s social feed. Creating a “Team of the Week” program is supported by awarding Star Badges (public recognition with constructive feedback) and Soft Skills endorsements. This peer-to-peer dynamic strengthens bonds of trust and creates a visible repository of organizational best practices, essential for talent retention.

March: Learning Month and Continuous Upskilling

With teams aligned and cohesive, March focuses on learning. The Learn module takes center stage, energized by gamified micro-learning. The platform’s artificial intelligence, through Gi Learn, lets L&D managers generate complete courses and quizzes in seconds from PDFs or specific topics. Employees accumulate points and badges for completing learning paths or for sharing their own knowledge (peer-learning). It is at this stage that the seamless flow of the virtual economy becomes evident: the points accumulated over these three months start to generate real purchasing power in the Marketplace, consolidating the habit of daily platform use and demonstrating the tangible value of engagement.

Quarter 2: Well-being, Ideation and Socialization (April to June)

As spring progresses, operational fatigue often begins to set in. The second quarter of the ‘Wave Logic’ strategy is designed to diversify the stimuli, stepping away temporarily from pure business metrics to focus on mental health, collective creativity and an informal team spirit. This break from routine is vital to prevent burnout and sustain organizational resilience.

April: Health and Wellness Campaign

April is dedicated to physical and mental well-being. Using the Tasks module, HR teams can create daily to-do lists focused on healthy habits (such as active breaks or hydration), where self-reporting completion generates small rewards. In parallel, the Surveys module is activated to monitor the pulse of team well-being anonymously. For more physical engagement, GFoundry’s Gamification API can integrate data from external fitness apps, creating step-count challenges with departmental leaderboards, promoting healthy competition and combating a sedentary lifestyle.

May: Innovation Tournament

With energy renewed, May channels the focus toward creativity through an internal tournament in the Innovation & Ideas module. The organization defines innovation cycles with opening and closing dates, focused on solving real business problems. Gamification acts here as an accelerator: specific badges are awarded for submitting ideas, for constructive comments and for community votes (likes). Ideas pass through an evaluation funnel managed by a panel of judges, and the proposals that reach the “Success” status earn high-value rewards in the Marketplace, proving that internal innovation is valued and rewarded.

June: Summer Social Events

With summer approaching, June focuses on socialization and breaking down corporate formality. The GFoundry platform adapts to this lighter tone by energizing Tribes (informal interest communities) and using Contests. The Comparisons module becomes particularly useful for quick themed votes (e.g.: “What’s the best vacation destination?” or “What’s the playlist for the virtual happy hour?”). This deliberate alternation between the structured rigor of innovation in May and the lightness of socialization in June is the heart of ‘Wave Logic’: it prevents exhaustion, humanizes the digital experience and deeply strengthens Employer Branding.

Impact of Continuous Gamification vs. Isolated Actions

Comparison of results at 6 months of implementation

Isolated Launch

Rapid Fatigue

Initial spike followed by a sharp drop in engagement.

Active Adoption Rate (Month 6)

Knowledge Retention

Impact

+3x

Higher Retention

‘Wave Logic’ Strategy

Sustained Engagement

Stimuli renewed monthly keep the platform alive.

Active Adoption Rate (Month 6)

Knowledge Retention

Source: HR Industry Average / Corporate Gamification Benchmarks

GFoundry · Engagement & Gamification

Engagement isn’t a campaign. It’s a 12-month rhythm.

GFoundry’s native Gamification Engine orchestrates missions, badges, KPI competitions and a rewards marketplace across every module, so each monthly wave lands on the same platform and sustains engagement year-round.

Discover GFoundry

Purpose, Mentorship and Individual Spotlight (July to September)

The third quarter spans the summer period and the critical return to work in September. It is a phase where the pace of business may slow down temporarily, offering the ideal window to invest in long-term initiatives: social responsibility, deep career development and reinforcing the sense of belonging. The ‘Wave Logic’ strategy focuses on giving purpose to daily action.

July: Community Engagement Drive

July is the month of volunteering and social impact. GFoundry facilitates this dimension by activating ERGs (Employee Resource Groups) in the Internal Communication and Intranet module. Tribes turn into organizing hubs for social causes. The most powerful element of this wave is the link to the Marketplace: employees are encouraged to convert the virtual coins they accumulated in the first half of the year into real donations to local NGOs or company-supported causes. This mechanic transforms individual effort (points earned through performance or learning) into a tangible collective impact, elevating the purpose of work.

August: Mentorship Program Launch

Taking advantage of the lower density of operational tasks, August is the ideal moment to launch or renew the corporate mentorship program. GFoundry’s Mentoring Software uses artificial intelligence to match profiles, skills and goals, automatically suggesting the pairs with the greatest affinity. To keep mentorship from getting lost in a lack of structure, the Gamification Engine orchestrates Missions (guided journeys) in the App. Mentors and mentees follow a clear script, supported by the 70/20/10 methodology, where they earn badges for holding feedback sessions, completing suggested micro-learning and applying knowledge in real-world contexts.

September: Employee Spotlight Series

The strong return in September calls for an injection of motivation. The focus turns to the individual spotlight. Using the News and Articles Feed, the organization shares career stories, achievements and the “B-side” (personal interests) of employees. The People Directory is promoted to discover hidden talent, and a new wave of peer-to-peer recognition is encouraged. To make sure these initiatives are resonating with the team, the Engagement Thermometer module gathers real-time data through Pulse Surveys, measuring metrics such as Personal Development and Alignment, allowing HR leaders to adjust the intensity of campaigns based on concrete data, as recommended by the best practices of the Harvard Business Review in continuous talent management.[/vc_column_text][/vc_column][/vc_row]

Quarter 4: Impact, Gratitude and Celebration (October to December)

The last quarter of the year is traditionally focused on closing the books and delivering final results. From a talent management perspective, it is the moment to capitalize on cross-functional collaboration, express gratitude for the collective effort and celebrate the achievements before restarting the cycle. ‘Wave Logic’ reaches its climax, bringing together all the mechanics used throughout the year.

October: Innovation Hackathon

To solve the year’s last big challenges, October promotes an Innovation Hackathon. Unlike May’s tournament (more focused on individual ideation), this initiative requires the formation of cross-departmental teams (organized into Tribes) to solve complex problem statements. The Innovation & Ideas module is used together with the Learn module, which provides the contextual micro-learning (e.g.: agile methodologies or design thinking) needed for the challenge. Gamification rewards inter-team collaboration, breaking down organizational silos in the home stretch of the year.

‘Wave Logic’ Annual Calendar at GFoundry

Summary of the orchestration of modules and initiatives by quarter

Quarter 1: Alignment

Focus on KPIs and L&D

Set goals, recognize teams and drive early learning.

Core Modules Activated

Competitions, Goals, Learn, Recognition

Quarter 2: Well-being

Health and Innovation

Prevent burnout with health challenges, creative ideation and social events.

Core Modules Activated

Tasks, Innovation & Ideas, Comparisons

Quarter 3: Purpose

Mentorship and Community

Launch of AI-powered mentorship programs and volunteering campaigns.

Core Modules Activated

Communities, Mentorship, Thermometer

Quarter 4: Celebration

Gratitude and Impact

Hackathons, massive thank-you campaigns and annual rewards.

Core Modules Activated

Marketplace, Gamification Engine, Gi Talent

The Gamification Engine acts as a cross-cutting layer across the 12 months.

November: Giving Thanks Campaign

November is dedicated to gratitude. The organization launches a massive campaign in the Recognition module, encouraging the sending of Star Badges with public thank-you messages to colleagues, leaders and mentors who made a difference throughout the year. This mechanic not only lifts morale during a high-pressure phase, but also generates a massive volume of data about the informal networks of influence within the company.

December: Year-End Celebration and Data Consolidation

The year closes with a focus on celebration. The Gamification Engine publishes the annual leaderboards and usage statistics. It is the moment to make special rewards and Digital Vouchers available in the Marketplace for the top performers, connecting digital effort to real-world experiences (tickets, dinners, extra vacation days). At the same time, in the backoffice, Gi Talent (GFoundry’s predictive behavioral analytics engine) consolidates the data from 12 months of interactions, classifying employees into talent profiles and generating crucial insights to prepare the strategy for the following year.

Operationalizing the Strategy: The Gamification Engine as the Conductor

Designing a 12-month strategy on paper is only the first step; the real competitive advantage lies in the ability to operationalize it without friction. At GFoundry, the Gamification Engine provides the exact tools to turn this calendar into an automated and measurable reality.

The Backbone of Missions (Cross-Module Journeys)

To ensure the monthly campaigns are not seen as isolated tasks, administrators should structure each month as a Mission. Missions in GFoundry allow you to create cross-module journeys with clear Milestones. For example, the “Learning Month” mission might require the employee to read a PDF (Learn module), complete a quiz and then ask their manager for feedback on the new skill (Feedback module). This interconnection turns passive content consumption into practical, verifiable actions.

Trigger Configuration and the Virtual Economy

Intelligent reward management is vital to avoid inflation in the virtual economy. The backoffice lets you configure specific Triggers for each action. An advanced tactic is mixing visible badges (for public celebration and status) with silent badges. The latter allow points and virtual coins to be awarded for smooth progression in missions without flooding the user with constant visual notifications. Calibrating the allocation of coins over the 12 months ensures that the Marketplace stays attractive and sustainable all the way to December.

Real-Time Monitoring and Adjustment

An annual strategy cannot be rigid. Continuous use of the Engagement Thermometer makes it possible to monitor the eNPS and the 9 organizational climate metrics in real time. If the data indicates a dip in “Work-Life Balance” in May, the HR team can bring well-being dynamics forward or adjust the intensity of the innovation tournament.

From Strategy to Execution

The ‘Wave Logic’ approach proves that engagement is not an event, but a continuous ecosystem. By orchestrating different GFoundry modules – from Learn to Recognition, through Innovation and Mentorship – organizations are able to keep their workforce motivated, aligned and constantly developing throughout the entire year. If you want to transform your company’s talent management into an engaging, results-driven digital journey, talk to our team and schedule a personalized demo of the GFoundry platform.

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How to Reduce Turnover in Retail

admin — Mon, 23 Mar 2026 17:02:38 +0000

The True Cost of Retail Turnover (and the Salary Myth)

The retail sector is living through a silent crisis that erodes profit margins and degrades the customer experience: the constant rotation of teams. For decades, senior management assumed that the high rate of frontline departures was an inevitability of the business, collateral damage from a sector defined by rotating shifts and physical demands. Yet the true root of the problem has often been masked by a flawed diagnosis, focused almost exclusively on the pay component.

The reality of the numbers demands a paradigm shift. Mercer’s 2025 report, with data from 2,617 organisations in the US, points out that Retail & Wholesale has the highest turnover rate of any sector: 26.7% in 2025, and the previous report (2024) put it at 24.9% for the same sector, structurally high figures that force operations to live in a perpetual cycle of recruitment and basic training. This cycle not only consumes immense resources from Human Resources departments, but also overloads store managers, who spend more time firefighting and covering shifts than running the business and developing their teams.

Deconstructing the Salary Myth

The primary instinct of many leaders when faced with the loss of talent is to blame the competition and pay packages. However, an in-depth analysis of the reasons for leaving reveals a different picture. Around 37% of resignations in retail are due to issues linked to organisational culture, a lack of recognition and the absence of growth prospects, while only 11% are strictly motivated by salary. The employee does not abandon the company for a few extra cents an hour at another brand; they abandon an environment where they feel invisible, stagnant and disconnected from the brand’s purpose.

Teams that are highly engaged and connected to the company culture show 51% less turnover, 78% less absenteeism and generate 23% more profitability for the business.

The financial impact of this disconnection is brutal. When an employee leaves, the store loses tactical product knowledge, agility in service and, often, the relationship of trust built with local customers. Fighting turnover therefore requires abandoning the transactional view of retail work and adopting scalable operational strategies that transform the daily experience on the sales floor.

Digital Onboarding: Surviving the Critical First 6 Months

Retention vulnerability in retail peaks in the first months of a contract. Sector statistics indicate that approximately 31% of employees leave the company within the first six months. This early departure is the clearest symptom of a failed welcome and integration process. When onboarding fails, the new employee is thrown onto the front line without the tools, knowledge or support network needed to handle the pressure of serving the public.

The Evolution of Onboarding in Retail

From the traditional model to agile digital integration

Traditional Onboarding

Bureaucratic Focus

Dependent on local availability

Format: In-person and manual-based

Duration: 1 to 3 intensive days

Impact

Scalability

Reduced friction

Digital and Agile Onboarding

Operational Focus

Autonomous and mission-driven

Format: Mobile-first on the shop floor

Duration: Continuous 90-day journey

A comparison of integration models in dispersed retail operations.

The Problem with the Traditional Model

In most retail operations, onboarding is an analogue, bureaucratic process that is highly dependent on the local context. The success of integration is held hostage by the availability and teaching ability of whichever store manager happens to be on shift on the new team member’s first day. If the store is having a peak traffic day or grappling with a stock-out, onboarding is reduced to a hurried handover of a uniform and a request to “watch what your colleagues do”. This model creates cultural inconsistency between stores of the same brand and leaves the employee adrift.

The Solution: An Autonomous and Scalable Journey

To guarantee survival through the critical first six months, retail companies need to digitise and standardise the integration journey. Effective digital onboarding does not mean abandoning human contact, but rather freeing the store manager from the transmission of repetitive knowledge. Through a mobile-first approach, the employee can access a structured path directly on their phone.

Practical Missions on the Floor: Instead of reading lengthy manuals in the break room, the employee receives daily challenges (e.g. “Identify the 3 best-selling products in section X” or “Shadow a senior colleague during a return”).
Regular Checkpoints: Quick pulse assessments at 15, 30 and 60 days to ensure that the adaptation is going as expected, generating automatic alerts to Human Resources if the risk of departure is high.
Contextualised Content: Access to short video pills on safety standards, cross-selling techniques or how to use the billing system, consumable at the exact moment of need.

By structuring onboarding in this way, the organisation ensures that all employees, regardless of geography or the store where they are placed, receive the same immersion in the brand’s culture and acquire the same baseline skills at the same pace, drastically reducing initial anxiety and, consequently, early turnover.

GFoundry · Engagement & Retention

Cut Retail Turnover Before It Costs You Another Season

GFoundry gives frontline retail teams a mobile-first engagement platform with pulse surveys, eNPS, predictive attrition risk and peer-to-peer recognition, so HR can act on demotivation signals weeks before the next resignation hits the store.

Micro-learning and Gamification: Training That Fits the Pace of the Store

Continuous training is one of the pillars of retention, but in retail it frequently runs into an insurmountable logistical obstacle: time. Pulling an employee off the sales floor for two hours to attend an in-person training session or a long e-learning module on a back-office computer is, on most days, an operational impossibility. Schedules are tight, customer flow is unpredictable and service will always be the priority.

The Incompatibility of Classic Training

When training is designed with an office mindset and applied to the reality of the store, the result is predictable: residual completion rates, frustration from store managers who lose temporary manpower, and employees who view learning as a bureaucratic burden rather than a development tool. Classic training – long and decontextualised – does not survive the fast pace of modern retail.

Adopting Mobile-First Micro-learning

The answer to this challenge lies in fragmenting knowledge. Micro-learning adapts perfectly to the natural lulls in flow within a store. By making training content available in 5 to 10-minute pills, accessible through the employee’s own phone, learning starts to happen in the dead moments of the shift – whether during a quieter break or in the final minutes before closing the till.

Focus on Immediate Application: Short modules on the new seasonal collection, promotional campaign updates or techniques for resolving conflicts with customers.
Total Accessibility: Eliminating the dependence on the single shared computer in the staff room, democratising access to information.
Agile Updates: The ability for head office to launch daily video briefings to the entire store network simultaneously, ensuring full alignment.

The Power of Gamification in Operations

To ensure that micro-learning is not just made available but actually consumed, gamification acts as the engine of adoption. Introducing game dynamics transforms mandatory training into an engaging challenge. By awarding points for each completed module, creating digital badges for specialists in certain product categories and establishing healthy rankings between different stores or regions, companies trigger intrinsic motivation. This friendly competition not only drives training completion rates to unprecedented levels, but also strengthens team spirit and the sense of belonging across a geographically dispersed network.

The Impact of Gamification and Micro-learning in Retail

Average results observed after 12 months of implementation

Source: Retail sector average

Training Adoption

85%

+40% vs Traditional

Onboarding Time

14 Days

-45% time spent

6-Month Retention

78%

+22% vs Benchmark

Store Productivity

+15%

Direct Impact on Sales

Representative data on the impact of digitising the employee journey in dispersed operations.

Recognition That Scales: Giving Visibility to the Front Line

One of the most destructive feelings for the morale of a retail employee is the perception of invisibility. Those who work on the shop floor, restocking shelves at dawn or dealing with dozens of dissatisfied customers during the sales season, often feel that their daily effort goes completely unnoticed by the company’s central structure. This emotional disconnection is a direct accelerator of turnover.

Employees who do not feel adequately recognised for their work are twice as likely to say they intend to leave the company within a year.

The Challenge of Dispersed Teams

According to Gallup studies, a lack of recognition is lethal for retention. In retail, the problem is compounded because traditional recognition flows from the top down and depends entirely on the store manager’s capacity for observation. If the manager is overloaded with administrative tasks, the small acts of excellence – such as helping a colleague close a complex sale or organising a chaotic stockroom – go unnoticed. Head office, in turn, only sees billing figures, ignoring the behaviours that generated them.

Implementing Peer-to-Peer Systems

To combat this invisibility, leading organisations are decentralising recognition by implementing peer-to-peer systems. When the ability to praise and value is distributed across the whole team, the culture transforms radically.

360-Degree Appreciation: Any employee can publicly recognise a colleague for demonstrating the brand’s values or for an exceptional effort during a difficult shift.
Made Tangible with Virtual Currency: Recognition gains weight when it is tied to a points system or virtual currency, which the employee can accumulate and exchange for real rewards (extra days off, gift cards, branded merchandise).
Global Visibility: An internal social feed where praise is shared allows regional management and head office to see, in real time, who the true positive influencers and hidden talents are in each store.

This democratisation of recognition ensures that appreciation happens at the speed of the operation, creating an emotional support network that acts as a powerful shield against demotivation and voluntary departure.

Beating ‘There’s No Future Here’: Making Career Progression Visible

The perception that working in a store is a professional “dead end” is one of the most damaging narratives for attracting and retaining talent in retail. Many employees view their role as a temporary, transitional job, precisely because the organisation fails to demonstrate that there is a viable path for long-term growth. When stagnation seems inevitable, the first job offer with a slight pay rise becomes impossible to refuse.

Retention Through the Prospect of a Future

Market studies indicate that around 45% of professionals decide to stay with an organisation when they are presented with clear opportunities for development and career progression. The paradox in retail is that many companies do, in fact, have excellent stories of internal mobility – regional directors who started as cashiers, or visual merchandising managers who began their journey in the stockroom. The problem lies in communication: the newly arrived employee is completely unaware of these possibilities.

Practical Mapping and Development Plans

To reverse the “there’s no future here” syndrome, companies need to make career progression transparent, structured and accessible to everyone, from day one.

Career Maps by Role: Designing and visually communicating the possible paths. What does it take to move from Store Assistant to Shift Leader? Which skills are required to move from the store to the central offices?
Individual Development Plans (IDPs): Instead of annual performance reviews focused only on the past, managers should co-create IDPs with their teams, setting clear learning goals for the next 6 to 12 months.
Linking Objectives and Progression: Progression cannot be based solely on seniority. It must be closely linked to meeting operational objectives (store KPIs) and acquiring new skills (validated through the micro-learning platform).

By clarifying the rules of the game and providing the tools for the employee to take control of their own development, the company transforms a “temporary job” into a career with purpose, exponentially increasing loyalty and retention.

Real-Time Data: Acting Before You Lose the Employee

Talent management in retail has historically operated in a reactive mode. HR directors and regional managers only realise there is a climate problem in a particular store when the absenteeism rate spikes or when they receive a succession of resignation letters. By this point, the damage is already done. Relying exclusively on exit interviews to understand turnover is the equivalent of trying to drive a car looking only in the rear-view mirror: it explains what happened, but it does not prevent the next crash.

Continuous Listening Through Pulse Surveys

Proactive retention requires real-time data. Implementing pulse surveys – short, anonymous and frequent climate surveys, sent directly to employees’ phones – makes it possible to measure the pulse of the organisation on an ongoing basis. Instead of an exhaustive annual survey, employees answer two or three weekly questions about their stress level, the clarity of their role or the support they receive from management.

This data collection generates organisational heat maps. A regional manager can quickly identify that Store A shows critical levels of demotivation compared to Store B, allowing for a surgical intervention – whether through coaching the store manager, reinforcing the team or clarifying processes – weeks before the first employee decides to leave.

From Strategy to Execution

Talent retention in retail is not solved with one-off measures, but with an integrated strategy that connects onboarding, learning and recognition in the store’s day-to-day life. This is exactly the ecosystem created by GFoundry, an all-in-one Talent Management platform that turns HR processes into engaging digital journeys. By placing development in the palm of every employee’s hand, managers gain visibility and reduce turnover sustainably. Request a demo and discover how we can revolutionise the experience on your front line.

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How to Measure the ROI of Employee Engagement: The Practical Guide for HR Directors

admin — Thu, 19 Mar 2026 19:02:20 +0000

The End of Subjective Metrics: Why Engagement Needs a Business Case

For decades, Human Resources departments operated under a paradigm where employee satisfaction was managed as an intangible element of corporate culture. However, in today’s budget reviews, especially at the close of the first quarter (Q1), the narrative has changed dramatically. The classic disconnect between the Chief Human Resources Officer (CHRO) and the Chief Financial Officer (CFO) lies in language: while HR traditionally defends investments based on “happiness” or “climate”, the Board demands profitability, EBITDA impact and justification on the bottom line of the profit and loss statement (P&L).

The current economic context does not allow for investments based on intuition. Every euro allocated to HR platforms, well-being initiatives or recognition programmes must deliver a clear, auditable financial return. This requirement marks the definitive transition from “Soft HR” to the era of “HR Analytics”, where employee engagement stops being a vanity metric and becomes a driver of operational performance.

The Language of Profitability in Talent

To get budgets approved, HR leaders need to build an irrefutable business case. The CFO does not reject the importance of culture; what they reject is the absence of return metrics. When engagement is presented only through annual survey response rates, it loses its strategic weight. The central thesis of this guide is clear: the ROI (Return on Investment) of employee engagement is perfectly measurable, provided you use the right mathematical framework for data collection, correlation and analysis.

Employee engagement is not a sunk HR cost; it is a lever for operational risk mitigation and a direct accelerator of the organisation’s financial productivity.

Throughout this article, we will detail the exact formula to quantify the cost of disengagement, map the correlation between motivation and business KPIs, and present a solid financial case that secures approval for strategic talent initiatives.

The Baseline: How to Calculate the Financial Cost of Disengagement

Before calculating the return of any initiative, it is imperative to establish the baseline of current operational losses. The hidden cost of disengagement silently erodes companies’ profit margins. According to Gallup’s State of the Global Workplace, actively disengaged employees cost the global economy trillions of dollars annually, translating into a productivity loss that can reach 18% of the annual salary of every disengaged professional.

The Relentless Mathematics of Turnover

The most tangible financial indicator of a lack of engagement is the staff turnover rate. Calculating the real cost of replacing an employee goes far beyond the cost of the recruitment ad. It involves a complex equation that includes:

Recruitment Costs: Hours from the Talent Acquisition team, external agencies and employer branding.
Onboarding Costs: Time dedicated by managers and peers to initial training.
Productivity Ramp-Up: The period (often 3 to 6 months) until the new employee reaches 100% of their productive capacity.
Loss of Critical Knowledge: The impact on business continuity and client relationships.

Beyond turnover, unplanned absenteeism represents a daily financial haemorrhage. Sick days due to burnout or disengagement force payment of overtime, hiring of temporary staff and cause delays in client deliveries, directly affecting revenue.

Estimated Cost of Replacing an Employee

Calculation model based on salary multipliers by seniority level.

Junior / Operational Level

€ 7,500

Estimated Total Cost per Departure

Average Annual Salary: € 15,000

Cost Multiplier: 0.5x

Mid-Level / Specialist

€ 30,000

Estimated Total Cost per Departure

Average Annual Salary: € 30,000

Cost Multiplier: 1.0x

Senior / Management Level

€ 90,000

Estimated Total Cost per Departure

Average Annual Salary: € 60,000

Cost Multiplier: 1.5x to 2.0x

Note: Multipliers vary depending on the technical complexity of the role and the scarcity of talent in the market.

Establishing this baseline is the fundamental step. Without quantifying the current loss, it is impossible to demonstrate the future gain. The CFO needs to see the problem in euros before approving the solution in software.

The Definitive Formula: The Framework for Calculating the ROI of Employee Engagement

With the baseline established, the next step is to apply a rigorous financial formula. Calculating the Return on Investment (ROI) in Human Resources follows the same logic as any capital investment, but it requires correctly parameterising the benefit and cost variables.

The HR ROI Equation

ROI (%) = [(Financial Benefit of the Programme – Cost of the Programme) / Cost of the Programme] x 100

For this formula to be accepted by the Board, you need to isolate and justify each component with conservative, auditable data:

Isolate the Financial Benefits: This is the numerator of the equation. It should include the quantifiable reduction in turnover costs (e.g. 10 fewer annual departures multiplied by the average replacement cost), the decrease in absenteeism days (converted into recovered working hours) and the increase in revenue per employee resulting from higher productivity.
Calculate the Programme Costs: The denominator cannot omit hidden expenses. It must encompass the software platform licensing (SaaS), implementation and technical integration costs, the hours dedicated by the HR team to managing the project and the budget allocated to gamified rewards or incentives.

A Practical Numerical Example

Consider a company with 500 employees, an average salary of €30,000 and an annual turnover rate of 15% (75 departures/year). Assuming a conservative replacement cost of 50% of salary (€15,000 per departure), the annual cost of turnover is €1,125,000.

If implementing an engagement platform reduces turnover by just 5 percentage points (down to 10%, i.e. 50 departures/year), the company avoids 25 departures. The gross saving generated is €375,000 (25 x €15,000). If the total cost of the engagement programme (software, time and rewards) is €50,000 per year, the ROI calculation will be: [(375,000 – 50,000) / 50,000] x 100 = 650% ROI in the first year.

This is the kind of mathematical rationale that turns an “HR initiative” into a “financial optimisation project” in the eyes of the CFO.

GFoundry · Engagement ROI

Walk into the next budget review with ROI numbers the CFO cannot dismiss

GFoundry turns engagement into hard finance: continuous pulse surveys, predictive attrition signals, recognition data and integrated People Analytics dashboards that tie eNPS, productivity and retention directly to revenue, margin and turnover cost.

ROI Projection: 5% Reduction in Turnover

Example for an organisation of 500 employees.

Source: Industry Benchmark

Gross Saving (Year 1)

€ 375,000

25 departures avoided

Programme Cost

€ 50,000

Software + Implementation

Projected ROI

650%

Return in Year 1

Payback Period

< 2 Months

Investment Recovery

Methodological Note: Calculation based on a conservative replacement cost of 50% of the average annual salary (€30,000).

Data Mapping: Linking the Engagement Level to Operational KPIs

The biggest obstacle to measuring ROI has been the reliance on obsolete tools. The fallacy of the annual climate survey lies in its static nature: it is a blurred snapshot of the past that does not allow for any timely intervention. To measure ROI in real time, you need to correlate engagement data with business performance indicators on a continuous basis.

Breaking Down Data Silos

As studies by McKinsey & Company on People Analytics show, high-performing organisations break down the silos between Human Resources, Operations and Finance data. The direct correlation between eNPS (Employee Net Promoter Score) and customer satisfaction (CSAT) metrics is one of the most robust examples of this integration. Teams with a high eNPS consistently show lower error rates, higher service quality and, consequently, greater customer retention.

Correlation Mapping: HR vs Business

How to translate talent metrics into direct financial impact.

Engagement Metric

eNPS (Employee NPS)

Business KPI Impacted

CSAT / Customer Retention

Financial Measurement

Increase in customer LTV (Life Time Value) and reduction in churn.

Engagement Metric

Training Adoption Rate

Business KPI Impacted

Reduction in Operational Errors

Financial Measurement

Decrease in costs from waste, rework and returns.

Engagement Metric

Recognition Index

Business KPI Impacted

Individual Productivity

Financial Measurement

Increase in revenue per capita or sales volume per team.

Correlation requires integrated systems that cross-reference HR data with the company’s ERP/CRM.

Improvements in specific engagement indicators, such as goal clarity or feedback frequency, have an immediate impact on team productivity. When employees understand exactly how their work contributes to the overall objectives (OKRs), time wasted on non-essential tasks decreases drastically, optimising the company’s resource allocation.

Technology and Real-Time Data: GFoundry’s Role in Measuring ROI

Executing this mathematical framework is impossible without the right technological infrastructure. This is where the GFoundry platform acts as the central engine of HR transformation, automating data collection and turning the ROI calculation into a continuous, predictive process rather than an annual retrospective exercise.

The People Analytics Infrastructure

GFoundry replaces intuition with actionable data through an integrated ecosystem:

Continuous Pulse Surveys: The platform enables short, frequent surveys, identifying trends of disengagement or friction weeks before they turn into costly turnover. This predictive capability is what allows HR to act on preventive retention.
Gamification as an Adoption Driver: One of the biggest challenges in data collection is survey fatigue. GFoundry’s native gamification (through missions, points and rewards) ensures exceptionally high response rates, securing the statistical validity and reliability of the data collected.
Integrated Dashboards: The People Analytics module cross-references engagement data, performance evaluation, e-learning adoption and OKR achievement on a single screen. This holistic view makes it possible to immediately correlate the impact of a training initiative on sales performance, for example.

With this technology, the Human Resources department stops being seen as an administrative cost centre and positions itself as a strategic business partner, equipped with predictive data that guides the Board’s decision-making.

From HR to the CFO: How to Present the Business Case in Budget Reviews

Having the right data is only half the battle; the other half is knowing how to communicate it. In budget reviews, the HR Director must adopt the stance of a business unit manager defending a capital investment. The presentation of the business case for adopting the GFoundry platform should follow a logical structure oriented towards financial results.

The Structure of a Winning Pitch

Start with the Financial Problem: Do not open the presentation by talking about culture or motivation. Begin by presenting the “Baseline” calculated earlier. Show the exact cost of turnover and absenteeism in the last fiscal year. The goal is to create financial urgency.
Present the Technological Solution: Introduce the engagement platform not as an HR tool, but as an operational risk mitigation system. Highlight the real-time monitoring capability through Pulse Surveys and People Analytics.
Anticipate Objections (“Engagement is intangible”): Respond to this classic objection by showing the correlation mapping. Use the visual reports and dashboards as proof of concept that the platform turns behaviours into quantifiable metrics.
Propose Success Milestones: To mitigate the perception of financial risk, define clear success metrics at 90 and 180 days (e.g. platform adoption rate, increase in eNPS, reduction in voluntary departures in the first half-year).
Close with the ROI Projection: Present the mathematical formula and the conservative savings scenario. Show the payback period (the time needed for the savings generated to pay for the cost of the software).

By structuring the presentation this way, the HR Director speaks the CFO’s language, transforming a budget request into an obvious investment decision that is strategically aligned with the company’s profitability goals.

Engagement as a Profitability Engine: Next Steps for HR Directors

Measuring the ROI of employee engagement has stopped being a corporate myth and become a rigorous mathematical equation, based on hard data on retention, productivity and absenteeism. The urgency to act is undeniable: delaying investment in talent management platforms means continuing to passively absorb the invisible costs of disengagement, harming the organisation’s competitiveness and margins.

The transition from subjective metrics to a tangible financial ROI requires the right infrastructure, and this is where GFoundry turns employee engagement into a profitability engine. With the Pulse Surveys, People Analytics and native Gamification modules, the platform correlates motivation with business KPIs in real time. A practical example is DPD Portugal, which used the platform to align its drivers, resulting in increased performance and reduced incidents. Likewise, AKI leveraged GFoundry technology to drive engagement across multiple stakeholders with measurable operational results. For HR Directors, this means presenting irrefutable data to the board instead of intuition. Book a GFoundry demo and discover how to build your business case.

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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 post The End of App Fatigue: A 2026 Strategic Blueprint to Unify Internal Communications and Silence Digital Noise appeared first on GFoundry.

People Engagement Survey Portugal 2026: The 4 Trends That Will Decide Talent Flight or Retention

admin — Sat, 14 Mar 2026 16:39:56 +0000

The 2026 Paradox: Full Employment and a Talent Shortage Crisis

The Portuguese labour market is going through a moment of deep structural contradiction. As we enter 2026, macroeconomic indicators point to an almost unprecedented scenario of full employment: the country is hitting historic highs with around 5.3 million people in employment and a residual unemployment rate of 5.6%. Yet this apparent stability hides a silent crisis that is choking organisations’ operational capacity. Engagement has stopped being an abstract human resources concept to become the main pillar of business survival and continuity.

The Reversal of the Power Dynamic

Despite the abundance of jobs, Portugal currently ranks among the world’s top 5 for talent shortage. Around 82% of employers report extreme difficulty in recruiting the right profiles, a figure that sits 10 percentage points above the global average. According to data framed by the World Economic Forum analyses on the global skills shortage, this asymmetry has shifted bargaining power decisively to the talent side. Highly qualified professionals are not just looking for a salary; they demand organisational ecosystems that guarantee development, flexibility and purpose.

In a market where 82% of companies struggle to hire, retaining internal talent becomes the most critical financial and operational metric for boards of directors.

In this hypercompetitive context, anticipating trends is vital. The definitive quantitative data from the 10th People Engagement Survey, to be revealed in full at the People Engagement Summit on 17 March 2026, are already starting to paint a clear picture of what professionals demand. Organisations that ignore these signals will face unsustainable turnover rates, losing critical intellectual capital to competitors. Understanding and acting on the four fundamental trends that dictate talent flight or retention is, today, the only viable path to ensuring corporate resilience.

Trend 1: Humanised Leadership and the Institutionalisation of Well-Being

The perception of corporate well-being has undergone a radical mutation in recent years. What was once considered a peripheral perk – often delivered through one-off initiatives such as fruit in the office or gym partnerships – has become a non-negotiable strategic pillar. In 2026, mental health and psychological well-being are at the centre of organisational policies, requiring a complete reshaping of the leadership profile and of how companies manage the strain on their teams.

The Rise of Emotional Intelligence in Leadership

The new paradigm calls for leaders who act less as task managers and more as empathetic mentors. Emotional intelligence has stopped being a desirable soft skill to become a technical survival competency in team management. Professionals seek close-proximity leadership capable of spotting early signs of exhaustion and intervening before the employee reaches breaking point.

Preventing Quiet Quitting: The “silent exit” happens when an employee emotionally disengages from the company, doing only the contractual minimum. Empathetic leaders are the first line of defence against this phenomenon, fostering open and constant dialogue.
Mitigating Isolation: In increasingly distributed work models, humanised leadership is crucial to maintaining a sense of belonging and avoiding the social isolation of remote teams.
Psychological Safety: Environments where mistakes are seen as part of the learning process foster innovation and drastically reduce levels of corporate anxiety.

Formal Mental Health Policies

Beyond the stance of managers, organisations are institutionalising well-being through formal policies. The introduction of mental health days, which can be taken without the need for a medical justification, is becoming common practice in the most competitive companies. At the same time, confidential psychological support programmes and structured mindfulness activities built into working hours demonstrate a real commitment to human sustainability. Companies have understood that the cost of a robust mental health programme is infinitely lower than the cost of replacing senior talent lost to burnout.

Trend 2: From Remote Work to Truly Flexible Ecosystems

The debate around the workplace has moved beyond the simplistic dichotomy of the physical office versus remote work. In 2026, the hybrid model has evolved into the concept of “truly flexible ecosystems”. This transition reflects an organisational maturity in which flexibility has stopped being a perk to negotiate at the point of hiring and has become a structural, inalienable demand of Portuguese professionals.

Deconstructing the Traditional Hybrid Model

A flexible ecosystem is not about stipulating two days at home and three in the office. It is about a fluid, intentional integration between technology, organisational culture and physical and virtual spaces. Leading companies are redesigning their offices to be hubs for creative collaboration and socialising, while deep-focus work is moved to the remote environment. This approach requires robust asynchronous digital tools and a culture based on trust and evaluation by objectives, rather than on the visual monitoring of attendance.

Flexibility is, in essence, the return of autonomy to the employee, allowing them to design their own architecture of productivity and work-life balance.

The Cost of Inflexibility

Market data is relentless for organisations that try to swim against this tide. The direct impact of refusing flexibility on turnover is clear: companies that force a full, mandatory return to the office (the so-called RTO – Return to Office – mandates) face significantly higher talent flight rates. Highly qualified professionals, aware of their value in a full-employment market, do not hesitate to move to competitors offering work models that respect their autonomy and allow a real, personalised balance between personal and professional life. Flexibility is today the main shield against the loss of critical human capital.

GFoundry · Engagement & Retention

Stay ahead of the 2026 retention curve before it hits your turnover

GFoundry turns these 4 trends into early action: continuous pulse surveys, AI predictive attrition risk, internal mobility data and structured recognition. Spot disengagement before it shows up in resignations and intervene on the people who matter most.

Trend 3: People Analytics and AI as Predictive Retention Tools

Intuition and instinct, once the main tools in human resources management, are being rapidly replaced by scientific, data-driven approaches. The intensive adoption of People Analytics and Artificial Intelligence (AI) marks the transition from reactive management to predictive action, allowing organisations to anticipate retention problems before they materialise in resignation letters.

The Data Revolution in Talent Management

Measuring engagement has evolved from static annual surveys to continuous, real-time listening. Through pulse surveys and the analysis of collaboration metadata, People Analytics platforms are able to map the organisational climate with surgical precision. Even more impressive is the application of Artificial Intelligence algorithms capable of identifying behavioural patterns that signal the risk of critical employees leaving. This predictive capability allows HR leaders to intervene proactively, offering new challenges, salary adjustments or mentoring before talent starts actively looking for new opportunities in the market.

The Evolution of Talent Management: Traditional vs. Predictive (2026)

A comparison of operational approaches in Human Resources

Process / Metric

Traditional Approach

Predictive Approach (AI & Analytics)

Exit Risk Assessment

Reactive (Exit interviews after resignation)

Predictive (Risk algorithms and behavioural patterns)

Recruitment and Selection

Manual screening and subjective CV review

Intelligent screening with AI-powered skills matching

Engagement Metrics

Long annual surveys with low participation

Continuous real-time pulse and sentiment analysis

Potential Identification

Based on managers’ informal perceptions

Talent models with performance, learning and progression data

Development Plans

Generic, poorly personalised programmes

Individualised recommendations based on skills gaps and goals

Internal Mobility

Dependent on spontaneous applications and informal visibility

Proactive suggestion of internal opportunities based on profile and readiness

Performance Management

Periodic, static evaluation focused on the past

Continuous monitoring with dynamic indicators and deviation alerts

Succession Planning

Annual exercises based on opinion and seniority

Continuous mapping of successors with readiness and risk indicators

Organisational Climate Diagnosis

One-off, retrospective reading of the internal environment

Continuous monitoring of trends, at-risk teams and friction factors

HR Decision-Making

Based on intuition, history and scattered reports

Based on evidence, forecasts and correlations across multiple data sources

Productivity and Adoption

Difficulty spotting blockers until results drop

Early detection of low-adoption patterns, friction and lost productivity

Recognition and Retention

Sporadic, poorly structured recognition

Recognition patterns analysed to reinforce motivation and prevent strain

Anticipation Capability

Response only after visible signs of a problem

Anticipation of risks and opportunities before operational impact

The Tech Hiring Paradox

Beyond retention, AI is transforming talent attraction through administrative automation and the intelligent screening of candidates, freeing HR professionals for more strategic, human-relationship roles. Yet here a fascinating paradox emerges in the Portuguese market: as companies rely more and more on Artificial Intelligence to manage their people, technical mastery of AI itself has risen to the top of the hardest competencies to recruit in 2026. The scarcity of these tech profiles forces organisations to invest heavily in internal upskilling, using their own digital learning platforms to reskill their workforce.

Trend 4: Vertical Mobility, Pay Transparency and the Ageing Blind Spot

Talent retention in 2026 is intrinsically tied to the clarity of future prospects within the organisation. Professionals refuse to stagnate in roles without a defined horizon for progression. At the same time, European regulatory pressure and demographic dynamics are forcing companies to rethink their equity policies and the way they manage intergenerational knowledge.

The Demand for Progression and New Challenges

The lack of internal progression has consolidated itself as a true dealbreaker. Currently, 58% of Portuguese professionals admit to actively looking for a new job due to the absence of internal mobility, and 54% feel there are no real opportunities for growth in the structures where they operate. Contrary to the myths that the new generations prefer only the horizontal diversity of projects, the data reveals that 62% of professionals prefer vertical progression – taking on greater responsibilities and moving up the hierarchy – associating this evolution with greater professional satisfaction (70%). Continuous learning (79%) and exposure to new challenges (75%) are, in fact, the main drivers of professional change in Portugal.

Pay Transparency as a Competitive Advantage

The transposition of the European Directive on pay transparency, expected for June 2026, is accelerating a profound transformation in compensation policies. The guidelines analysed by Eurofound indicate that salary secrecy is on its way out. The most agile companies are already carrying out rigorous internal pay audits to correct historic disparities. Those able to guarantee and transparently communicate gender equity and pay fairness are turning a legal compliance obligation into a powerful competitive advantage in attracting top talent.

The Senior Workforce Paradox in Portugal (>55 years)

Analysis of the demographic impact on retention and knowledge strategies

Metric

Percentage

Impact on Retention

Active population over 55 years old

40%

Structural ageing of critical teams.

Companies with no listening strategies for this group

73%

Demotivation and loss of senior intellectual capital.

Companies with no knowledge-transfer programmes

57%

Failure to upskill the new generations of leaders.

Companies promoting continuous learning for seniors

68%

Increased productive longevity and technological adaptation.

The Ageing Blind Spot

Despite the focus on the new generations, there is a strategic blind spot in HR policies: the ageing of the workforce. Currently, 40% of Portugal’s active population is over 55 years old. However, 73% of companies ignore the specific needs of this group and 57% have no formal knowledge-transfer programmes. Integrating this senior workforce through corporate mentoring programmes not only values their experience but also fills critical gaps in the training of younger talent, creating a sustainable cycle of internal development.

Critical Talent Flight Factors in 2026

Main reasons that drive Portuguese professionals to seek new opportunities

Demand for Learning and Development

79%

Need for New Professional Challenges

75%

Preference for Vertical Progression

62%

Lack of Internal Mobility (Dealbreaker)

58%

Sample: Active Professionals in Portugal

Source: pwc.com · Period: 2026

Conclusion: Engagement as a Strategic Survival Choice

The new paradigm of the Portuguese labour market is unequivocal: in a scenario of full employment and chronic skills shortage, engagement has definitively stopped being an isolated initiative of the Human Resources department to become the central engine of business strategy. Inaction in the face of the 2026 trends will inevitably result in the loss of critical talent that will compromise organisations’ capacity to innovate and deliver.

Companies that fail to offer clear vertical progression paths, that neglect the importance of empathetic leadership and that resist implementing truly flexible work models will face unsustainable turnover. The urgency of preparing organisational structures for mandatory pay transparency and for technological integration via Artificial Intelligence demands immediate action. We invite all leaders and decision-makers to follow the full reveal of the data from the 10th People Engagement Survey at the People Engagement Summit, taking place on 17 March 2026, to dive deeper into these vital metrics.

The transition from reactive management to a predictive retention strategy requires technology capable of unifying data and experience. GFoundry operates precisely here, being an all-in-one Talent Management and Employee Experience platform that lets you map competencies, listen to the climate through pulse surveys and create development journeys with artificial intelligence. The impact of this integration is clear in cases such as DPD Portugal, which used the Post-a-Goal module to align and motivate teams, and Carglass, which implemented a complete talent management solution with gamification. For HR leaders, this means managing the employee lifecycle based on concrete data and engaging experiences, drastically reducing talent flight. Transform your strategy and request a demo of the platform.

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OKRs in Maintenance: How to Move from Reaction to Operational Strategy

admin — Tue, 03 Mar 2026 23:31:31 +0000

Introduction: The Challenge of Modern Maintenance Management

Maintenance management has historically lived in an operational paradox: the mission is to ensure the long-term reliability and availability of assets, yet the daily reality is consumed by the urgency of “firefighting”. For many Operations Directors and Maintenance Managers, strategic planning is frequently sacrificed on the altar of the unexpected breakdown. However, in an increasingly competitive industrial and facility management landscape, maintenance has ceased to be a mere cost centre and has become a fundamental pillar of the business value proposition. The central question is no longer simply how quickly we can repair a machine, but how we can prevent it from stopping in the first place, optimising resources and costs.

It is in this context that the OKR software methodology (Objectives and Key Results) emerges as a transformative tool, capable of aligning the “screwdriver” on the floor with the macro strategy of senior management. Unlike traditional management models, which often limit themselves to monitoring the status quo, OKRs force the organisation to define what needs to be changed, improved or revolutionised. Implementing OKRs in maintenance does not mean adding bureaucracy to technicians’ work; it means giving them a clear purpose and metrics that recognise the impact of their work on the financial and operational health of the company.

The transition from a purely reactive culture to a strategic posture requires more than new software tools; it requires a shift in mindset. According to data from McKinsey & Company, the digitalisation and strategic management of maintenance can reduce maintenance costs by up to 20% and increase technical availability by 50%. OKRs are the vehicle that allows these ambitions to be translated into concrete, quarterly and measurable actions, ensuring that while the team keeps the lights on (KPIs), it is also working to install a more efficient lighting system (OKRs).

What OKRs Are: An Operational Definition

To demystify the management jargon often associated with tech startups, it is essential to define OKRs in a language that resonates on the factory floor and within technical support teams. The methodology is divided into two inseparable components: the Objective (O) and the Key Results (KR).

The Objective (O): The Qualitative Direction

The Objective is the destination. It must be a qualitative, inspiring and clear statement that defines where the team should be heading within a given period. In maintenance, an objective is not “perform preventive maintenance on Line 4”. That is a task. A true Objective would be: “Make Line 4 the factory’s benchmark for reliability” or “Eliminate energy waste in the headquarters building”. The Objective must answer the question: What do we want to achieve?

The Key Results (KR): The Quantitative Proof

If the Objective is the destination, the Key Results are the GPS coordinates that confirm whether we are getting there. They are quantitative, verifiable metrics with defined deadlines. For the Line 4 reliability objective, the KRs could be: “Increase MTBF (Mean Time Between Failures) from 200 to 300 hours” and “Reduce micro-stoppages by 50%”. A KR is not a list of activities; it is the measurable result of those activities.

The great advantage of OKRs over static annual plans lies in their agility. Typically defined in quarterly cycles, they allow maintenance teams to adjust course quickly. If a new sensor technology becomes available or a crisis arises in the parts supply chain, the following quarter’s OKRs can reflect this new reality. Moreover, they promote radical transparency: when an HVAC technician knows that their work contributes directly to the KR of “Reducing the carbon footprint by 15%”, the level of commitment and sense of purpose increase significantly.

Why OKRs Are Critical in Maintenance

Adopting OKRs in technical environments is not an exercise in management cosmetics; it is a response to the need to manage finite resources – specialised labour, spare parts and time – in an environment of infinite demand. The first major benefit is the shift in mindset. Maintenance teams are, by nature, masters of problem-solving (troubleshooting). OKRs channel this problem-solving capacity not only into fixing what broke, but into systemically changing the causes of failures. The team moves from a culture of “repair heroes” to a culture of “reliability guardians”.

Alignment and Communication

In many organisations, there is a communication gap between top management, engineering teams and field technicians. OKRs act as a common language. When leadership sets a strategic objective of “Increasing end-customer satisfaction”, the maintenance team translates this into its operational reality through KRs such as “Reduce the downtime of critical equipment by 20%”. This ensures that everyone, from the operations director to the night-shift technician, is rowing in the same direction.

Radical Prioritisation

On a typical day, a maintenance manager has 50 pending tasks and resources to carry out 10. Without clear OKRs, the tendency is to prioritise whatever is most urgent or whatever shouts the loudest. With OKRs, prioritisation is based on strategic impact. Initiatives that contribute directly to the quarter’s Key Results take precedence over low-value-added tasks. This is also vital for safety. Instead of merely reacting to accidents (lagging indicators), OKRs make it possible to focus on leading indicators, such as “Complete 100% of planned safety audits” or “Implement lockout/tagout (LOTO) on all machines in section B”.

Impact of Digital Strategy on Maintenance

Typical gains from the transition from reactive to strategic/predictive

Source: McKinsey & Company

Maintenance Costs

-20%

Potential reduction

Technical Availability

+50%

Uptime increase

Inventory Investment

-30%

Stock optimisation

Productivity

High

Focus on value-adding tasks

Benchmark data for industries adopting predictive maintenance and strategic asset management.

OKRs vs. KPIs: The Vital Difference in Maintenance

One of the greatest sources of confusion in implementing this methodology is the distinction between OKRs and KPIs (Key Performance Indicators). In maintenance, this distinction is critical to avoid frustrating teams. KPIs are the car’s “dashboard”: they indicate speed, fuel level and engine temperature. They tell us whether the operation is healthy. Metrics such as MTTR (Mean Time To Repair), MTBF, Backlog and Occupancy Rate are KPIs. The goal of a KPI is generally to stay within an acceptable range.

OKRs, on the other hand, are the “GPS”. They define where we want to go and how we will move up a level. If the “Maintenance Cost” KPI is out of control (red light on the dashboard), we create a specific OKR to solve that structural problem. Not every KPI should be turned into an OKR. If the team already meets the preventive plan at 98%, there is no point in creating an OKR for it; simply monitor the KPI. OKRs should be reserved for areas where significant change, innovation or complex problem-solving is required.

The danger of managing by KPIs alone is stagnation: the team may be meeting all the routine metrics, but the factory continues to operate with the same efficiency it had ten years ago. OKRs introduce the tension needed for continuous improvement.

Practical Distinction: KPIs vs OKRs in Maintenance

Comparison between continuous monitoring and transformation objectives

KPI (Monitoring – “Keep the Lights On”)

Keep line availability above 95%.
Meet 100% of the legal maintenance plan.
Keep the stock of critical parts above the minimum level.
Ensure breakdown response time under 4 hours.

OKR (Transformation – “Switch to LED”)

O: Achieve reliability excellence through technology.
KR: Deploy IoT sensors on 10 critical motors.
O: Optimise costs without compromising quality.
KR: Reduce idle stock value by 15% through ABC analysis.
O: Revolutionise incident response.
KR: Reduce MTTR by 20% with new rapid-intervention kits.

Note: KPIs ensure stability; OKRs drive evolution.

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GFoundry · OKRs

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Stop firefighting. Turn maintenance into operational strategy.

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GFoundry’s OKR software gives maintenance leaders real-time goals, weekly check-ins and clear dashboards, connected to performance evaluation and recognition. Align technicians and managers around the few results that actually move reliability, cost and uptime forward.

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See the OKR platform

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Practical Examples of OKRs for Maintenance Teams

Theory only becomes useful when applied in the field. Below, we present OKR templates adapted to different maintenance realities, from heavy industrial environments to building management and mobile technical support. These examples should serve as a basis for adaptation to the specific reality of each organisation.

Scenario 1: Industrial Maintenance (Reliability Focus)
In this context, the cost of stoppage is extremely high. The focus should be on transitioning from corrective to predictive maintenance and on process robustness.

Objective: Achieve availability excellence on Production Line A.
KR 1: Increase MTBF (Mean Time Between Failures) from 200h to 300h.
KR 2: Reduce micro-stoppages (under 5 min) by 50%.
KR 3: Implement vibration analysis on 100% of the line’s critical motors.

Scenario 2: Facility Management (Efficiency and Sustainability Focus)
For building managers, operating costs (OPEX) and the occupant experience are paramount.

Objective: Make the headquarters building a benchmark in energy efficiency.
KR 1: Reduce overall HVAC energy consumption by 15% year-on-year.
KR 2: Convert 100% of warehouse lighting to smart LED technology.
KR 3: Eliminate compressed-air leaks identified in the audit, recovering 5% efficiency.

Scenario 3: Field Technical Support (Customer Focus)
For teams providing service at the customer’s premises or at third-party sites, travel efficiency and effective resolution are key.

Objective: Deliver a “Wow” service experience to the customer.
KR 1: Increase the first-time fix rate to 90%.
KR 2: Reduce average travel time between jobs by 10% through route optimisation.
KR 3: Achieve an average post-service satisfaction rating of 4.8/5.

Scenario 4: Team and Talent Management (People Focus)
The shortage of qualified technicians demands a focus on retention and upskilling.

Objective: Equip the technical team for the challenges of Industry 4.0.
KR 1: Ensure that 100% of technicians complete training on the new CMMS software.
KR 2: Reduce the onboarding time for new technicians to reach full autonomy from 4 to 2 weeks.
KR 3: Implement an internal mentoring system with 3 active mentor-mentee pairs.

OKR Matrix by Area of Operation

Examples of alignment between operational context and success metrics

Area

Objective (Qualitative)

Key Results (Metrics)

Industrial

Maximise production line availability

MTBF > 300h
Zero accidents causing stoppage
100% of preventive plans executed

Buildings (FM)

Optimise costs and occupant comfort

-15% energy consumption
Ticket response time < 2h
Thermal comfort score > 90%

Field

Excellence in service to the end customer

First-time fix rate > 90%
Service NPS > 50
-10% km travelled/technician

Common Mistakes When Implementing in Technical Environments

Implementing OKRs in technical teams frequently fails not for lack of willingness, but because of design errors. The most common mistake is confusing tasks with results. Defining a KR as “Service the chiller” is useless, because it is a binary activity (done/not done) that does not measure success. The correct KR would be “Ensure 99% chiller availability during the summer”. The focus should be on impact, not on effort.

Another frequent mistake is setting unattainable objectives or those dependent on third parties. If a KR depends on the approval of an investment (CAPEX) that has not yet been secured, the team will become demotivated within the first month. OKRs should, for the most part, be under the direct control of the maintenance team. In addition, there is the temptation of too many objectives. Trying to improve safety, efficiency, costs and training all at once results in dispersion. The golden rule is: a maximum of 3 Objectives per team, with 3 to 5 KRs each.

Finally, the fatal error: the lack of involvement from the “factory floor”. Setting targets in an air-conditioned office without consulting the people who turn the bolts leads to unrealistic metrics. Field technicians possess tacit knowledge about the real state of the machines that is invisible in spreadsheets. Ignoring that feedback when defining OKRs is a guaranteed way to undermine buy-in.

How to Get Started: A Step-by-Step Guide

To begin the OKR journey in maintenance, simplicity is your best ally. Start by defining the cadence. Quarterly cycles are ideal for this sector: they are long enough to see the results of improvement actions, but short enough to correct course if something is not working. Avoid annual cycles for OKRs, because operational reality changes too quickly.

The process should begin with a Definition Meeting involving not only senior management, but also middle managers and team leaders. Use historical data to frame ambitions – if current MTBF is 100 hours, aiming for 500 hours in one quarter is unrealistic; aiming for 150 hours is challenging but achievable. According to Gallup, clarity of expectations is one of the most basic needs for employee engagement, and OKRs serve exactly that purpose.

Execution lives on Regular Check-ins. Do not create new, lengthy meetings. Integrate the OKR review into the weekly or fortnightly operational meetings that already exist. Dedicate 15 minutes to looking at the KRs: “Are we green or red? What do we need to unblock this week?”. Finally, foster Celebration and Learning. At the end of the quarter, analyse what failed without looking for someone to blame (a blameless culture) and celebrate the operational wins. Positive reinforcement is crucial to keeping the team motivated for the next cycle.

From Strategy to Execution in the Field

OKRs do not replace preventive maintenance or daily work plans; they act as the compass that guides the evolution of the technical area. By clearly distinguishing between what is day-to-day management (KPIs) and what is strategic transformation (OKRs), organisations can break out of the vicious cycle of merely “firefighting”. Aligned maintenance teams do not just generate savings; they generate safety, quality and, ultimately, a better experience for the end customer. Technology plays a fundamental role here, making it possible to visualise progress in real time and give continuous feedback to dispersed teams.

To move from theory to practice, it is essential to have a platform that supports this dynamic of performance management and engagement. GFoundry makes it possible to operationalise these challenges, linking strategic objectives (OKRs) to daily execution through gamification and continuous feedback. A clear example is DPD Portugal, which used the solution to align and motivate dispersed operational teams (drivers), resulting in better performance and a reduction in incidents. In an industrial context, YKK demonstrated how the platform can increase efficiency in learning and internal communication. With modules dedicated to Objectives and Performance Evaluation, GFoundry turns maintenance management into an integrated experience, where each technician knows exactly how their work contributes to overall success. If you are looking to align your technical workforce with the business strategy, request a demo and discover the potential of your team.

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The Invisible Cost of Poor Wellbeing: How to Recover the 23% of Lost Human Potential (Indeed Analysis)

admin — Wed, 25 Feb 2026 11:46:37 +0000

The Productivity Paradox: Why Aren’t Employees Reaching Their Full Potential?

In today’s corporate landscape, where efficiency is tracked down to the second, there is a silent productivity leak that escapes most management dashboards: the wellbeing deficit. A recent Indeed study, widely discussed by Unleash.ai, reveals an alarming finding: 23% of employee potential is wasted simply because people don’t feel well in their work environment. This is not about a lack of skills or willingness, but rather a structural and emotional barrier that prevents talent from operating at full capacity.

This concept of “unrealised potential” represents the tangible gap between what an employee delivers today and what they could deliver in an optimised ecosystem. In a context of hybrid work and inflationary economic pressure, where the boundaries between personal and professional life have blurred, wellbeing has shifted from being an accessory benefit (a “nice-to-have”) to becoming an operational imperative. Organisations that continue to treat mental health and emotional balance as isolated HR initiatives, rather than as business strategies, are effectively leaving nearly a quarter of their productive capacity untapped.

The Paradigm Shift

The shift required is clear: moving wellbeing from the category of “soft benefit” to that of “efficiency engine”. When an employee is in burnout or feels they don’t belong to the organisation, their cognitive capacity, creativity and resilience decline dramatically. Recovering these 23% does not necessarily require teams to work longer hours, but rather that the barriers to their performance – such as chronic stress, lack of clarity or the absence of psychological safety – be systematically removed.

Decoding the ‘Work Wellbeing 100’: The Science Behind the Numbers

Indeed’s “Work Wellbeing 100” report does not merely present feelings; it establishes an irrefutable financial correlation. The companies that top this index are not just “nice places” to work; they are financial performance machines. The data indicates that these organisations consistently outperform market indices such as the S&P 500 and the Nasdaq, demonstrating that optimised human capital is the greatest asset of a modern company.

There is, however, a dangerous gap between management’s perception and the reality on the ground. While many leaders believe their teams are thriving, anonymous survey data frequently reveals high levels of anxiety and disengagement. This disconnect is due, in part, to the lack of rigorous metrics to assess organisational climate with the same precision used to evaluate EBITDA. The impact of stress is reflected not only in absenteeism, but in the quality of the work delivered: poor decision-making, lower innovation and fractured internal communication.

Comparison: The Financial Impact of Wellbeing

Business Indicator

Companies with Low Wellbeing

Top 100 Indeed (High Wellbeing)

Stock Market Performance

Below market average

Outperforms S&P 500 and Nasdaq

Talent Retention

High turnover

Strong loyalty

Stress Levels

Chronic and unmanaged

Monitored and mitigated

Candidate Attraction

Difficult and costly

Strong employer brand

Source: Analysis based on data from Indeed’s Work Wellbeing 100 report.

When analysing Return on Assets (ROA), it becomes clear that companies prioritising employee mental health and satisfaction are able to extract more value from their existing resources. This proves that wellbeing is not a sunk cost, but an investment with a measurable return.

The 11 Dimensions of Wellbeing: Where Are Companies Falling Short?

Corporate wellbeing is often reduced to workplace fitness sessions or nutrition workshops, but Indeed’s analysis identifies 11 critical dimensions that go far beyond physical health. Among the main drivers of satisfaction and productivity are Belonging, Trust, Flexibility and Purpose. Failure in any of these areas contributes to the erosion of those 23% of potential.

Psychological Safety and Innovation

Psychological safety is the foundation of innovation. Without it, employees do not take calculated risks, do not share disruptive ideas and avoid admitting mistakes, which stalls organisational growth. In many organisations, where management culture still places excessive value on presenteeism and rigid hierarchy, creating this environment of trust is a pressing challenge. The fear of reprisals or judgement inhibits intellectual contribution, turning talented employees into mere task executors.

Energy Management vs. Time Management

Another crucial point is the shift from time management to energy management. Recovering lost potential means recognising that human energy is a renewable but finite resource. Companies frequently fail by ignoring the need for periods of genuine disconnection. Productivity does not come from being “always on”, but rather from the ability to alternate between periods of intense focus and adequate recovery. Without this management, burnout becomes inevitable, and the cost to the company is reflected in sick leave and the loss of institutional knowledge.

The Cost of Poor Wellbeing at Work

Impact on productivity and human potential

Source: Indeed / Unleash.ai

Lost Potential

23%

Due to poor wellbeing

Strategic Priority

Top 3

Job choice factors

Global Stress

44%

Employees with daily stress

Financial Impact

Superior

Performance vs S&P 500

Data based on Indeed’s Work Wellbeing 100 report and global stress benchmarks (Gallup).

GFoundry · Wellbeing & Engagement

Recover the 23% of human potential that poor wellbeing is quietly draining from your teams.

GFoundry turns wellbeing into a measurable productivity lever: real-time pulse surveys and sentiment, peer-to-peer recognition, and predictive attrition signals that help HR act before disengagement becomes lost output, turnover, or burnout.

From Diagnosis to Action: Technology as a Catalyst for Wellbeing

To operationalise the improvement of wellbeing and recover lost productivity, organisations must abandon analogue and reactive methods. HR technology (HR Tech) today plays a fundamental role in monitoring and promoting organisational health. Modern platforms make it possible to replace static annual surveys – which offer an “autopsy” of the previous year – with frequent pulse surveys that measure the organisation’s pulse in real time.

Gamification emerges here as a powerful tool, not to trivialise work, but to encourage positive behaviours and reinforce the sense of belonging. By turning wellbeing and learning goals into interactive missions, companies can increase engagement and reduce the sense of isolation, especially in remote teams. In addition, systems that facilitate continuous and transparent feedback help build trust in leadership, one of the pillars identified by Indeed as essential to unlocking human potential.

The Evolution of Wellbeing Strategy

Traditional Approach (Reactive)

Fruit in the office and gym discounts.
One-off stress management workshops.
Annual climate surveys (outdated data).
Focus on remediating burnout.
Sporadic, top-down recognition.

Integrated Approach (Proactive)

Gamification of healthy habits and connections.
Continuous feedback and a culture of active listening.
Pulse surveys with real-time data analysis.
Prevention based on predictive analytics.
Peer-to-peer recognition culture (360º).

Technology makes it possible to scale the personalisation of the employee experience.

Personalisation is the final key. With data support, it is possible to offer development and support pathways tailored to the individual needs of each employee, ensuring that the investment in wellbeing has a real impact on people’s lives and on the company’s results.

The Role of Leadership in Recovering Potential

No wellbeing strategy survives poor leadership. The direct manager is the main architect of the day-to-day work environment and has a disproportionate impact on the mental health of their team. To recover the 23% of lost potential, it is imperative that organisations invest in empowering their leaders, equipping them with the soft skills and empathy to identify early signs of distress before they escalate into breaking points.

Leaders who do not look after the wellbeing of their teams are, in practice, managing depreciated assets.

Aligning expectations is fundamental. Workplace anxiety frequently stems from a lack of clarity about what is expected. Setting SMART objectives (Specific, Measurable, Achievable, Relevant and Time-bound) and communicating them transparently reduces cognitive uncertainty and increases the sense of accomplishment. Furthermore, leaders must model the behaviours they want to see: if a director sends emails at 11pm, they are implicitly telling the team that there is no right to switch off, undermining any official wellbeing policy.

Conclusion: Wellbeing as a Sustainable Competitive Advantage

Recovering the 23% of unrealised human potential is more than an ethical imperative; it is one of the smartest financial strategies a company can adopt over the next decade. As ESG (Environmental, Social, and Governance) criteria gain weight in attracting investors, the “Social” component – which includes employee wellbeing – is under growing scrutiny. Companies that ignore this data will face not only a productivity crisis, but a severe inability to attract the talent needed to innovate.

The future of work belongs to organisations that manage to integrate mental health and emotional balance at the heart of their business strategy, using technology to humanise relationships rather than to mechanise them. The cost of inaction is far too high to be ignored.

Turning Intention into Real Impact

To close the gap between latent potential and actual performance, it is necessary to go beyond diagnosis and implement tools that act daily on the employee experience. Recovering this potential requires systems that turn organisational climate into actionable data and foster a culture of continuous engagement.

In practice, GFoundry makes it possible to operationalise this transformation by linking wellbeing to performance and recognition. Organisations such as José de Mello Saúde use the platform to value individual contributions through innovation, creating a sense of purpose that fights stagnation. In parallel, Cork Supply relies on integrated talent management that places happiness and development at the centre of its strategy, proving that teams that are cared for are more productive teams. With pulse survey, gamification and continuous feedback modules, GFoundry provides the structure needed to recover lost potential. If you are looking to raise your team’s engagement levels, request a demo and discover how we can help.

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The Remote Work Paradox: More Motivation and Autonomy… but 86% of Employees Report Burnout

Martin Rocha — Wed, 02 Jul 2025 11:26:26 +0000

How Remote Work is Rewriting the Rules of People Management

In the complex ecosystem of post-pandemic work, companies face one of the greatest talent management challenges of our generation: balancing flexibility and well-being. On one hand, satisfaction levels remain high — studies reveal that remote work has a positive impact on employee motivation and perceived autonomy.

However, this newfound freedom is often shadowed by a silent and devastating crisis: invasive online monitoring. This practice contributes directly to a 13% increase in feelings of burnout and extended work hours. The promise of autonomy clashes with the reality of surveillance, where 23% of employees feel perpetually observed and another 18% report increased stress and anxiety.

This is the new talent paradox of 2025: a model that offers flexibility on the surface but often creates an underlying culture of distrust and pressure, demanding an unsustainable toll on employee mental health.

The Origin of the Paradox: When “Trust” Becomes Surveillance

The desire for productivity is not the problem. The issue lies in an environment where attempts to ensure performance lead to self-exploitation and anxiety, driven by specific management practices. The main factors fueling this crisis are now quantifiable:

Micromanagement and Performativity: Instead of fostering autonomy, online monitoring leads 31% of employees to feel the weight of micromanagement. This creates a culture of “performativity”, where 17% feel pressured to appear constantly active online, shifting the focus from the value of their work to simple online visibility.
Erosion of Trust and Privacy: A sense of constant surveillance deteriorates the psychological safety of the work environment. Fifteen percent of employees see the monitoring of their online activity as an overreach into their personal privacy, eroding the fundamental trust between them and their employers.
Deterioration of Well-being: The pressure to be always “on” has tangible consequences for health. Sixteen percent of employees report a decrease in the frequency and quality of their breaks, a direct path to exhaustion and a decline in both mental and physical well-being. This culminates in a direct increase in burnout, proving that productivity gained through surveillance is often a short-term illusion with long-term costs.

The Screen Paradox: How the Flexibility of Remote Work Became a Burnout Trap

The shift to remote work, accelerated by the pandemic, has moved from being a temporary measure to becoming a cornerstone of the modern professional ecosystem. The promise was clear: more flexibility, autonomy, and a better work-life balance. However, the data paints a much more complex and alarming picture. Flexibility, cited by 67% of workers as the main advantage of this model, has brought with it a silent burnout crisis, with an astonishing 86% of full-time remote workers reporting feeling burned out.

The Anatomy of Remote Burnout

At the heart of the problem lies the blurring of boundaries between the workspace and the home. The difficulty in “switching off” is the main concern for 40% of remote professionals, a reality confirmed by the fact that

81% admit to checking work emails outside of working hours. This “always-on” culture is not just a perception—it’s a deeply rooted habit: only 30% are able to fully avoid working on weekends.

Adding to this inability to disconnect is the intense pressure to be constantly available, felt by 67% of these workers. The result is a de facto extension of the workday, with 55% saying their working hours have become longer since transitioning to remote work. This scenario is made worse by a glaring lack of institutional support, with 51% feeling that their employer does not provide the necessary support to deal with burnout.

The Human Impact: Beyond the Professional

The consequences of this ongoing pressure are deep and far-reaching. Workplace stress doesn’t remain behind the screen; it invades mental health and personal life. A staggering majority of

76% of respondents acknowledge that work-related stress negatively impacts their mental health, potentially leading to depression and anxiety. Work quality is another casualty, with 91% of employees stating that uncontrolled stress and frustration harm their performance.

The impact extends beyond the professional realm, with 83% admitting that burnout can negatively affect their personal relationships. A vicious cycle is created, where the lack of boundaries at work harms personal life, and the absence of a personal refuge makes it impossible to recover from work stress.

A Call to Action for Leadership

Despite this scenario, it would be simplistic to demonize remote work—especially when flexibility, the lack of commuting, and the freedom to live anywhere are such valued benefits. The problem doesn’t lie in the model itself, but in its implementation without a support structure and a culture of well-being.

Burnout is not an individual failure; it’s an organizational symptom. Leaders have the responsibility to redefine expectations, actively promote the right to disconnect, and provide their teams with the emotional and practical support they need. Ignoring these signs is not just neglecting the well-being of teams—it’s compromising the sustainability, innovation, and success of the business itself. Source

Recommended Strategies for HR and Leadership: From Crisis to Opportunity with GFoundry

To navigate this challenge, HR teams and leadership must be intentional and proactive. It’s essential to build an ecosystem where well-being is not an add-on, but the foundation of high performance. Employee experience management platforms like GFoundry are essential for effectively implementing these strategies.

1. Measure to Manage: Identify Risk Signals

If 76% of your employees could be at risk, the first step is to know who they are and why. Waiting for the problem to become visible is waiting too long.

Practical example with GFoundry: Use the Pulse Surveys & Feedback module to launch quick, anonymous pulse surveys. Ask direct questions about workload, stress levels, and work-life balance. GFoundry’s analytical dashboards allow you to identify concerning trends by team or department, giving managers the insights they need to act before it’s too late.

2. Clarify Purpose and Goals to Reduce Anxiety

Lack of clarity on priorities is a major source of stress. Engaged employees want to know their efforts are being directed toward what truly matters.

Practical example with GFoundry: Implement the OKRs (Objectives and Key Results) methodology on the platform. GFoundry makes company, team, and individual objectives transparent to everyone. This not only aligns efforts, but also gives employees the autonomy and confidence that they are working on the right priorities, reducing “busy work” anxiety.

3. Build Bridges Against Isolation

Human connection is the most powerful antidote to burnout. It’s essential to foster a culture of recognition and camaraderie — even remotely.

Practical example with GFoundry: Energize your culture with the Communication and Recognition modules. Create a social wall to celebrate wins (big and small), and use peer-to-peer recognition programs where colleagues award each other with badges and points. Seeing their work publicly appreciated reinforces belonging and combats disconnection.

4. Invest in the Future to Retain Talent

If lack of career prospects affects engagement, showing a clear growth path is essential for retention.

Practical example with GFoundry: Use the Learning module to create personalized and accessible development plans. With micro-learning paths and gamification elements, training becomes more engaging. By linking course completion to career progression and performance evaluations on the platform, the company shows a real commitment to its employees’ future.

A New Trust Contract

The statistics don’t lie. Keeping most employees engaged is an impressive feat, but it’s a house of cards if 69% are running on empty. The 2025 talent paradox calls for a new kind of leadership — one that is empathetic, data-driven, and focused on human sustainability.

By using integrated tools like GFoundry, organizations can turn data into action. They can build a culture where engagement and well-being are not opposing forces, but two sides of the same coin — creating an environment where talent not only survives but thrives.

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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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Know more about GFoundry’s Talent Management Solutions here.

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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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Impactful Learning Journeys for Employees

Martin Rocha — Tue, 19 Nov 2024 18:22:23 +0000

In this episode, we explore the world of impactful learning journeys and how they can transform employee development. Discover the key elements of a successful learning journey, from needs analysis and content curation to gamification and continuous monitoring.

We’ll discuss practical strategies for creating engaging and effective eLearning experiences that cater to individual learning styles and drive tangible business outcomes.

We’ll also examine real-world examples of learning journey maps for different job functions, providing you with a roadmap for implementing these strategies in your own organisation.

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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.

The post The Compensation Equation: Attracting and Retaining Top Talent appeared first on GFoundry.

How to create Impactful Learning Journeys for Employees?

Gabriel Costa — Tue, 20 Aug 2024 14:12:37 +0000

How do I start a learning journey?

1. Strong and valuable content

The foundation of any Learning Journey for an employee is having access to knowledge that complements and enriches everything they already know. If this is not the case, the employee will quickly lose interest with the content they have available, not retaining any added value.

In addition to powerful content, this must also be adapted to each person. One of the bases of Performance Evaluation in a company is the ability to understand not only the competencies of the organisation and its teams, but also to understand what knowledge weaknesses may exist. Therefore, it is important to evaluate the training needs of each employee, each team or even the organisation as a whole.

It is therefore essential that these journeys are personalised to the needs of each individual, ensuring that all weaknesses are covered appropriately.

At GFoundry, besides being able to customize the Learning Journey of the employees, you can also have access to curated content made available by us in several areas, from Health and Wellness, through essential Soft Skills such as Time Management and Resilience, as well as content of General Culture. These contents are made available free of charge to all our clients and can be made available to their teams at any time.

2. Integrating content from different sources

Over the years, the training content is no longer centralized in a physical space, such as a training room, but spread across multiple locations on the internet, accessible in different ways.

One of the biggest challenges in managing people and, more specifically, in managing your training is the agility to aggregate content from various sources that are important for your teams.

Since content is scattered across multiple platforms, it can be confusing for anyone to have to navigate through multiple links until they get to the end of a Training plan.

In addition to all the content that you can add directly on the platform, with GFoundry you can create Learning Journeys that include not only these added contents, but also external sources such as Google Academy, Coursera, Udemy, Youtube, Vimeo, Slideshare, Sharepoint among many others. GFoundry can act as a top layer that encompasses everything that is part of each employee’s Journey, making their experience much more fluid and simple to fulfill.

3. Monitor and Certify!

A very important part of creating a Learning Journey is to understand how effective it is in transmitting knowledge. Therefore, it is essential to be able to define metrics to better understand what has been the performance of employees in the training, how many hours they spent and even what has been their feedback regarding the contents.

Moreover, at the end of a Learning Journey, it is crucial to be able to certify all the people that have successfully completed all their training, representing an official recognition of their knowledge acquisition and their effort during the process.

With the GFoundry platform, all this is possible in a simple and dynamic way. Firstly, you can monitor crucial information about people’s training through reports available both in dashboards and xlsx files.

In addition, you can also certify all employees who complete your Learning Journeys, adding relevant information to these certificates, such as their name, the date on which the training ended, the hours used and even their final score. These certificates are available in each employee’s profile and they can be shared on their LinkedIn profile.

4. Communication Plan

For any area of an organisation, internal communication is one of the key pillars to get a specific message across to people effectively. Therefore, with regard to Training Plans, it is also important to be able to communicate succinctly and clearly to everyone that it is important to use the tools available to improve their skills and knowledge.

GFoundry is a fundamental piece for the internal communication of any organisation. Firstly, the fact that it is a digital solution allows all employees to have access to a mobile application where they can be in direct contact with your company. This direct contact is not only related to their work goals and linked to their functions, but also has other very important aspects.

On the platform’s homepage, employees have access to a news area, where the company can share important messages, but they can also use push notifications to pass a shorter and more direct message to everyone or to a specific group of people.

Know more here.

5. Have a good platform!

With technological evolution, and the inevitable digitalisation of Human Resources, employees should have access to tools that allow them to access your company’s content in a simple, agile and impactful way for their performance.

For this reason, GFoundry is an ideal partner to implement a project to create Learning Journeys for your employees, whether they are seniors or people who have just joined the organisation.

GFoundry works as a multi-platform solution (Web, Android and iOS), which supports all the actions directly related to Talent Management in an organisation, from attracting and recruiting people, through their integration and development to their departure, providing a rich experience in impactful moments for their performance.

Finally, through a Gamification Engine, which allows you to create game and reward dynamics through multiple user actions and achievements, you can make these paths much more interactive and interesting for any employee, directly impacting their results and, consequently, those of your organisation.

Employee Learning Journey Map examples by Job Function

Function	Steps in the Learning Journey
Human Resources Management	1. Participate in a course on labor law (Training Module). 2. Complete a form for organizational climate assessment (Surveys Module). 3. Create an individual development plan (Career Management Module). 4. Attend a session on diversity and inclusion (Training Module). 5. Set talent retention goals (Goals Module). 6. Conduct a well-being survey (Engagement Thermometer Module). 7. Participate in an onboarding meeting (Tasks Module). 8. Set up an exit interview checklist (Tasks Module). 9. Provide feedback on inclusion practices (Feedback Module). 10. Compete in a gamified challenge on conflict management (Competitions Module).
Finance and Accounting	1. Participate in a course on IFRS standards (Training Module). 2. Complete an internal audit checklist (Tasks Module). 3. Analyze financial reports (Goals Module). 4. Attend a session on taxation (Training Module). 5. Participate in a budget planning meeting (Tasks Module). 6. Conduct a survey on financial practices (Surveys Module). 7. Set cash flow optimization goals (Goals Module). 8. Participate in a financial analysis competition (Competitions Module). 9. Provide feedback on the audit process (Feedback Module). 10. Perform a comparative analysis of financial performance (Comparisons Module).
Operations	1. Participate in a course on Lean methodologies (Training Module). 2. Create a checklist for process optimization (Tasks Module). 3. Analyze operational performance indicators (Goals Module). 4. Attend a session on supply chain management (Training Module). 5. Set continuous improvement goals (Goals Module). 6. Conduct an operational efficiency survey (Surveys Module). 7. Participate in an operations innovation workshop (Innovation Module). 8. Compete in a productivity efficiency competition (Competitions Module). 9. Provide feedback on new processes implemented (Feedback Module). 10. Perform a comparative analysis of operational KPIs (Comparisons Module).
Sales and Marketing	1. Participate in a course on sales techniques (Training Module). 2. Complete a checklist for marketing campaigns (Tasks Module). 3. Set quarterly sales goals (Goals Module). 4. Attend a session on consumer behavior (Training Module). 5. Analyze campaign performance metrics (Goals Module). 6. Conduct a customer satisfaction survey (Surveys Module). 7. Participate in a product innovation brainstorming session (Innovation Module). 8. Compete in a sales simulation (Competitions Module). 9. Provide feedback on marketing campaign effectiveness (Feedback Module). 10. Compare campaign performance with industry benchmarks (Comparisons Module).
Information Technology	1. Participate in a course on cybersecurity (Training Module). 2. Create an incident management checklist (Tasks Module). 3. Set system uptime goals (Goals Module). 4. Attend a session on emerging technologies (Training Module). 5. Analyze IT performance metrics (Goals Module). 6. Conduct an internal user satisfaction survey (Surveys Module). 7. Participate in an IT innovation session (Innovation Module). 8. Compete in a technical problem-solving challenge (Competitions Module). 9. Provide feedback on the effectiveness of IT solutions (Feedback Module). 10. Perform a comparative analysis of infrastructure performance (Comparisons Module).
Project Management	1. Participate in a course on agile methodologies (Training Module). 2. Create a project initiation checklist (Tasks Module). 3. Set project delivery goals (Goals Module). 4. Attend a session on risk management in projects (Training Module). 5. Analyze success metrics from previous projects (Goals Module). 6. Conduct a stakeholder satisfaction survey (Surveys Module). 7. Participate in a project management innovation session (Innovation Module). 8. Compete in a crisis management simulation (Competitions Module). 9. Provide feedback on project execution (Feedback Module). 10. Perform a comparative analysis of project management methodologies (Comparisons Module).
Product Development/Innovation	1. Participate in a course on design thinking (Training Module). 2. Create a checklist for new product development (Tasks Module). 3. Set product innovation goals (Goals Module). 4. Attend a session on research and development (Training Module). 5. Analyze success metrics from past innovations (Goals Module). 6. Conduct a survey on new product acceptance (Surveys Module). 7. Participate in a new product ideation session (Innovation Module). 8. Compete in an innovation marathon (Competitions Module). 9. Provide feedback on the product development process (Feedback Module). 10. Perform a comparative analysis of sector innovation (Comparisons Module).
Customer Support	1. Participate in a course on customer service (Training Module). 2. Create a checklist for ticket resolution (Tasks Module). 3. Set customer satisfaction goals (Goals Module). 4. Attend a session on complaint management (Training Module). 5. Analyze response time metrics (Goals Module). 6. Conduct a customer satisfaction survey (Surveys Module). 7. Participate in a customer service innovation session (Innovation Module). 8. Compete in a customer service simulation (Competitions Module). 9. Provide feedback on customer support efficiency (Feedback Module). 10. Perform a comparative analysis of support performance (Comparisons Module).
Risk Management and Compliance	1. Participate in a course on compliance and regulations (Training Module). 2. Create a compliance audit checklist (Tasks Module). 3. Set risk mitigation goals (Goals Module). 4. Attend a session on corporate risk management (Training Module). 5. Analyze compliance metrics (Goals Module). 6. Conduct a risk assessment survey (Surveys Module). 7. Participate in a risk management innovation session (Innovation Module). 8. Compete in a compliance challenge (Competitions Module). 9. Provide feedback on the compliance program (Feedback Module). 10. Perform a comparative analysis of industry risks (Comparisons Module).
Legal	1. Participate in a course on applicable legislation (Training Module). 2. Create a checklist for contract review (Tasks Module). 3. Set legal compliance goals (Goals Module). 4. Attend a session on ethics and compliance (Training Module). 5. Analyze litigation metrics (Goals Module). 6. Conduct a legal risk assessment survey (Surveys Module). 7. Participate in a legal practices innovation session (Innovation Module). 8. Compete in a legal case simulation (Competitions Module). 9. Provide feedback on internal legal procedures (Feedback Module). 10. Perform a comparative analysis of legal compliance (Comparisons Module).

10 Reasons why a simple e-learning software might not provide a good experience for a modern and impactful learning journey:

Lack of Personalization: Modern learners often expect content that caters to their individual needs and learning styles. A basic e-learning platform may offer one-size-fits-all content, which doesn’t address the diverse needs of learners.
Limited Engagement Tools: Simple e-learning software might lack interactive tools, gamification, and multimedia elements that can make learning more engaging and fun.
No Collaboration Features: Modern learning often emphasizes collaboration and group activities. Without features like discussion boards, group projects, or peer reviews, learners might miss out on valuable collaborative experiences.
Inflexible Content Delivery: Today’s learners might prefer a mix of formats, from videos to podcasts to interactive simulations. Basic software might only offer text-based modules.
Absence of Real-time Feedback: Immediate feedback can be crucial in the learning process. If the platform only provides end-of-module tests without real-time responses, it might hinder the learning experience.
Lack of Integration with Other Tools: Modern learning often requires integration with other software, like video conferencing tools, project management apps, or external resources. A simplistic platform might not support these integrations.
No Adaptive Learning: Adaptive learning adjusts content based on the learner’s performance and needs. Basic e-learning platforms might not have this capability, making the learning experience static and linear.
Updates and Scalability: Simple e-learning platforms might not be easily scalable or updatable, making it hard to adapt to new educational methodologies or accommodate growing numbers of learners.
Limited Analytics and Reporting: Comprehensive data on learner performance and course engagement is vital for continuous improvement. Basic platforms might offer only rudimentary tracking, lacking in-depth insights.
Mobile Learning Constraints: With the rise of mobile learning, it’s essential that platforms are mobile-friendly or have dedicated apps. Simple software might not cater to this, limiting access for learners on the go.

FAQS

What makes GFoundry different from other traditional e-Learning tools?

Above all, what distinguishes GFoundry from other e-Learning tools is the final experience achieved with the dynamics that can be created with the different micro-learning formats and with the use of Gamification dynamics, which introduce much higher interactivity that leads – in the majority of cases – to much higher results in an organisation.

Moreover, we believe that a learning journey does not have to consist only of training moments, with presentation of contents in different formats, but also be enriched with feedback stages, interaction between peers, moments of knowledge assessment, definition of individual development plans, among others.

What kind of content can I insert in GFoundry?

The GFoundry platform allows the insertion of quizzes in 4 different game modes – including the battle mode, in which the users play against each other, PDF documents, Videos, Podcasts and HTML Content.

The GFoundry platform also allows the integration and incorporation of content from other platforms or even a more integrated management of actions from other LMS. Click here to learn more.

Who can create training content?

Training content can be easily created by the client manually or using our AI assistant (Gi) or created with the help of the Partner associated with the project, being responsible for content creation and all the management of strategic consulting dynamics, monitoring, among other tasks. Click here to learn more about our Partners.

Is there any content already made, ready to use?

Yes, the client has access – 100% free of charge – to a series of contents curated by GFoundry, in various areas of knowledge, such as: Communication, Time Management, Empathy, Feedback, Design Thinking, Creativity and Innovation, Management, Collaboration, Marketing and Sales, Health and Well-being, Resilience, Productivity, Data Protection – among many other examples. Read more here: GFoundry Curated Content applied to Learning and Development

How much does it cost to produce content for GFoundry?

The cost will depend on the complexity and volume of content to be created, but on average, the costs involved are much lower than the ones for a traditional e-Learning platform. If the client uses our AI assistant (Gi), content production is completely free, fast and agile.

Can Individual Development Plans (IDPs) be managed with this solution?

Of course. Identifying learning needs (collective and individual) and managing them is a fundamental process in the development of people in an organisation. Normally this information is obtained at moments of assessment and feedback and is then managed in a

Who can help us think about and implement such a system?

Consulting services and implementation of a GFoundry project are included in any project and are fundamental for its success.

The maturity and experience that GFoundry has achieved throughout its existence means that we position ourselves in the market with an indirect business model, always associated with a Partner in the construction of the solutions we present.

GFoundry realized that it cannot be alone when it comes to strategy, assessment, consulting, gamification design and monitoring of our customers.

For this reason, we always associate a Partner to each project we start with a client, chosen for their expertise in the area to be developed, with a package of hours already included in the annual licence fee. Click here to know more about our Partners.

What is Gi and how does it enhance the GFoundry platform?

Gi is GFoundry’s AI assistant designed to help clients create high-quality training content. With Gi, users can generate customized learning materials using AI, making the content creation process more efficient and tailored to the specific needs of their organization.

Can Gi integrate with existing content?

Yes, Gi can seamlessly integrate with existing content on the GFoundry platform, allowing for an enriched learning experience that combines AI-generated materials with pre-existing resources.

What types of learning content can Gi create?

Gi can create a variety of learning content, including quizzes, interactive modules, video scripts, and more. This flexibility ensures that the training materials are engaging and effective for learners.

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Transforming Onboarding into an Unforgettable Experience

Gabriel Costa — Tue, 11 Jun 2024 09:45:27 +0000

Unforgettable Onboarding Experience Transformation

In this article, we will provide you with some examples and ideas to make your employee onboarding more impactful.

Onboarding is the first real contact a new employee has with the company’s culture and work environment, and it is crucial for their engagement and retention.

A positive onboarding experience is essential for setting the ‘tone’ of an employee’s journey within your organization. How can we make this process memorable, engaging, and effective?

The answer lies in GFoundry, an innovative digital engagement platform.

Create impactful onboarding journeys for your employees

The process: Simple, powerful, and fun!

GFoundry has developed an amazing feature that you can use with various modules to meet your onboarding and engagement needs: Digital Journeys.

A journey is a structured path with a strong visual framework that can have one or more stages to be completed. Each of these stages can be created with one or more modules from the GFoundry platform.

Create impactful Onboarding Journeys for your employees

Example	Description of Onboarding Journey
Example 1	Participation in a virtual welcome session via the Events Module. Complete a course on “Organizational Culture” through the Learning Module. Take an interactive quiz on company security policies using the Learning Module. Fill out a personal information form for HR using the Forms Module. Create a 30-day integration plan with the manager using the Goals Module. Meet with a designated mentor to discuss first steps in the company using the Communities Module.
Example 2	Watch an introductory video of company teams and departments via the Learning Module. Complete a quiz on the company’s main products/services using the Learning Module. Submit tax and banking documents through the Forms Module. Participate in an interactive session on remote work best practices using the Events Module. Set KPIs to achieve in the first 3 months with the manager using the Goals Module. Provide initial feedback on the onboarding process using the Feedback Module.
Example 3	Participate in an integration meeting with the team via the Events Module. Watch tutorial videos on tools and software used in the company using the Learning Module. Complete a checklist of essential workstation configurations using the Tasks Module. Create a competency development plan with the manager using the Evaluation and Careers Module. Take a quiz on company values and mission through the Learning Module. Submit a report on first impressions in the company using the Forms Module.
Example 4	Attend an initial meeting with the CEO via the Events Module. Complete a course on diversity and inclusion using the Learning Module. Fill out a form for work preferences (schedule, environment) via the Forms Module. Submit a project proposal for the first 90 days using the Goals Module. Take a quiz on the organizational structure using the Learning Module. Hold a follow-up meeting after 15 days of work with the manager using the Communities Module.
Example 5	Attend an interactive presentation on the company’s history using the Learning Module. Complete a checklist for installing essential software using the Tasks Module. Fill out a benefits configuration form using the Forms Module. Set short-term goals with the manager using the Goals Module. Complete a quiz on cybersecurity policies using the Learning Module. Participate in a networking session with other new hires using the Events Module.
Example 6	Attend an orientation session on ethics and compliance through the Learning Module. Complete a checklist to configure access to company tools using the Tasks Module. Fill out a form with professional expectations for the first year via the Forms Module. Participate in a team meeting to introduce the new employee using the Events Module. Create an individual development plan with the manager using the Evaluation and Careers Module. Submit feedback on the onboarding experience using the Feedback Module.
Example 7	Watch a welcome video from the leadership team using the Learning Module. Complete a quiz on internal conduct standards using the Learning Module. Fill out a form to request office supplies using the Forms Module. Complete a checklist to set up the remote work environment via the Tasks Module. Set performance goals for the first six months with the manager using the Goals Module. Participate in an interdepartmental welcome session using the Events Module.
Example 8	Participate in a virtual integration session with other new employees using the Events Module. Complete a course on time management and productivity through the Learning Module. Fill out a form to configure email and other tools using the Forms Module. Complete a checklist to set up the profile on internal platforms via the Tasks Module. Develop a career strategy with the manager using the Evaluation and Careers Module. Participate in a quiz on the company’s environmental practices through the Learning Module.
Example 9	Watch a video on the company’s vision and strategy using the Learning Module. Complete a quiz on the company’s value chain using the Learning Module. Submit a form to authorize access to sensitive data via the Forms Module. Create a checklist for scheduling meetings with key stakeholders using the Tasks Module. Set annual goals in collaboration with the manager using the Goals Module. Provide continuous feedback during the first month using the Feedback Module.
Example 10	Participate in an introduction to the company’s values and culture through the Learning Module. Complete a quiz on key safety standards at work using the Learning Module. Fill out a form to select flexible benefits using the Forms Module. Create a long-term development plan with the manager using the Evaluation and Careers Module. Complete a checklist to prepare for initial meetings using the Tasks Module. Participate in a Q&A session with the team using the Events Module.
Example 11	Watch a welcome video from team members via the Learning Module. Complete a quiz on the company’s main business areas using the Learning Module. Fill out a form to apply for leadership development programs via the Forms Module. Complete a checklist to adapt to the work environment using the Tasks Module. Set performance expectations with the manager using the Goals Module. Participate in a training session on effective communication using the Learning Module.

All of these journeys paths can be managed through GFoundry backoffice and all the mission’s analytics can be assessed by a set of reports that can be issued for this purpose.

Making Onboarding Interactive and Engaging

Gamification for Fun and Learning

GFoundry’s gamification engine brings a layer of fun and engagement to the often tedious process of onboarding. Through gamified activities, new hires can familiarize themselves with the company’s values, goals, and procedures in an interactive and enjoyable way. The use of badges, virtual coins, and leaderboards makes learning about the company a rewarding and motivational experience. This positive first impression helps to foster a sense of excitement and loyalty from the onset. Learn more about GFoundry’s Gamification’s Engine here.

Micro-Learning for Easy Assimilation

GFoundry’s Learn module enables micro-learning, allowing new hires to consume information in bite-sized, manageable chunks. This not only aids better understanding and retention of information but also reduces the overwhelm that can often come with the flood of information during onboarding. Learn more about GFoundry’s Learning & Development solutions here.

Socializing and Communicating

The GFoundry platform encourages networking and interaction among employees with its social and communication features. New hires can use the chat system, participate in interest groups, and receive news updates, fostering a sense of belonging from the get-go. This, in turn, makes the onboarding experience more human and less transactional.

Feedback for Continuous Improvement

Feedback is integral to improving the onboarding process. GFoundry’s Feedback module allows new hires to share their thoughts and opinions about their onboarding experience. This continuous loop of feedback can help organizations to continuously refine and optimize the onboarding process to ensure that it remains a positive experience for all new employees. Learn more here.

Navigating with Player Journey Maps

GFoundry’s Player Journey Maps guide new employees through their onboarding process. This interactive guide can represent steps, needs, goals, and expectations, making onboarding more structured and user-friendly. Read more here. Don’t forget also to check this article from Gallup: How to Use Onboarding to Create Brand Champions

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Unveiling a New Era of Employee Engagement with GFoundry: Discover Our Latest Video!

Gabriel Costa — Fri, 24 Nov 2023 10:01:48 +0000

Unveiling a New Era of Employee Engagement with GFoundry: Discover Our Latest Video!

We’re excited to present our latest video, a captivating journey into the heart of what makes GFoundry a game-changer in the world of employee engagement and talent management.

A New Perspective on Employee Empowerment

In this brief yet impactful video, we invite you to envision a world where every member of your organization isn’t just an employee, but a driving force of innovation and success. It’s a world where motivation, engagement, and unity go beyond the mere allure of a paycheck.

More Than Just a Talent Management Platform

GFoundry is portrayed not just as another talent management tool, but as a revolutionary approach to engaging the most valuable asset of any company – its people. The video emphasizes that attracting and retaining talent in today’s fast-paced environment is a mission critical to any organization’s success.

The Essence of a Company

The core message revolves around the belief that the true essence of a company lies in its people. Happy employees lead to a thriving organization, one that outperforms, outlasts, and outshines its competition. GFoundry’s platform is shown as a vital tool in measuring and nurturing this happiness and well-being.

A Journey of Continuous Improvement

The video introduces gamification not just as a points system but as a transformative journey. It highlights how GFoundry recognizes milestones, celebrates achievements, and fosters a culture of continuous improvement.

Integrating Technology and Human Psychology

With a focus on cutting-edge technology and a deep understanding of human psychology, GFoundry is depicted as more than software. It’s about creating experiences, tackling real business challenges, and empowering people to succeed every day.

Join the Journey

We invite you to be a part of this transformative journey. With GFoundry, the future of your company starts with the happiness of your people. Transform your organization, one happy employee at a time.

Watch our video now and step into the future of employee engagement with GFoundry!

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How to Engage Employees in a Digital and Real-World Ecosystem

Martin Rocha — Sun, 19 Nov 2023 12:40:35 +0000

Introduction to Modern Employee Motivation

Understanding and implementing effective employee motivation strategies has become paramount. The traditional one-size-fits-all approach to motivation is being replaced by more dynamic, personalized methods. This shift is driven by a diverse workforce with varying needs, expectations, and values.

Evolving Landscape of Employee Motivation

Modern employee motivation transcends beyond mere financial incentives. Today’s workforce seeks purpose, recognition, and opportunities for growth, both professionally and personally. Companies are now exploring a range of strategies, from flexible work arrangements to continuous learning opportunities, to keep their employees engaged and motivated.

Recent trends show a significant emphasis on work-life balance, employee wellness, and corporate social responsibility, factors that greatly influence an individual’s motivation and job satisfaction. Integrating these elements into the workplace has shown to enhance productivity and retention.

The Need for Innovative Approaches

In the current corporate environment, staying ahead means adapting to change. The rise of remote work, digital transformation, and the need for agile responses to market changes require a rethinking of motivation strategies. Innovative approaches, especially those leveraging digital tools and real-world interactions, are becoming essential.

Adopting hybrid motivational dynamics, which combine the digital engagement with tangible real-world benefits, is proving to be a successful strategy. Such approaches not only address diverse employee needs but also foster a culture of continuous engagement and alignment with organizational goals.

As we navigate through these changing times, the need for innovative, flexible, and diverse motivational strategies is more critical than ever. Companies that understand and implement these dynamics are poised to build a more engaged, productive, and satisfied workforce.

The Hybrid Approach: Blending Digital and Real-World Dynamics

Defining Hybrid Motivational Dynamics

Hybrid motivational dynamics represent a groundbreaking approach. This concept marries digital engagement tools, such as online recognition and virtual rewards, with traditional, tangible incentives like physical prizes or real-world experiences.

By integrating digital and physical elements, these dynamics create a multifaceted environment that resonates with a diverse workforce, catering to different preferences and enhancing overall employee engagement.

Benefits of Combining Digital and Physical Motivational Strategies

The synergy between digital and real-world motivational strategies offers numerous benefits:

Enhanced Engagement: Combining virtual achievements with physical rewards leads to higher levels of employee engagement. It taps into both the immediate gratification of digital recognition and the lasting satisfaction of tangible rewards.
Increased Flexibility: This approach allows employees to choose rewards that best suit their needs, whether it’s virtual points redeemable in an online marketplace or physical items and experiences.
Better Accessibility: Digital tools provide immediate and universal access to recognition and rewards, ensuring all employees, regardless of location or role, can participate and feel valued.
Personalized Experience: Hybrid dynamics allow for personalized engagement strategies. Employees can be motivated through means that resonate best with them, whether it’s through gamified digital experiences or physical rewards.

For instance, a tech company could issue digital badges for completing online training modules, which can be exchanged for extra vacation days or tickets to local events. Such initiatives demonstrate the power of hybrid motivation in fostering a vibrant and effective workplace culture.

Integrating Hybrid Dynamics in Your Organization

Steps to Implement Hybrid Motivational Strategies

Implementing hybrid motivational strategies involves a careful blend of digital and real-world elements to create a cohesive and engaging experience for employees. Here’s how to get started:

Assess Organizational Needs: Understand your workforce’s preferences and motivations. Conduct surveys or focus groups to gather insights.
Set Clear Objectives: Define what you want to achieve with hybrid motivational strategies. It could be increased engagement, better performance, or improved well-being.
Choose Appropriate Tools: Select digital tools like GFoundry that align with your objectives. Ensure these tools offer features like digital vouchers and badges.
Design Engaging Activities: Create activities that blend digital and real-world elements. For example, online training modules followed by in-person workshops.
Implement and Communicate: Roll out the strategy to your team. Clearly communicate the benefits and how employees can participate.
Monitor and Adapt: Regularly review the effectiveness of your strategies and be ready to adapt based on feedback and changing needs.

Best Practices for Utilizing GFoundry’s Features Effectively

To maximize the impact of GFoundry’s features in your hybrid motivational strategies, consider these best practices:

Align Badges with Company Goals: Design badge systems that reflect and reinforce your organizational values and objectives.
Offer Diverse Rewards: Use the Marketplace Module to offer a variety of rewards, catering to different preferences among your employees.
Promote Fairness and Transparency: Ensure that earning digital vouchers and badges is based on clear and achievable criteria.
Encourage Team Collaboration: Use GFoundry’s features to foster team challenges and collaborative projects that blend digital and in-person interactions.
Integrate with Existing Systems: Seamlessly integrate GFoundry with your existing HR systems for a unified employee experience.
Collect Feedback: Regularly gather employee feedback on the gamification experience to continuously improve and tailor your strategies.

Conclusion: The Future of Employee Motivation

Summarizing the Importance of Hybrid Dynamics

The integration of hybrid dynamics in employee motivation, blending digital tools like GFoundry’s digital vouchers and badges with real-world applications, marks a significant evolution in how companies engage with their workforce.

These innovative strategies cater to the diverse needs of a modern workforce, bridging the gap between digital interaction and tangible recognition.

This approach not only amplifies motivation but also fosters a more inclusive and adaptable work environment.

By leveraging these dynamic tools, companies are positioned to create a more engaging, productive, and satisfying workplace experience for their employees.

The Potential Impact on Employee Engagement and Well-being

The implementation of hybrid motivational strategies holds tremendous potential for enhancing employee engagement and overall well-being.

By acknowledging and rewarding achievements through both digital and physical realms, employees feel more valued and connected to their organization.

This multifaceted approach can lead to increased job satisfaction, lower turnover rates, and a more positive company culture.

Furthermore, the personalized nature of these rewards, through the choice in the marketplace module and the significance of badges, ensures that each employee’s unique contributions are recognized and celebrated.

Looking ahead, these hybrid dynamics are not just trends but foundational elements for the future of employee motivation, shaping how organizations inspire and retain their talent in an ever-evolving workplace landscape.

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The Metrics and Emotions: Analyzing Pulse Surveys’ Dual Power

Gabriel Costa — Tue, 22 Aug 2023 11:31:40 +0000

Introduction

Employee feedback is the backbone of an effective and dynamic organization. In today’s rapidly changing business environment, the traditional annual or bi-annual surveys no longer suffice.

Enter the era of pulse surveys, a modern approach to gauging employee sentiment and organizational health.

In this guide, we will delve deep into the dual power of pulse surveys: the quantitative metrics and the qualitative emotions.

What Are Pulse Surveys?

Pulse surveys are short, periodic questionnaires designed to quickly capture employee feedback. Unlike their traditional counterparts, these surveys are frequent, concise, and aimed at addressing immediate concerns. Let’s break down their characteristics and understand their growing importance.

Definition and Characteristics

A pulse survey is typically a set of brief questions that employers send out at regular intervals to employees. The aim is to “take the pulse” or gauge the mood and engagement levels of the workforce. These surveys can range from weekly check-ins to quarterly feedback forms. Their brevity makes them easy for employees to complete, ensuring higher response rates and more accurate data.

Distinguishing Pulse Surveys from Traditional Surveys

While both pulse and traditional surveys aim to gather employee feedback, their approach and frequency differ. Here’s a quick comparison:

Criteria	Pulse Surveys	Traditional Surveys
Frequency	Weekly/Monthly/Quarterly	Annually/Bi-Annually
Length	Short (5-15 questions)	Long (50+ questions)
Focus	Immediate Concerns	General Feedback
Response Rate	Higher	Lower due to length

Given the immediate nature of pulse surveys, they offer actionable insights for managers and leaders. For instance, if an issue arises in a particular department, a quick pulse survey can help understand its depth and suggest immediate corrective measures.

The Quantitative Power: Metrics in Play

Modern organizations harness the power of data-driven decision-making. Pulse surveys, with their quantitative prowess, have become invaluable tools in this endeavor. By understanding the metrics and numbers these surveys yield, we can extract tangible insights to shape the future of our organizations.

The Science of Numbers

Data has been aptly termed as the ‘new oil.’ However, without refinement, this oil cannot fuel decision-making processes. Pulse surveys act as a refinery in this analogy, transforming raw data into actionable insights.

The kind of data pulse surveys yield: Pulse surveys primarily produce quantitative data in the form of scaled responses, ranking preferences, and multiple-choice answers. This structured data allows for easier analysis and clear benchmarking against previous results or industry standards.
Importance of regular intervals in data collection: Consistency in data collection is key. By gathering data at regular intervals, organizations can detect anomalies, shifts in sentiment, and incremental changes that might be overlooked in less frequent, broader surveys. The Gallup research underscores this, suggesting that real-time metrics lead to real-world improvements.

Measuring Employee Engagement

Engaged employees are the bedrock of a thriving organization. Pulse surveys, with their specific metrics, provide a magnifying lens to understand this engagement at a granular level.

Key metrics used in pulse surveys: Common metrics include job satisfaction, alignment with company values, and likelihood to recommend the organization to others. Another significant metric is the Net Promoter Score (NPS) which gauges an employee’s willingness to recommend their workplace to friends or family.

Heres a list of some common Key Metrics used in pulse surveys:

Employee Engagement: Measurement of enthusiasm, motivation, and connection to the company’s goals.
Job Satisfaction: Understanding how content employees are with their current roles, responsibilities, and working conditions.
Company Alignment: Assessing whether employees understand and connect with the company’s mission, vision, and values.
Work-Life Balance: Evaluating the balance employees have between their work responsibilities and personal lives.
Team Collaboration and Communication: Measuring the effectiveness of teamwork and the communication flow within and across teams.
Manager Effectiveness: Assessing how well managers are leading, supporting, and communicating with their teams.
Career Development Opportunities: Gauging employees’ perception of opportunities for growth, learning, and career advancement within the organization.
Organizational Climate: Monitoring the overall mood, perceptions, and attitudes within the company.
Employee Well-being: Understanding the mental and physical well-being of employees, including stress levels.
Feedback and Recognition: Measuring how well employees feel their contributions are recognized and how feedback is provided.
Innovation and Creativity: Assessing the culture and environment that promotes or hinders innovation and creativity within the company.
Diversity and Inclusion: Understanding employees’ perception of diversity, equity, and inclusion within the organization.
Customer Focus: Evaluating employees’ understanding and alignment with customer needs and expectations.
Technology and Tools Satisfaction: Assessing how satisfied employees are with the tools and technology provided to complete their tasks.
Challenges and Barriers: Identifying specific challenges or barriers that might be hindering employees’ productivity or satisfaction.

How these metrics give an overview of organizational health: By collectively examining these metrics, leaders can gauge overall morale, detect departments or teams that might be struggling, and implement strategies to address specific pain points. A high job satisfaction score combined with a low alignment with company values, for instance, might indicate a misalignment between individual and organizational goals.

Tracking Over Time

The true power of pulse surveys lies not just in a singular snapshot but in the ongoing narrative they create over time.

The significance of trend analysis: Continuous data collection allows organizations to observe patterns and trends. This trend analysis can highlight persistent challenges or validate the effectiveness of implemented strategies.
Case study illustrating how metrics revealed a trend: a well-known tech company, after introducing flexible work hours, started to use pulse surveys to track job satisfaction. While initial results showed a spike, over the next three quarters, there was a consistent decline. This trend prompted a deeper investigation, revealing that while employees enjoyed flexibility, they missed the camaraderie of fixed office hours. This company then introduced bi-weekly in-office team days to address this sentiment, leading to a subsequent rise in satisfaction scores in the following quarters.

The Qualitative Power: Capturing Emotions

While numbers and metrics offer a structured understanding of an organization’s climate, it’s the qualitative insights that give life to these numbers. Pulse surveys, with their potential to capture emotions and sentiments, act as a bridge between numerical data and the human experiences behind them.

Beyond the Numbers

Understanding employee sentiment is paramount to creating an environment where people thrive. Pulse surveys, with their unique design, can dive deep into the emotional fabric of an organization.

How pulse surveys tap into employee sentiments: These surveys often include open-ended questions that invite employees to share their feelings, concerns, and ideas. Unlike structured queries, these responses reveal sentiments, providing a richer dimension to the feedback.
The significance of open-ended questions: Open-ended questions in pulse surveys give employees a voice. They allow for the expression of nuanced feelings that can’t be captured by a mere numerical scale. They reveal the “why” behind the metrics, helping organizations to address root causes rather than surface symptoms.

Reading Between the Lines

Qualitative feedback, while rich, can be challenging to decipher. Advanced tools and methodologies help extract meaning from these narratives.

Interpreting qualitative data: Sifting through qualitative feedback requires a careful understanding of context, tone, and underlying themes. Thematic analysis, for instance, can be employed to categorize responses into common themes or topics.
Using sentiment analysis and other tools: Sentiment analysis is a potent tool that uses AI to gauge the sentiment behind a piece of text. Organizations can employ this technology to automatically sort feedback into categories like ‘positive’, ‘negative’, or ‘neutral’, making the task of analyzing large volumes of responses more manageable.

Stories from the Ground

The power of pulse surveys isn’t just in the collective data they produce but also in the individual stories they unearth. These tales can be transformative, highlighting areas of improvement or validating successful initiatives.

Real-life quotes highlighting emotional insights: “I feel my contributions are valued here more than anywhere else I’ve worked,” shared one employee at a renowned tech firm. This sentiment, echoed by many, showcased the success of the firm’s recent recognition program.
Case study illustrating how qualitative feedback led to organizational change: A green energy company, received consistent feedback about the lack of cross-departmental communication. One poignant comment mentioned, “I often feel we operate in silos, unaware of what our peers in other departments are achieving.” Taking this to heart, this company introduced monthly inter-departmental meetings and a shared digital platform, leading to increased collaboration and a more cohesive company culture.

Incorporating Pulse Surveys in Your Organization

Introducing pulse surveys in your organization is more than just about collecting feedback. It’s about understanding, interpreting, and acting upon that feedback in a way that drives positive change. Here’s how to get started and make the most of this transformative tool.

Starting Off Right

Beginning with a strong foundation is essential. A well-crafted pulse survey can be the difference between gathering actionable insights and missing the mark entirely.

Tips for designing effective pulse surveys:
- Keep them short and focused. Limit the questions to 10 or fewer to increase completion rates.
- Use a mix of quantitative and qualitative questions to capture a holistic view of employee sentiments.
- Ensure anonymity to encourage candid feedback.
Common mistakes to avoid:
- Avoid leading or biased questions that can skew results.
- Don’t neglect follow-up. Failing to act on feedback can diminish trust in the process.
- Be wary of survey fatigue. While pulse surveys are frequent, avoid over-surveying your staff.

Analyzing the Dual Power

What “Pulse Surveys’ Dual Power” to mean?

Quantitative Power: Pulse surveys often yield quantifiable data. Organizations can measure and track metrics over time, identifying trends or shifts in employee sentiment, engagement, or other focal areas.
Qualitative Power: Beyond numbers, pulse surveys can capture the voice, concerns, ideas, and feelings of employees. This qualitative data provides rich insights that quantitative metrics might miss, helping leaders understand the “why” behind the numbers.

In essence, the “dual power” of pulse surveys lies in their ability to capture both measurable metrics and deeper insights simultaneously, providing a comprehensive view of an organization’s health and areas for improvement.

Once the data is collected, the challenge lies in interpretation. Harnessing the dual power of quantitative and qualitative data can provide a comprehensive view of organizational health.

Tools and platforms for analysis: Platforms like GFoundry offer robust analytics features tailored for pulse surveys, providing both metric-based insights and sentiment analysis capabilities.
Balancing metrics and emotions for comprehensive insights: GFoundry Pulse Survey solution offer a snapshot of the current state and a qualitative feedback provides the context. For instance, a dip in job satisfaction might be quantitatively identified, but employee comments will shed light on the reasons behind the dip, whether it’s workload, management issues, or something else entirely.

Taking Action

Data, irrespective of its depth and breadth, is of little value if not acted upon. Using the insights from pulse surveys should lead to tangible actions that resonate with employees.

Importance of acting on the data: Employees invest time in providing feedback with the hope of seeing change. Not addressing concerns can lead to disengagement and disillusionment.
Tips for communicating results and changes to employees:
- Be transparent. Share the findings (both positive and negative) with the team.
- Discuss action plans and timelines. If certain feedback cannot be addressed immediately, communicate the reasons.
- Engage in two-way dialogues. Hold town hall meetings or feedback sessions where employees can discuss the survey results and proposed actions.

Future of Pulse Surveys

As the corporate landscape evolves, so does the methodology behind understanding its dynamics. Pulse surveys, at the forefront of this evolution, are rapidly integrating advanced technologies and adapting to emerging trends. Let’s explore what the future holds for these insightful tools.

Evolving Trends and Technologies in Pulse Survey Methods

The world of employee feedback is continuously evolving, driven by both technological innovation and shifts in workplace dynamics. As pulse surveys gain prominence, they too are undergoing transformative changes.

Integration with Collaboration Platforms: With the rise of remote work and digital collaboration tools like Slack and Microsoft Teams, pulse surveys are becoming seamlessly integrated into these platforms. This allows for more immediate feedback after meetings or major announcements.
Real-time Feedback: Traditional surveys often have a lag between response collection and results analysis. Emerging tools like GFoundry now offer real-time analytics, enabling leaders to act swiftly on pressing issues.
Customization and Personalization: The one-size-fits-all approach is fading. Advanced survey platforms like GFoundry now allow companies to customize surveys based on departments, roles, or even individual employee experiences, ensuring relevance and increased engagement.

The Potential Impact of AI and Machine Learning in Interpreting Survey Data

Artificial Intelligence (AI) and Machine Learning (ML) have the potential to revolutionize the way organizations interpret and act on pulse survey data.

Sentiment Analysis: AI can automatically categorize feedback into ‘positive’, ‘neutral’, or ‘negative’ sentiments. This is especially useful for analyzing large volumes of open-ended responses.
Pattern Recognition: Machine learning algorithms can identify patterns or trends in feedback that might be missed by human analysts. For instance, recognizing a rising sentiment of dissatisfaction in a particular department before it becomes a broader issue.
Proactive Insights: The true potential of AI lies in its predictive capabilities. In the future, AI could predict potential organizational issues or employee sentiments based on historical data, allowing leaders to be proactive rather than reactive.
Integration with Other Data Sources: AI can integrate survey data with other organizational data (like productivity metrics, sales data, or attrition rates) to provide a holistic view of employee performance and satisfaction.

Conclusion

This article opens by stressing the vital role of employee feedback and introduces pulse surveys as a powerful tool to harness this feedback. With a focus on the dual power of pulse surveys, we draw attention to both quantitative and qualitative insights that these surveys provide.

Quantitative Insights:

In the quantitative realm, the article emphasizes the importance of regular data collection and key metrics to gauge organizational health.

GFoundry’s Pulse Surveys software align perfectly with this concept by offering real-time insights into critical aspects of employee engagement through nine specific metrics.

Qualitative Insights:

On the qualitative front, we explore how pulse surveys capture employees’ emotions and sentiments.

The Engagement Thermometer: Pulse Surveys & Customized Assessments

GFoundry’s Engagement Thermometer and Customized Assessments enhance this aspect, enabling companies to ask personalized questions and dig deeper into how employees truly feel.

We want to help organizations incorporate effectively pulse surveys, discussing design, analysis, and implementation.

GFoundry’s solutions resonate with this guidance by offering actionable tips for improvement and enabling organizations to balance metrics and emotions for comprehensive insights.

Feedback and recognition

Feedback and recognition aren’t left out, either. GFoundry’s Feedback Module integrates seamlessly with the article’s focus on creating a strong feedback culture. Whether acknowledging skills or building interactive and engaging connections, GFoundry’s tools make feedback meaningful and impactful.

A future proof approach

As the article looks forward, it considers evolving trends and technologies in pulse survey methods, including the potential impact of AI. GFoundry’s innovative approach keeps pace with these future trends, offering an interactive, gamified way to approach recognition and feedback.

GFoundry’s solutions, including Pulse Surveys, Engagement Thermometer, and the Feedback Module, embody this dual power. They offer a complete way to understand, engage, and support employees. The connection between all these ideas is clear: knowing your employees better through both quantitative and qualitative insights and taking informed actions to foster a more engaged and productive workforce.

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The Role of OKRs in Software Development and Delivery

Clara Costa — Mon, 07 Aug 2023 15:03:11 +0000

The Essential Overview of OKRs

OKRs, for those who are unfamiliar, are a collaborative goal-setting tool employed by teams and individuals to set ambitious objectives alongside measurable results. Introduced by Andy Grove during his time at Intel, OKRs have grown to become a cornerstone in the goal-setting arena, embraced by industry behemoths like Google and LinkedIn. But why? Because they are the undisputed champions of alignment, focus, and engagement.

Alignment: OKRs bring clarity to your team’s vision and objectives, ensuring everyone’s on the same page.
Focus: They help teams zero in on the most important goals, reducing the dilution of effort.
Engagement: With clear objectives and shared goals, employees feel more involved and committed to the company’s success.

To understand OKRs better, let’s dive into a practical example. If our objective is to “Improve software delivery efficiency,” we could have key results like:

1. Reduce the lead time for changes by 20%.
2. Increase deployment frequency by 50%.
3. Lower the change failure rate by 15%.

OKRs give us a simple yet powerful framework to define and track objectives and their outcomes.

OKRs in the World of Software Development

In the software development arena, the use of OKRs is not just a recommendation, but a necessity.

Let’s look at why they’re so important:

Facilitate improved focus and coordination within development teams.
Promote continuous learning and improvement by setting measurable goals.
Enable better decision-making by providing a clear vision and direction.
Foster a results-driven culture, allowing teams to track their progress and stay motivated.

Now, the real question is, how can we tailor this tool to suit the unique requirements of a software development team? Let’s dig into the specifics.

The Right Mix: Agile and OKRs

The Agile approach is a favorite among software development teams, thanks to its flexibility and efficiency. Integrating OKRs with Agile practices brings a host of benefits:

1. Prioritization of Work: It ensures that teams work on features that bring maximum value, aligning the OKRs with the product backlog.
2. Team Autonomy: The cross-functional nature of Agile teams promotes ownership, and with OKRs, they can self-organize around the most impactful tasks.
3. Measuring Success: Agile focuses on delivering working software, and OKRs provide a means to measure the success of these deliveries.

Maximizing Efficiency: DevOps and OKRs

The DevOps culture thrives on automation, collaboration, and quick delivery. Here’s how OKRs enhance DevOps processes:

1. Accelerate Delivery: With clear objectives, teams can focus on automating deployments and achieving Continuous Delivery.
2. Improved Collaboration: Shared objectives between Development and Operations teams promote seamless communication and collaboration.
3. Quality Assurance: Clear, measurable results help identify bottlenecks in the pipeline, ensuring a high standard of software quality.

Practical Examples: OKRs for Software Development and Delivery

Now that we’ve discussed the theory, let’s bring it to life with some practical examples.

Here are five real-world OKRs you could use for a Software Development and Delivery team:

Objective	Key Results
Improve software delivery speed	Reduce code review time from 3 days to 1 day Increase the number of releases per sprint by 20% Decrease deployment time by 30%
Enhance code quality	Reduce bugs found in production by 25% Increase unit test coverage from 70% to 90% Ensure 95% of all stories pass acceptance criteria on first review
Strengthen customer satisfaction	Reduce application downtime by 50% Decrease average issue resolution time from 48 hours to 24 hours Increase customer satisfaction score from 3.5 to 4.5 out of 5
Increase team efficiency	Reduce time spent on non-coding activities by 20% Increase sprint completion rate from 80% to 95% Reduce average story lead time from 10 days to 7 days
Boost security measures	Perform 100% of scheduled security audits Eliminate all high and medium risk vulnerabilities detected Implement two-factor authentication for all internal systems

Your own OKRs will depend on your specific circumstances, goals, and challenges.

But with a tool like GFoundry, setting, tracking, and achieving these OKRs becomes an achievable mission, not a daunting task.

The GFoundry Angle: OKRs Meets Talent Management

OKRs alone are a powerful tool. But when paired with a robust talent management platform like GFoundry, you’re looking at a game-changing combination. GFoundry, a SaaS Talent Management Platform, brings gamification, feedback tools integration, and social features to the table, boosting employee engagement and improving performance.

1. Gamification of OKRs: GFoundry’s gamification aspect can be applied to OKRs, making goal tracking fun and engaging.
2. Feedback tools: GFoundry’s feedback advanced tools provide actionable insights to guide the management and tracking of OKRs.
3. Social Features: Social platforms within GFoundry promote transparency, collaboration, and celebration of achievements linked to OKRs.

Check out this OKRs guide for a detailed walk-through.

Don’t forget!

A strategic tool like OKRs can help software development teams stay focused, aligned, and engaged. When combined with Agile and DevOps methodologies, OKRs can drive efficiency, autonomy, and collaboration. The integration of a platform like GFoundry further enhances the OKR experience by gamifying goal-setting and tracking, making it an exciting, engaging, and rewarding process.

As I sign off, I hope you are inspired to embrace OKRs in your software development and delivery processes and witness the incredible benefits firsthand. Remember, it’s not just about setting objectives but also defining those key results that steer you towards success.

Till next time, stay focused, stay agile, and keep reaching for those key results!

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How to improve Employee Engagement and Performance? Your Ultimate Guide

Martin Rocha — Thu, 27 Jul 2023 15:29:10 +0000

Welcome to our handy guide to boost employee engagement. In this post, we’ll share helpful tips and methods to enhance engagement, foster a friendly workplace, and increase productivity and success in your organization.

What is Employee Engagement?

Employee engagement is about how dedicated and committed employees are to their work and the company. Why is it important? Engaged employees are more innovative and focused on customers, leading to higher profits and less employee turnover.

Whose Job Is Employee Engagement?

While leaders play a key role in boosting engagement, it’s not only their job. HR teams, managers, and employees themselves all have crucial roles. HR makes engagement-boosting policies and programs, managers lead and promote it, and each person must choose to be engaged.

What are the 3 dimension of employee engagement?

Employee engagement models vary, but one common one is William Kahn’s 3 dimensions model, which breaks down engagement into:

Physical engagement: The employee’s participation in work.
Cognitive engagement: The employee’s focus on work tasks.
Emotional engagement: The employee’s positive feelings about their work and company.

Factors Impacting Employee Engagement

Employee engagement is influenced by various factors, both internal and external to the organization. Opportunities for growth and development, such as training programs, career advancement, and skill-building initiatives, play a significant role in keeping employees engaged in their roles long-term. A supportive work environment, where employees feel valued, recognized, and empowered, fosters a sense of loyalty and commitment. Additionally, work-life balance and flexible policies that accommodate employees’ personal needs contribute to higher engagement levels.

Why Current Programs Aren’t Improving Employee Engagement

Many programs fail because they’re too general, not catering to specific employee needs. They concentrate on perks, not engagement. Real engagement comes from internal motivation, not external rewards.

According to Gallup, the main reason workplace engagement programs fail is that engagement is considered an HR matter. Leaders, managers, and workers don’t own or understand it.

Here are the top 10 drivers of employee engagement, based on employee engagement trends research:

Sense of purpose
Meaningful work
Trust in leadership
Clear goals and expectations
Regular feedback
Opportunities for growth and development
Positive work environment
Work-life balance
Compensation and benefits
Employee recognition

Strategies for Enhancing Employee Engagement

Promoting a Positive Work Culture

Fostering a positive work culture is key for high engagement. Encourage open communication and regular feedback to make employees feel valued. Recognizing employees’ efforts boosts morale and promotes teamwork and productivity.

Creating a positive work culture

A positive work culture is vital for an engaged, motivated workforce. Encouraging open communication and feedback builds trust. Recognizing and appreciating employees’ efforts boosts morale and creates a supportive atmosphere.

Importance of employee recognition

Recognizing employees boosts engagement and motivation. When employees’ hard work is appreciated, they feel more valued. Recognition can take many forms, like praise, commendations, or appreciation events. Know more about GFoundry’s Recognition solution.

Effective communication for engagement

Clear communication is key for engagement, promoting trust and clarity. Two-way communication, where employees can share their ideas and feedback, makes them feel heard and valued, clarifying their roles and reducing confusion. Read more about Internal Communication GFoundry’s solutions.

Implementing Work-Life Balance Initiatives

Recognizing the importance of work-life balance and implementing flexible policies can significantly impact employee engagement. Encourage employees to maintain a healthy work-life balance by offering remote work options, flexible schedules, and paid time off. A well-rested and balanced workforce is more likely to be energized and focused, leading to increased productivity and job satisfaction. Keep on reading: Employee well-being – the complete guide

Strategies for Enhancing Employee Performance

Engaged employees are often the most dedicated and productive members of any organization. When employees are genuinely engaged, they’re not just working for a paycheck.

They’re working because they believe in the company’s mission and feel a strong connection to its values.

Improving employee performance isn’t just about getting more out of your staff – it’s about giving more to them, in terms of direction, motivation, and the right tools.

Invest in Continuous Training and Development

Regular Workshops and Courses: Offer regular workshops and training courses tailored to your employees’ roles. This helps in keeping their skills sharp and updated.
Using GFoundry for Training and Development: GFoundry platform offers an array of training modules that can be customized to fit your needs. The platform can help streamline the learning process, making it engaging and interactive, thus ensuring better knowledge retention.
Read more about GFoundry’s Development and Training solution.

Invest in Performance & Potential Evaluation

In the ever-evolving landscape of businesses, it’s not just about assessing how well an employee is performing now, but also how much potential they have to grow and adapt in the future.

Performance evaluations provide a snapshot of an employee’s current abilities and contributions, while potential evaluations shed light on their capacity for future roles and responsibilities.

Merging these two evaluations offers a holistic view, aiding in strategic decision-making, from promotions to training programs.

Let’s dive into how to effectively invest in both.

The Importance of Dual Evaluations: Performance & Potential

Objective Feedback: Having systematic evaluations helps provide objective feedback to employees. It demystifies the areas they excel in and where they need improvement, creating a clearer path for personal and professional growth.
Future-proofing the Organization: By identifying those with high potential, companies can ensure they’re cultivating the next generation of leaders and innovators, positioning the business for long-term success.

Steps to Effective Performance & Potential Evaluation

Set Clear Evaluation Criteria: Before you begin any evaluation, define what ‘performance’ and ‘potential’ mean in the context of your organization. These criteria ensure consistency across all evaluations
Use 360-Degree Feedback: Incorporate feedback from peers, subordinates, and superiors. This comprehensive feedback system provides a rounded view of an employee’s performance and potential.
Consider Soft Skills: While technical skills are crucial, don’t forget soft skills. Leadership, adaptability, and teamwork are often indicators of an employee’s potential to grow and take on bigger roles.
Leverage Technology and Platforms: There are platforms designed to assist with evaluations. These tools can streamline the process, ensure objectivity, and offer insights that might be overlooked in manual evaluations.

Integrating GFoundry in the Evaluation Process

Customized Evaluation Templates: GFoundry can help in creating customized templates for evaluations, ensuring that the process adheres to the company’s specific needs and values.
Data-Driven Insights: With GFoundry, you can collect and analyze data, deriving actionable insights from the evaluations. This data-centric approach can highlight trends, pinpointing areas of improvement or showcasing where employees shine.
Continuous Feedback Loop: GFoundry can be set up to provide continuous feedback, allowing employees to be in the know, adjust their strategies, and continually work towards improvement. This dynamic feedback mechanism fosters a culture of continuous learning and adaptation.

How can I engage different types of employees?

By understanding different employee types and their needs, you can create an engaged, motivated workplace. This will increase productivity, creativity, and customer satisfaction.

To create an engaged workplace, you need to understand employees’ individual needs. Provide them with the opportunities and resources they need to be successful.

Here are some specific examples of how you can engage different types of employees:

Employees driven by purpose: Offer them opportunities to work on projects that align with their passions and the company’s mission and values.
Employees driven by challenges: Provide learning opportunities and new challenges. Give them feedback and coaching for growth.
Employees driven by relationships: Foster a positive, supportive work environment. Encourage collaboration and teamwork.

How to engage employees from different generations?

Understanding the different generations of employees in the workforce is crucial to engagement. Each generation has its unique values and expectations.

Baby Boomers (born 1946-1964) are typically motivated by job security and community. They value stability and loyalty, and often work long hours.
Generation X (born 1965-1980) are usually motivated by work-life balance and advancement opportunities. They value flexibility and autonomy, often looking for creative jobs. Millennials (born 1981-1996) are typically motivated by purpose and social impact. They value diversity and inclusion, often seeking jobs where they can make a difference.
Generation Z (born after 1996) are typically motivated by technology and innovation. They value collaboration and teamwork, often looking for jobs that use their creativity and problem-solving skills.

By understanding the different generations and their needs, you can create a workplace where everyone feels valued and engaged, leading to a more productive, creative, and innovative workforce.

Types of Workers in Terms of Engagement

Your company can have three types of employees based on engagement level:

Engaged Employees These employees are enthusiastic, committed, and actively involved in their work. They don’t just do their jobs; they strive for excellence and help the company grow. They take the initiative, propose innovative ideas, and create a positive and collaborative work atmosphere.
Not Engaged Employees These employees are ‘checked out.’ They do the bare minimum and show little enthusiasm for their work. They often feel unappreciated or unchallenged, leading to a weak commitment to their roles.
Actively Disengaged Employees These employees aren’t just unhappy at work; they can harm the company’s culture and productivity. They often feel dissatisfied with their roles, managers, or the company overall, which can stem from various sources. Actively disengaged employees can drain morale and productivity, so addressing their concerns should be a priority.

Transforming Employee Engagement with GFoundry Platform

How can GFoundry help me promote employee engagement?

GFoundry can help promote employee engagement because it offers a comprehensive set of tools and features designed to enhance employee development, foster a positive work culture, and create personalized learning experiences.

Personalized learning with GFoundry

One standout feature of GFoundry is personalized learning. It gives learning materials based on each employee’s needs and style. This means employees get the right training. This helps them stay interested and remember more. By having their own learning path, employees feel more in control. This makes them want to keep getting better.

Gamification for boosting engagement

GFoundry leverages gamification elements to enhance the learning experience and boost engagement. By incorporating game-like elements, such as badges, points, and leaderboards, GFoundry makes learning fun and interactive. Gamification taps into employees’ competitive nature and desire for achievement, driving them to actively participate in learning activities and complete training modules.

Tailoring GFoundry to Your Organization

GFoundry is flexible. You can adjust it to match your company’s special goals and problems. It works for both small startups and large businesses. GFoundry can change as needed. It can easily blend with your current systems and expand with your company. This helps you consistently give great engagement experiences to your employees.

Customizing GFoundry for your organization

GFoundry’s flexibility allows organizations to customize the platform to align with their unique goals, culture, and values. Whether you’re a startup, a multinational corporation, or somewhere in between, GFoundry can be tailored to fit your specific requirements. From branding and interface customization to content curation and reporting preferences, GFoundry can adapt to your organization’s needs, ensuring a seamless and personalized employee engagement experience.

Scalable employee engagement platform

GFoundry grows with your company. This platform can handle more employees and more training as you grow. If you’re adding team members, starting new departments, or going global, GFoundry can easily adjust. Its ability to scale ensures that you can keep offering top-notch engagement to your employees. This holds true no matter your company’s size or how complex it is.

How to measure employee Engagement?

To understand how much your employees care about your organization and its goals, you need both numbers and stories. Here are some ways to measure how engaged your employees are:

1) Employee Engagement Surveys

Surveys are one of the most common methods to measure employee engagement. Tools such as Gallup’s Q12, the Utrecht Work Engagement Scale, or custom surveys can be used.

2) Pulse Surveys

Pulse surveys are fast, frequent updates to check engagement. These small surveys watch for shifts in employee feelings or happiness. This way, managers can handle problems fast. Know more about the pulse survey solution provided by GFoundry.

3) One-on-One Interviews

Managers or HR folks can do one-on-one talks. This can give deeper knowledge about how an employee feels about their job, the company, and how engaged they are.

4) Focus Groups

Like one-on-one talks, focus groups mean a leader talks with a few employees. This can show us the group’s work experience. It can help us understand how engaged the team is in the company.

5) Noticing Behavior

Leaders can look at how employees act to tell if they’re engaged. Happy employees often take the lead, join in with the team, and handle tough times well.

6) Interviews When Leaving

When someone quits, a final talk can give helpful clues. It might not show current team feelings, but it can highlight problems to fix.

7) Using Online Tools

Tools like GFoundry can give helpful data about how employees use it and interact. This can hint at how engaged they are.

8) Looking at Work Results

If workers are more engaged, they often do a better job. Checking work results can show how engaged workers are. GFoundry can assist with this. Now more about orur Performance Evaluation and Career Management solution.

GFoundry’s advanced analytics and reporting features provide valuable insights into your employees’ engagement levels. By measuring engagement metrics, you can identify areas for improvement and track the impact of your engagement initiatives. These data-driven insights enable you to make informed decisions and fine-tune your strategies to maximize employee engagement and overall organizational success.

A brief overview of Employee Engagement

At its core, employee engagement is about the emotional commitment and enthusiasm that employees feel towards their work and organization. It’s not just about satisfaction or happiness; it’s about a genuine connection to one’s work and colleagues. Gallup provides a comprehensive look at this vital concept.

William Kahn, a pioneer in the field, defined employee engagement as the harnessing of organizational members’ selves to their work roles. It’s a multifaceted concept that encompasses motivation, alignment with company goals, and even personal well-being.

But why is employee engagement so important? Engaged employees are more productive, contribute positively to business results, and play a crucial role in customer satisfaction. They’re the lifeblood of a thriving organization, and their impact can be felt across all levels of a business, from the manufacturing floor to healthcare settings.

Measuring employee engagement is a complex task. Surveys are a common method, providing valuable metrics and insights into the organizational climate. But there are also alternative ways to gauge engagement, such as one-on-one interviews, observation, and feedback mechanisms. Forbes offers some innovative methods to explore.

Increasing employee engagement is not a one-size-fits-all endeavor. In sectors like healthcare, strategies might include recognition, clear communication, and fostering a positive work environment. In manufacturing, engagement might be driven by safety, productivity, and innovation. And let’s not forget remote employees, who require specific strategies like regular communication and virtual team-building activities. Harvard Business Review has some great insights on this topic.

Today, various software and tools are available to facilitate employee engagement. From platforms for surveys to tools for recognition, these technologies can be customized to fit an organization’s specific needs. They can even be integrated with existing systems like ERP and business intelligence platforms, making them a versatile asset in the modern workplace.

Leadership, too, plays a vital role in fostering employee engagement. Effective leaders create a culture where employees feel valued, motivated, and aligned with organizational goals. HR strategies can be implemented to raise levels of engagement, and the impact on business performance can be profound.

In brief summary, employee engagement is more than a buzzword; it’s a critical factor in organizational success. From understanding what it is (and isn’t) to recognizing its multifaceted nature, organizations must invest in strategies, tools, and leadership to create a thriving and engaged workforce. The benefits are clear, and the path forward is exciting and full of potential.

Here are some of the most common questions about Employee Engagement and Performance

How does employee engagement affect performance?
Employee engagement directly influences performance by boosting productivity, enhancing creativity, and fostering a more collaborative work environment. Engaged employees are more likely to be invested in their tasks and goals, leading to higher-quality work and fewer mistakes.
What is employee engagement and performance?
Employee engagement refers to the emotional and intellectual commitment an employee has towards their organization, role, and team. Performance, on the other hand, relates to the efficiency and effectiveness with which an employee executes tasks and contributes to organizational goals.
What is the link between employee engagement and performance?
The link between employee engagement and performance is often demonstrated through increased productivity, reduced turnover, and higher employee satisfaction. Engaged employees tend to be more focused and committed, which directly translates into improved performance metrics.
Why is employee engagement important to performance?
Employee engagement is crucial to performance because it creates a virtuous cycle of improvement. Engaged employees are motivated to excel, which boosts their performance; improved performance then leads to more engagement as employees find fulfillment in their achievements.
How can HR measure employee engagement?
HR can measure employee engagement through a variety of methods including employee surveys, performance reviews, 360-degree feedback, and direct observations. Tools like engagement thermometers and advanced analytics platforms can also offer real-time insights.
What are the key indicators of high employee engagement?
Key indicators include high productivity, low absenteeism, proactive communication, strong peer relationships, and a demonstrated commitment to organizational goals and values.
How does employee engagement impact customer satisfaction?
Engaged employees are more likely to be attentive, proactive, and dedicated to providing excellent service, leading to higher levels of customer satisfaction and loyalty.
What strategies can HR employ to improve employee engagement?
Strategies may include regular feedback sessions, employee recognition programs, opportunities for career development, and fostering a strong organizational culture.
How does engagement vary across different roles within an organization?
Engagement can vary based on the nature of the work, level of autonomy, and team dynamics. For example, front-line employees might be highly engaged because of direct customer interaction, while back-office staff may require different kinds of motivation.
What is the relationship between employee engagement and employee retention?
Higher engagement levels are often correlated with lower turnover rates, as engaged employees are more likely to be satisfied in their roles and less likely to seek opportunities elsewhere.
How do remote work conditions affect employee engagement and performance?
Remote work can both positively and negatively affect engagement and performance. While it offers flexibility, it may also lead to feelings of isolation or disconnection if not managed effectively.
What role does leadership play in fostering employee engagement?
Leadership sets the tone for organizational culture and engagement. Effective leaders actively communicate, recognize achievements, and facilitate opportunities for professional growth.
How does organizational culture influence employee engagement?
A positive organizational culture that aligns with an employee’s values can greatly boost engagement. Conversely, a toxic culture can be a significant deterrent to engagement.
What are the long-term benefits of maintaining high employee engagement?
Long-term benefits include increased productivity, higher employee retention, improved organizational culture, and ultimately, a stronger bottom line.
How can technology be used to enhance employee engagement?
Technology can facilitate remote work, offer platforms for recognition and reward, and provide analytics for measuring engagement. Gamification and AI can also personalize experiences to boost engagement.
What role does feedback play in employee engagement?
Regular, constructive feedback can boost engagement by helping employees understand their strengths and areas for improvement, making them feel valued and heard.
How does employee engagement correlate with innovation within the organization?
Highly engaged employees are more likely to be proactive, take risks, and come up with innovative solutions, contributing to the organization’s growth and adaptability.
What are the financial implications of low employee engagement?
Low engagement can lead to reduced productivity, higher turnover, and increased recruitment costs, which all impact an organization’s financial performance.
What is the impact of employee engagement on team dynamics?
Engaged employees often contribute to a more cohesive, collaborative, and productive team environment.
Can employee engagement be too high? If so, what are the drawbacks?
Excessively high engagement could potentially lead to burnout, as employees may overextend themselves, neglecting work-life balance.
How does work-life balance contribute to employee engagement?
A balanced work-life environment allows employees to recharge, reducing stress and boosting engagement when they are working.
What are the most effective rewards and recognition programs for enhancing employee engagement?
Effective programs are often personalized, timely, and tied directly to specific achievements or behaviors that the organization wishes to encourage.
How can employee engagement initiatives be customized for different generational groups in the workforce?
Different generations may have varied preferences for communication, rewards, and career development. Customizing engagement initiatives to cater to these differences can be more effective.

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How to Choose the Right Talent Management Platform: 2026 Guide with 9 Criteria

Clara Costa — Thu, 13 Jul 2023 19:00:04 +0000

What is a Talent Management Platform

A talent management platform is a software solution that lets you manage the entire employee lifecycle – from recruitment to retirement. It typically includes applicant tracking, onboarding, performance management, learning, succession planning, recognition and internal communication.

This guide helps you make the right choice: 9 decision criteria, 4 essential vendor questions, top alternatives to consider (including GFoundry, SuccessFactors, Cornerstone, Factorial) and the 4 differentiators that set GFoundry apart in the European market.

Why investing in the right platform matters

The wrong choice is expensive: wasted months of implementation, low adoption, siloed data, pain for HR and managers.

Attract

Capture top talent

Centralized platform for vacancies, applications and screening. Candidate visibility and informed hiring decisions.

Retain

Retain the right employees

Positive digital experience throughout the entire cycle. Engagement monitoring with early risk signals.

Develop

Accelerate individual growth

Integrated training, mentoring, evaluations and IDPs. Succession based on potential and performance data.

Decide

Data as infrastructure

Integrated dashboards that replace Excel. Strategic HR decisions backed by evidence, not intuition.

9 Criteria for Choosing the Right Platform

When evaluating platforms, map each one against these 9 criteria. Quantify whenever possible.

Criterion 1

Business needs

Start with the problem, not the tool. Do you need recruitment, onboarding, performance, learning, OKRs? Define the scope.

Criterion 2

Budget

How much are you willing to invest? Price per employee/month, setup, customization. Calculate 3-year TCO.

Criterion 3

Features

Which modules do you need? Must-have vs nice-to-have list. Compare against vendors with a fit matrix.

Criterion 4

Ease of use

Can employees use it without long training? Mobile-first? Intuitive UX? Test with real users.

Criterion 5

Support

What kind of support? Dedicated team? In your language? Response SLA? Active customer success?

Criterion 6

Scalability

Does the platform grow with you? Multi-company? Multi-language? Multi-country? Supports 500 or 5000 employees?

Criterion 7

Integrations

SAP, Workday, ERP, CRM, Active Directory, SSO. Open API? Webhooks? Native connector to your HRIS?

Criterion 8

Security and GDPR

GDPR compliant? Encryption at rest and in transit? Access auditing? ISO 27001? Where is data hosted?

Criterion 9

AI and gamification

Modern platforms integrate contextual AI and native gamification. Not as add-on – as foundation.

Why consider GFoundry: 4 differentiators

GFoundry competes in the European market with established platforms (SAP SuccessFactors, Workday, Cornerstone, Factorial). These are the 4 differentiators where it stands apart.

Differentiator 1

Holistic approach

Features aren’t isolated. Communication, learning, performance, OKRs, recognition integrated in a single experience layer.

Differentiator 2

Employee-centric

Focus on personalized career development, social sharing and feedback tools – not bureaucratic HR workflows.

Differentiator 3

Mobile-First & Gamification

Native iOS/Android apps, branded. Gamification engine across all modules. Not a feature – it’s architecture.

Differentiator 4

Contextual AI (Gi)

Gi is trained on your organization’s documents, not generic data. Gi Learn generates courses. Gi Practice simulates role-plays. Gi Talent predicts behavior.

Learn the modules in detail or book a demo to see it applied to your company.

4 essential vendor questions

Experienced decision-makers ask these 4 questions in every demo. The answers separate those who are competing from those selling promises.

Question 1

Can you show me 2 clients from my industry and size?

Sector and size references. If they only have clients 10x bigger or in other sectors, adoption will be painful.

Question 2

What’s the actual implementation time (not the estimate)?

Ask for contactable references. 12-18 month implementations are red flag in modern SaaS platforms.

Question 3

What’s your clients’ adoption rate at 6 months?

% of active employees / total. Below 60% is weak. Above 80% is good. No data is a red flag.

Question 4

How does AI work in your platform?

“We have an OpenAI chatbot” is not contextual AI. Serious AI is trained on your documents, isolated per tenant, with source citation.

Key takeaway

The right talent management platform for your company isn’t the one with the most features. It’s the one that solves your problem with measurable adoption, active support and ROI within 12 months.

Use the 9 criteria to create an evaluation matrix. Ask for contactable references. Ask each vendor the 4 right questions. And remember: gamification and AI aren’t cosmetic features – they’re the factors that determine whether the platform is adopted or ignored.

Compare GFoundry with the main competitors or book a demo to see it applied to your context.

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Feedback at Work: Complete Guide with Types, Models and Real Cases (2026)

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

What is Feedback at work

Feedback is one of the most powerful communication tools a manager has – it shapes culture, accelerates individual and professional development, drives organizational growth. It is simultaneously art and science: art because it requires empathy and timing; science because it rests on objective observations and facts.

This guide covers what effective feedback is, the 4 main types (positive, constructive, non-constructive, kudos), 4 proven models (SCI, 360, Sandwich, Canvas), the 4 2026 trends (Feedforward, 1:1, Continuous, Anonymous), real examples from Google, Microsoft, Adobe and Zappos, and how to build feedback culture in your organization.

4 types of feedback: what to use and what to avoid

Not all feedback builds. These are the 4 main types – 2 to use, 2 to avoid at all costs.

Use

Positive Feedback

Reinforces good behaviors and recognizes achievements. Motivates, encourages and creates positive environment.

Ex: “Paul, your client presentation was excellent. The thorough research showed and you convinced the client.”

Use

Constructive Feedback

Highlights improvement areas with concrete guidance. Specific, respectful, with solutions.

Ex: “Lucy, I noticed errors in the project calculations. I know you are rigorous – shall we make sure these errors are minimized?”

Avoid

Insignificant Feedback

Vague, no direction, no real value. Doesn’t help the receiver know what to improve.

Ex: “John, your work has been good.” / “Mary, keep it up.”

Avoid

Offensive Feedback

Personal, aggressive, destructive. Creates toxic environments and kills motivation in the receiver.

Ex: “Peter, your work is a disaster. You never do anything right.” – disrespectful and useless.

4 proven models for giving feedback

Giving effective feedback isn’t natural talent – it’s technique. These 4 models are established in organizational literature and cover 90% of contexts.

Model 1

SCI: Situation, Behavior, Impact

Situation: specific context. Behavior: observable action (no judgments). Impact: effect on you, team, project. The model most used by experienced managers.

Model 2

360° Feedback

Collects feedback from multiple sources: superiors, peers, subordinates, clients. Balanced and complete view. Use in formal evaluation cycles, not daily.

Model 3

Sandwich (positive – criticism – positive)

Start and end with positive, criticism in the middle. Careful: can seem dishonest if mechanical. Some people only hear the positive and ignore the criticism.

Model 4

Feedback Canvas (4 quadrants)

Visual tool: What was done well / What can be improved / Ideas and suggestions / Actions to take. Structures the conversation to stay balanced.

4 trends 2026 in feedback

The feedback world is changing. Leading companies have abandoned the annual review and adopted these 4 approaches.

Trend 1

Feedforward

Instead of looking back and criticizing the past, it focuses on what can be improved in the future. Positive tone, action-oriented. Less defensive, better received.

Trend 2

One-on-One (1:1)

Regular private meetings between manager and employee. Safe space for dialogue. Weekly or biweekly frequency. The modern substitute for the annual review.

Trend 3

Continuous Feedback

Constant feedback flow (instead of surprise annual review). Problems solved in real time. Achievements recognized immediately.

Trend 4

Anonymous Feedback (pulse)

For sensitive issues. Encourages participation from those who hesitate to speak openly. Risks: lower accountability. Use in pulse surveys, not daily peer-to-peer.

How GFoundry manages feedback processes

GFoundry’s Feedback Module orchestrates all 4 types and 4 trends above on a single platform integrated with the rest of talent management.

Peer-to-peer

Feedback Module

Peer-to-peer feedback and between employees and leaders, in both directions. Permanent, situational or project scope.

Pulse

Engagement Thermometer

9 metrics + eNPS. Weekly or monthly pulse. Anonymous responses, segmented dashboards.

Dashboards

Insights for managers

Each manager sees team summaries. Strengths and areas to work on – without asking HR for reports.

Learn the Recognition & Feedback solution in detail or book a demo to see it applied to your company.

4 real examples of companies that reduced turnover with feedback

Not theory – programs running for years with measured metrics.

Tech B2C

Google – Googlegeist

Annual employee feedback survey. Used to identify improvement areas and develop concrete strategies. Model replicated by dozens of tech companies.

Software B2B

Microsoft – Continuous Feedback

Replaced annual reviews with continuous feedback. Regular and open dialogue between managers and employees. Reduced bureaucracy, increased correction speed.

Creative B2B

Adobe – Check-in

Replaced the annual review with Check-in (frequent conversation). Result: 25% increase in employee retention and significant reduction in HR hours spent on evaluations.

Online retail

Zappos – Feedback Culture

Strong culture of giving and receiving feedback regularly. Employees encouraged to share. Resulted in highly engaged and productive workforce.

How to build feedback culture: 4 steps

Culture isn’t decreed. It’s built with 4 deliberate, consistent actions.

Step 1

Lead by example

CEO and managers give regular constructive feedback to the whole team, in public when positive. Without this, no one follows.

Step 2

Train in technique

Training sessions on the models (SCI, Feedforward). Don’t assume everyone knows how to give feedback. It’s a skill, not a talent.

Step 3

Create channels

A platform where feedback happens. Dedicated module, with public and anonymous, peer-to-peer and top-down. Without a channel, there is no culture.

Step 4

Recognize those who do it

Those who give and receive constructive feedback should be recognized. Badges, mentions, highlight in performance reviews. What is measured and rewarded gets done.

Key takeaway

Effective feedback isn’t talent – it’s technique. The models (SCI, 360, Sandwich, Canvas) cover 90% of contexts. The 2026 trends (Feedforward, 1:1, Continuous, Anonymous Pulse) replace the annual review with momentum.

Feedback culture is built with 4 steps: leadership by example, training in technique, dedicated channels, recognition of those who do it. Without a central platform, the infrastructure is lost. Learn about GFoundry’s Feedback Module or book a demo to see it in your context.

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Feedback: What It Is, What It’s For, and How to Implement It

admin — Fri, 23 Jun 2023 17:07:14 +0000

The Benefits of Employee Feedback

The benefits of employee feedback are countless: when employees feel their voices are heard, they are more likely to engage with their work, which can lead to higher productivity, creativity, and satisfaction. Employee feedback can also help companies make better decisions, innovate, and reduce turnover.

To gather employees’ reactions, companies should make it easy for them to speak up and be clear about what they are looking for. It is equally important to respect employees’ opinions and, whenever possible, act on them. By following these tips, companies can collect employee feedback that will help them improve how they operate.

A cornerstone of engagement management and behavior change

Some studies show that 4 in 10 people feel less connected to their company when they receive little or no feedback. On top of that, around 65% of employees worldwide would like to receive more feedback on their performance, and most of them would prefer on-the-spot feedback rather than only getting feedback during their Performance Review.

Feedback ends up being an extremely important tool for boosting performance and engagement across the organization as a whole. It is not only important for managers to share feedback with their team in order to enable professional development, but it is also crucial for employees to share feedback with their managers, since managers have a significant impact on the overall performance of their teams and, consequently, on the success of the organization.

GFoundry · Recognition & Feedback

Feedback only works when it’s continuous, not annual.

GFoundry’s Recognition & Feedback module turns feedback into a daily habit: peer-to-peer recognition, manager 1:1s, 360 reviews, and points and badges that reinforce the behaviors you want to see across the entire organization.

How do you build a true Feedback culture?

GFoundry is a solution that holistically impacts the entire Talent Management cycle. With the Feedback Module, you can not only manage peer-to-peer feedback processes, informally and across multiple contexts, but also manage feedback processes between employees and managers, in both directions.

To create a true feedback culture, the module can be permanently available, so that any employee can share or request feedback whenever they want.

This feedback can also be given in different contexts, depending on the reality of each organization. Feedback can be project-related, situational, or even more formal. Through a form, the employee shares feedback with a colleague, which can later be made available to their manager.

In the end, you get access to dashboards that bring together all the information coming from the feedback, making it an essential tool for visualizing data in a simple way.

Managers also have access to dashboards with summaries of the feedback from the members of their teams. It becomes important for managers to have an overall view of their team’s strengths and areas for improvement, so they can work to overcome the necessary challenges.

Learn more about this module here.

Would you like to learn more about our solution? Book a demo with us!

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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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Navigating Digital Transformation: A Deeper Dive into Transforming Processes and Mindsets

Clara Costa — Mon, 05 Jun 2023 14:31:34 +0000

Understanding Digital Transformation

Digital transformation goes beyond merely adopting digital tools for business operations. It involves a radical rethinking of how an organization uses technology, people, and processes to fundamentally change business performance. GFoundry can be your perfect partner in this journey, providing solutions focusing on four key pillars: Gamification, Social, Cloud, and Mobility.

Holistic Approach: Unifying Processes and Experiences

GFoundry champions a holistic perspective on employee talent management. Its diverse range of modules addresses a wide array of business and HR obstacles. These modules form a cohesive, holistic experience layer that integrates into a broader context, augmenting the potential of individual processes. By combining the fun of Gamification, the networking potential of Social elements, the convenience of Mobile access, and the insights offered by Analytics, GFoundry creates a user experience that is engaging, rewarding, and conducive to enhanced performance and engagement.

Create the 21st Century Workplace

Connect systems, tools and data to empower your workforce in an increasingly digital world! Know more here!

Successful Digital Transformation Strategies

Employee-Centric Model: Driving Engagement and Productivity

GFoundry’s solutions are designed around the employees, the most valuable assets of an organization. The platform encourages an open and interactive environment, enabling personalized career development paths, facilitating social interactions, and promoting a culture of feedback and communication. These features not only uplift employee satisfaction and retention rates but also boost productivity, fostering a culture of continuous learning and innovation that drives digital transformation.

Mobile-First Strategy and Gamification: Reinventing Work

With the workplace progressively untethered from physical spaces, mobile access has become a crucial element in driving efficiency and maintaining continuity. GFoundry’s mobile-first strategy ensures accessibility, letting employees perform their tasks anytime, anywhere. The gamification engine of GFoundry injects an element of fun into work, encouraging engagement and boosting productivity.

Integration: Bridging the Gap between Old and New

GFoundry stands out with its ability to blend with existing platforms like ERPs, business intelligence platforms, and chat apps. This compatibility ensures a seamless transition during the digital transformation process, fostering data consistency, minimizing manual tasks, and enhancing decision-making by providing actionable insights derived from comprehensive data analytics.

Transforming Mindsets: The Cultural Aspect of Digital Transformation

Beyond integrating digital tools, digital transformation involves evolving mindsets. GFoundry helps foster a culture of adaptability, openness, and perpetual learning. Its gamified experiences help employees see their roles as exciting challenges rather than monotonous tasks, thereby facilitating the internalization of the organization’s broader objectives.

Revolutionizing Workplaces

Transformation is not an optional pursuit but a necessity for survival and growth. GFoundry offers a platform that transcends merely digitizing processes—it transforms mindsets and elevates the overall work experience. By gamifying work, promoting an open and innovative culture, and focusing on employee-centric experiences, GFoundry ensures that your organization’s digital transformation journey is not just successful, but also enjoyable.

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Leveraging GFoundry’s Innovative Approach for Enhanced Business Efficiency and Employee Engagement – A Data-Driven Perspective

Digital Transformation Market Growth

According to MarketsandMarkets, the digital transformation market was expected to grow from USD 469.8 billion in 2020 to USD 1009.8 billion by 2025, at a Compound Annual Growth Rate (CAGR) of 16.5% during the forecast period. This underscores the growing importance of digital transformation in businesses worldwide.

Productivity Improvements

A study from the Capgemini Research Institute found that 63% of organizations that had implemented digital transformation efforts reported significant improvements in organizational efficiency and business operations.

Improved Customer Experience

The same Capgemini study found that 58% of organizations experienced better customer satisfaction after implementing digital transformation initiatives.

Gamification Impact

According to a study by TalentLMS, 89% of employees feel more productive when their work is gamified, and 88% say they feel happier at work.

Mobile Usage

As of 2021, 70% of web traffic happened on a mobile device (CIODive, 2021), highlighting the importance of a mobile-first strategy in today’s business operations.

Cloud Computing Adoption

By 2022, up to 60% of organizations will use an external service provider’s cloud-managed service offering, which is double the percentage of organizations from 2018 (Gartner, 2020).

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Working with Human Technology with Ray.BBDM

David Martins — Wed, 31 May 2023 13:53:25 +0000

Last May 23, GFoundry participated in the Fórum RH 2023 with its partner Ray.BBDM.

A digital experience was created for all participants, using the GFoundry platform, which consisted of completing a 4-step mission, with challenges such as watching a video, completing a quiz, completing a set of tasks, and filling out a form to gauge the digital maturity of the participants.

Each of the achievements was rewarded with points and virtual currency. The virtual c0ins could be used to exchange for items in the “Marketplace”, such as discounts on GFoundry projects, consulting services, among others.

In addition to these dynamics, a digital forum was created that allowed the audience to follow the panel “HR as talent advisors for digital transformation” and interact with the speakers.

RAY.BBDM is a leading Human Resources consulting company, created in 2022 as a result of the merger of two companies, RAY Human Capital and BBDM Consulting Services.

It offers customized Talent Acquisition, Assessment and HR Tech Consulting services, using the GFoundry platform to implement projects in the area of talent management and digital engagement.

It is part of the Odgers Berndtson Group, a global reference in Leadership & Talent with presence in 66 offices and 32 countries, operating as a second brand in the areas of Talent Acquisition, Assessment and HR Tech.

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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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7 Tips to promote work-life balance

Gabriel Costa — Mon, 10 Apr 2023 09:54:31 +0000

Promoting Work-Life Balance Tips

Work-life balance is a challenge for everyone. Even though each job is different in terms of its hourly demands, the truth is that a large part of the day is filled with professional life. However, the topic has been increasingly discussed within organisations due to increased concern about workers’ mental health. The lack of this balance can lead to problems such as lack of productivity, demotivation, and even the departure of an employee from the organisation, leading to an unwanted increase in turnover. In a pandemic context, with remote work being an option much more used by most people, the line that separates the professional and personal life is no longer the distance between home and office, having converged to the same physical space. With this, it has become even more important to ensure a psychological balance between work and leisure. Therefore, we have gathered 7 tips to work on this topic in your organisation, in order to promote a more sustainable balance for your employees:

1. Make a Diagnosis

Before working on a subject like mental health, it is necessary to make a diagnosis of your company’s current situation. In this diagnosis, it is important to understand how people deal with the separation between their professional and personal life. Some key questions could be about their daily habits, other activities in their life and wellbeing habits. This diagnosis makes it possible to identify the main problems and implement solutions adapted to the real needs of your employees. Furthermore, different teams are made up of different people, with different working methods, who may have different problems for which adapted solutions are needed. With GFoundry, through Contributions, you can share well-being forms that can be filled in by all employees in your organisation. This way you have access to key information about how your people feel, what problems they experience, and what needs they have in their context.

2. Promote education on the topic

Once the issues have been identified, it is crucial to disseminate information on the topic of work-life balance. Some options are organising webinars on work-life balance or sharing newsletters on wellbeing. The aim is to ensure the sharing of tools that employees can use to identify their needs and subsequently take action so that they can improve their wellbeing. At GFoundry, through the Learn Module, besides being able to integrate all your employees’ training content, you can also insert new categories with wellbeing content to which users can have access whenever they need it.

3. Implement well-being activities

Besides promoting knowledge on the subject, it is also crucial to demonstrate its practical side. Promoting physical and/or psychological wellbeing activities allows your employees to pay more attention to their own wellbeing, having healthier lifestyles. Some examples could be joint physical exercise classes (in person and/or online), healthy cooking classes, yoga sessions, among other possibilities – possibilities that may come from suggestions left by your own employees in the diagnosis phase. On the GFoundry homepage there is a News Feed where you can communicate all the scheduled activities, allowing your employees to always be aware of the wellbeing agenda within your organisation.

4. Use flexible working to your advantage

Giving your employees the possibility to have more flexible working hours is an important tool for the well-being of your employees. There are several possibilities regarding flexible working policies in organisations. Whether it is through flexible starting and ending times, the possibility to choose working hours freely or even not having defined working hours but rather objectives to be accomplished, allows your employees to reconcile their professional life with their personal issues in a simpler way. Employees can fulfil their tasks and still be present at important family moments, do physical activity at a time that is more beneficial to them, or enjoy leisure moments that are necessary for their well-being. With GFoundry’s Goals Module, it is extremely simple to manage your team’s objectives through the OKR – Objective Key Results – methodology. Having all your objectives on your mobile phone, and even having access to their completion status, it is much easier for your employees to manage and achieve their goals.

5. Use remote work to your advantage

Together with the flexibilization of work, the possibility of being in telework allows the employee to better manage his personal life conciliated with his professional life. Whether it is because their children are sick, or because a doctor’s appointment has been scheduled for mid-morning, the possibility of being on remote work allows the employee to meet their personal schedule while still being productive for their organisation, and not disrupting the normal flow of work. In addition, some studies show that employees can increase productivity rates by 13% when working from home. GFoundry, being a multi-platform solution, allows employees to access its contents anywhere – either through their computer or through their mobile phones.

6. Promote discussions on the subject

Even more important than promoting a culture of wellbeing and balance, is to implement a culture of open discussion about the issue. Ensuring that people can discuss the issue openly with their colleagues and superiors allows employees to feel comfortable discussing any need they feel, preventing the issue from escalating. Through GFoundry’s Engagement Thermometer, it is possible to constantly and periodically analyse metrics such as work-life balance, alignment, feedback, satisfaction and well-being, among other essential metrics to understand how your teams feel.

7. Lead by example!

Finally, it is important to demonstrate to employees that this balance can and should be promoted by anyone within the organisation. It is not only important that teams use all the tools at their disposal, but that their leaders can also encourage their peers to promote a culture of wellbeing and balance. At the end of the day, employees feel more motivated and productive, ensuring better results for the organisation as a whole. Would you like to promote a better balance between the professional and personal life of your employees with the help of GFoundry? Learn more about our solution and book a demo with us! Read more: How to promote a good work-life balance for employees post-COVID-19

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OKRs: what they are, examples, how important they are

Gabriel Costa — Tue, 14 Feb 2023 14:04:36 +0000

Objectives and Key Results (OKRs) are a popular goal-setting framework used by individuals, teams, and organizations to set ambitious goals with measurable results. OKRs are typically set quarterly, but they can also be set annually or monthly.

Objectives are the long-term goals that you want to achieve. They should be specific, measurable, achievable, relevant, and time-bound. Key Results are the specific, measurable steps that you will take to achieve your objectives. They should be quantifiable and trackable.

For example, an objective for a team might be to “increase website traffic by 20% in the next quarter.” The key results for this objective might be to “increase organic search traffic by 10%,” “increase social media traffic by 5%,” and “increase referral traffic by 5%.”

Increasing Employee Engagement with OKR Method!

Employee engagement is a critical factor in the success of any organization. Engaged employees are more productive, more innovative, and more likely to stay with the company for the long term. However, increasing employee engagement can be challenging. This is where the GFoundry OKR platform comes in. In this article, we will explore the importance of the OKR methodology in increasing employee engagement in an organization. The OKR method provides a clear framework to help employees understand what is expected of them, what they need to do to achieve their goals, and how they will be measured.

Give your employees a clear sense of purpose

One of the key benefits of the OKR method for increasing employee engagement is that it gives employees a clear sense of purpose. When employees understand how their work contributes to the organization’s overall goals, they are more likely to feel engaged and motivated. The OKR method conveys this sense by linking individual goals to the overall goals of the company. Another benefit of this method is that it provides a platform for regular check-ins and feedback. Regular reviews can help employees stay on track toward their goals and provide managers with an opportunity to provide feedback and support. This can help employees feel supported and valued, which can increase their retention and also gives employees a sense of ownership. When employees are involved in the goal-setting process and have a say in their goals, they are more likely to feel responsible for their work. This can increase their commitment and motivation to achieve their goals. The OKR methodology can be an effective tool for increasing employee engagement in an organization. By setting a clear sense of purpose, a platform for regular review and feedback, instilling a sense of ownership, and promoting transparency and communication, the OKR method can help employees feel more engaged and motivated. Ultimately, this can lead to a more productive and successful organization.

How an OKR management tool can help identify the most demotivated and disengaged employees?

The correct use of our OKR tool can help managers identify employees who are unmotivated or demotivated by tracking their progress against their goals. If an employee is consistently missing their goals or not making progress toward their goals, it could be a sign that they are unmotivated or demotivated. Another way that can help identify unmotivated or demotivated employees is through the use of surveys. GFoundry enterprise solutions have built-in survey capabilities that allow you to gather feedback from your employees. This feedback can be used to identify areas where employees feel unsupported or undervalued, which can help managers take corrective action to address these issues. You can also by provide regular check-ins and one-on-one meetings. During these meetings, you can discuss progress toward goals, provide feedback, and identify areas where the employee is struggling. This can help managers identify the underlying issues that are causing the employee to feel disengaged or demotivated. Our OKR platform can be a powerful tool for identifying unengaged or demotivated employees. By tracking employees’ progress toward their goals, conducting surveys to gather feedback, and providing a platform for regular monitoring meetings, managers can quickly identify which employees may be struggling. This way, managers can take corrective action to fix problems and improve employee engagement and motivation.

OKRs with Gamification!

In the context of OKR (Objectives and Key Results) methodology, gamification can be used to create a more engaging and motivating experience for employees as they work towards their objectives and key results. Some potential benefits of gamification in the context of OKR include:

Increased engagement and motivation

Gamification can make the process of working towards objectives and key results more enjoyable and rewarding, which can help to increase employee engagement and motivation.

Better collaboration and teamwork

Gamification can encourage employees to work together and support each other as they strive to achieve their goals.

Improved performance

By making the process of working towards objectives and key results more engaging and rewarding, gamification can help to improve employee performance and productivity.

Greater transparency and accountability

Gamification can make it easier for employees to track their progress towards their goals and for managers to monitor the progress of their teams.

OKR Examples: Driving Business Success

Google

Google is known for its culture of innovation and focus on ambitious goals. A famous example of OKRs implemented by Google was during the development of Chrome, their web browser. The objective was to “Capture 20% of the browser market by the end of the year,” while the key results included “Launch three unique features in Chrome” and “Increase loading speed by 30%.” These challenging OKRs encouraged the team to pursue innovative solutions and focus on delivering value to users.

Netflix

Netflix is a leading company in the video streaming industry, and its OKR approach has been instrumental in its global expansion. An example of an OKR they used was the objective to “Increase customer satisfaction by 10%.” The key results included “Reduce loading time by 20%” and “Personalize recommendations based on viewing history.” These OKRs allowed Netflix to direct their efforts towards improving the customer experience while driving business growth.

Airbnb

Airbnb revolutionized the hospitality industry, and their success is also tied to effective OKR implementation. During their rapid growth, one of the objectives was to “Expand to 50 new cities by the end of the year.” The key results included “Achieve 1000 new listings in each city” and “Increase revenue by 30% in these new locations.” These OKRs helped Airbnb maintain a rapid pace of expansion and establish itself as a global hosting platform.

Tesla

Tesla, a leading electric vehicle company, is renowned for its vision of transforming the automotive industry. A notable example of Tesla’s OKRs was the objective to “Produce 500,000 electric vehicles by the end of the year.” The key results included “Reduce production costs by 20%” and “Increase vehicle energy efficiency by 10%.” These OKRs directed the company’s focus toward production scalability and continuous technology improvement, enabling them to achieve ambitious goals.

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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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Performance Appraisal: Complete Guide with 9-Box, Exit Risk and Talent Management

Clara Costa — Fri, 27 Jan 2023 14:21:24 +0000

Performance Appraisal: not an annual ritual – a continuous decision lever

A cross-cutting, fair, agile and effective performance appraisal program is decisive in a modern organization. Never have the challenges been so demanding – attracting talent has become hard; retaining it has become harder.

A competent performance program is useful not just for the employee but for the manager and the entire organization – it provides quantitative and qualitative feedback on strengths and improvement areas. And the process doesn’t end when results are shared: it feeds objectives for the next cycle, individual development plans and career-management decisions.

6 reasons to implement a structured Performance Appraisal program

Beyond compliance with HR processes, a well-implemented program brings concrete returns.

Reason 1

Identify high-potential talent

9-Box Matrix shows who has potential beyond current performance. Critical for succession and mobility.

Reason 2

Anticipate exit risk

Cross probability of leaving x business impact. Reveals which key talent needs early retention action.

Reason 3

Justify fair decisions

Salary increases, promotions and bonuses based on objective data. Reduces bias, increases perceived fairness.

Reason 4

Personalize development

Individual Development Plans (IDPs) linked directly to Learn module content. Each person grows on what really matters.

Reason 5

Map internal competencies

Identify which skills exist – and which need to be developed internally. Critical for workforce planning.

Reason 6

Prepare future leaders

The performance program is the foundation for succession plans. Without data, succession turns into guesswork.

4 Evaluation Models supported

Traditionally, performance evaluation assesses Objectives and Competencies. GFoundry’s Evaluation & Careers module supports the 4 main models, combinable across the same cycle.

Model 1

Top-Down Evaluation

Direct manager evaluates objectives and competencies. Usually complemented with self-assessment. Used for salary increases and promotions.

Model 2

Management by Objectives (MBO)

Manager and employee define objectives together. End-of-cycle results feed feedback. Focus on results, less on competencies.

Model 3

Self-Assessment

The employee compares their performance against objectives set by the manager. Generates an action plan for additional training and productivity targets.

Model 4

360° Evaluation

Feedback from peers, managers and (optionally) customers and partners. Multi-perspective. Mainly used for personal development, not salary.

The 9-Box Matrix explained

The 9-Box Matrix is the most widely adopted tool for managing potential. It positions each employee in one of 9 quadrants based on two axes:

Vertical axis (Potential): employee’s capacity to take on higher or more complex roles in the future. Evaluated via specific competency forms.

Horizontal axis (Performance): results delivered in the most recent evaluation cycle.

High potential + High performance

Future leaders. Aggressive retention, accelerated career, succession plan.

High potential + Mid performance

Talent in growth. Investment in development; can become high performance with the right support.

Mid potential + High performance

Solid performers. Reliable, hit objectives. Recognize and retain in current role.

Low potential + Low performance

Difficult cases. Improvement plan with clear deadline; if no progress, role change or exit.

3 components of Potential Management

Beyond performance, GFoundry’s Evaluation & Careers module supports a full Potential Management process across 3 components.

Component 1

Potential Assessment

Form completed by manager assessing behaviors related to high-potential profiles. Quantitative score that feeds the 9-Box Matrix.

Component 2

Exit Risk Assessment (Churn)

Manager fills a questionnaire on probability of leaving x business impact. Reveals which talent needs preventive retention action.

Component 3

Evolutionary Options

Identifies the employee’s readiness to accept a new role – higher position or other area. Supports decisions on organizational structure.

4 critical mistakes to avoid

Learning from common mistakes saves quarters of lost work.

Mistake 1

Annual evaluation only

Once-a-year evaluation has recency bias and no continuous feedback. Solution: configure quarterly touchpoints with light forms.

Mistake 2

Performance only, no potential

Evaluating only past performance loses critical info for succession. The 9-Box Matrix is non-optional for managing future talent.

Mistake 3

IDPs disconnected from learning

Individual Development Plans on paper that no one acts on. Solution: link IDPs directly to Learn module content – actionable from day one.

Mistake 4

Heavy manual processes

Excel forms, emails, manual consolidation. Managers and HR exhausted, employees demotivated. Digital platform with workflow ends this.

How does this impact Talent Management?

Talent Management doesn’t start (or end) with the Performance Evaluation process – it’s just one of the components in People Management. With GFoundry’s Evaluation & Careers module, you can integrate the full Performance & Potential cycle in 12 platform modules.

For example: when the employee defines their Individual Development Plans, those can be linked directly to Learn module content. The employee picks the training that fits their actual development needs – and the cycle closes naturally.

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Pierre Fabre – gamification for marketing and training purposes!

David Martins — Fri, 20 Jan 2023 20:22:52 +0000

The results obtained, in the first cycle of 12 months, quantified by the game’s own statistics, demonstrated the reach of high levels of engagement.

New technologies streamline communication with all stakeholders, in particular with customers and employees, but they cannot by themselves overcome the biggest corporate challenge: ensuring effective and efficient communication. In other words, capturing and retaining the attention of your public, increasing the degree of understanding of key information that leads them to make decisions that exceed the company’s objectives.

The digital transformation of companies lies, therefore, in the magic of mobilizing and awakening their valuable target human potential in the pursuit of their corporate purpose.

It implies an innovative and active management, with a robust communication strategy focused on human capital and inducing engagement, since pure cutting-edge technology is only an important tool to facilitate success.

The construction of engagement solutions in GAMIFICATION architectures and aligned with the business strategy of the companies/organizations, contribute to their digital transformation, offering a disruptive, personalized, integrative and mobilizing management and communication of all their human resources.

Stimulating the acquisition of knowledge, interaction between employees and their recognition by peers and the entire network of managers, allowing talents to be identified, problems to be solved, change to be driven and performance to be improved for all those involved and for any type of organization.

In simplified terms, these solutions accelerate the apprehension of more and better knowledge, practices and behaviors.

The implementation of this type of actions is based on the development of challenging game strategies that stimulate participants to embrace missions and achieve goals, via the adoption of algorithms to measure and promote players’ performance. To this end, rankings, feedback and permanent reward models are used, allowing companies to motivate their internal or external publics to achieve the set goals.

It was with this purpose that Pierre Fabre selected the strategic communication consultancy CATCH GLOBAL MARKETING, which with its technological partner GFOUNDRY, developed a mobilized engagement strategy, in a GAMIFICATION structure, addressed to pharmacies and their employees.

“The results obtained, in the first 12-month cycle, quantified by the game’s own statistics, demonstrated the achievement of high levels of engagement – more than 47,000 visits , 2,500 active users and more than 3,000 total hours of play, with more than 80% completing all levels of play after each launch, translating into an overall performance of around 87%.”

The objective was to reinforce the knowledge of these publics about all Pierre Fabre product lines, in a multi-brand context. In addition, it aimed to bring the sales force closer, boost cross-selling and challenge the global commercial performance, particularly in the seasonal product ranges.

For that purpose, an integrated communication strategy was designed and an umbrella storytelling was built to leverage and interconnect all the game dynamics launched throughout the year, in order to increase brand awareness and the spontaneous notoriety of the brand Pierre Fabre Dermo-Cosmétique Portugal .

The results obtained, in the first cycle of 12 months, quantified by the game’s own statistics, demonstrated the reach of high levels of engagement – more than 47.000 visits, 2500 active users and more than 3.000 total hours of gameplay, with more than 80% concluding all levels of the game after each launch, translating into a global performance of around 87%.

Mariana Caraça, Human Resources Manager of Pierre Fabre Dermo-Cosmétique Portugal said:

“Gamification seemed to us the right way to modernise training with our customers, as it is more focused on the need of the end consumer. We wanted to develop a dual platform, with the traditional website, where we would have the more extensive content for those looking for in-depth training, but at the same time explore quick advice and key messages to retain our products more easily in the face of growing competition. This project took off in 2017 with Klorane and in 2018, to increase the dynamic, we decided to bring together the entire portfolio of Pierre Fabre Dermo-Cosmétique brands (Avène, Ducray, A-Derma, Galénic and Rene Furterer), with the clear objective of increasing the number of new contents while maintaining interest and avoiding the app being deleted, as is the case with most non-user-oriented apps.”

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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.

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.

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Pulse Surveys

Gabriel Costa — Mon, 16 May 2022 15:15:16 +0000

Pulse Survey Engagement Tool

The Engagement Thermometer is one of the 12 modules available in GFoundry. Being an extremely agile and highly automated tool, our clients can use this module for 2 major purposes (that can work simultaneously or not):

Pulse Surveys;
Customised Assessments.

1. Pulse Surveys

The Pulse surveys represent an important tool for HR management when it comes to organisational climate analysis. These studies should be carried out on a recurring basis throughout the year to allow decision-makers to feel the pulse of the organisation and be able to act in case of drastic changes.

With GFoundry, through a set of 130 questions divided into 9 different metrics, it is possible to implement an Employee Pulse Survey in just a few minutes.

By defining the frequency of the study (which may be weekly, bi-weekly or monthly), questions are asked to employees on a scale from 0 to 10 (with coloured icons), allowing access to the Engagement Score divided into 9 metrics. The 9 metrics are:

Personal Development;
Engagement with Managers;
Engagement with Peers;
Happiness & Satisfaction;
Employer Branding;
Feedback;
Work-Life Balance
Alignment;
Recognition.

In addition to providing an overview of the organisation as a whole with regard to organisational climate, it is also possible to carry out this analysis by segments, either by functional teams or certain groups of employees. The answers are anonymous, so it is not possible to obtain the individual answers of employees.

2. Customised Assessments

Using the Engagement Thermometer interface, the company can create customised assessment cycles for any purpose!

Either through scale questions (as it is done in Climate Surveys), or open-ended questions, or a combination of both, customised assessments may be created, in periods defined by the company, in which the employee may respond, also anonymously.

One example of the use of Customised Assessments could be the Assessment of Managers. The company can create pre-defined cycles in time in which employees will have to evaluate their managers, in order to have more information about their performance.

Dashboards

You will be able to access all the data generated from your community’s responses.

The available dashboards allow you to view the score by category and topic, and you can also apply filters.

All data can be exported in XLS format for further analysis.

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Data Science Certification (DSPA)

Clara Costa — Fri, 08 Apr 2022 15:46:09 +0000

What is the Data Science Portuguese Association (DSPA)?

The Data Science Portuguese Association (DSPA) was created in 2016 by a group of professionals with the common feeling that the potential of this emerging profession was not being used due to the lack of information on the different applications of Data Science.

What is the main objective of the DSPA?

One of the main focuses of DSPA is the provision of certification in the area of Data Science. To this end, they use the GFoundry platform to structure all their training content for professionals in the area.

The Data Science Portuguese Association’s Playbook had its name chosen considering its goal, since it is not only to provide content, but also to provide guidance to professionals in the area in a dynamic and appealing way.

Together with BridgeLK, all contents were transformed and adapted to the digital environment, focusing on converting heavy and extensive contents into knowledge capsules, making these contents easy to learn, follow, understand and execute.

“(…) Always having in mind that GFoundry would be the chosen tool to communicate with the market and develop this concept of a tribe, concept of a community.”

Guilherme Ramos Pereira, Executive Director at DSPA

The platform’s features regarding community involvement was one of the aspects most valued by the association when choosing a technological partner.

DSPA is the first Portuguese association in the area of Data Science, with the vision of establishing itself nationally and internationally as a platform for a concerted movement in the field of Data Science.

The Association has as its main objectives:

Promotion of Data Science at national and international level;
Sharing experiences and success stories;
Representation of the sector to the regulatory authorities;
Promotion of regulation, ethics and safety;
Promoting entrepreneurship and innovation in Portuguese companies;
Promotion and support of public utility projects in the field of Data Science;
Cooperation with public entities, companies and university institutions;
Certification and training of professionals in the area.

What makes the DSPA application so different and innovative?

The social interaction between professionals in the area allows the creation of game dynamics and objectives that encourage people to return to the platform and learn more. In addition, through the gamification engine, people can be challenged to test their knowledge, compete with other professionals, having a significant impact on the retention levels of the knowledge provided.

Finally, making the most of GFoundry technology in the dissemination of training content, DSPA provides a method of certification in Data Science, allowing that when a person finishes a certain set of training, they can share the certificate automatically on LinkedIn.

For DSPA, the success of this Playbook will be to have thousands of professionals, technical and non-technical, using the platform.

Through the motto “Certification in 4 Steps: Know, Choose, Learn and Certify”, DSPA allows all people interested in the field to access the platform (through LinkedIn), and choose the career they want to have in Data Science (Data Engineer, Data Analyst, Machine Learning Engineer and Data Scientist).

Useful Information

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Read the full DPD case study.

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KPI Gamification: Turn Your Teams’ Performance into a Game (2026 Guide)

David Martins — Thu, 31 Mar 2022 13:56:55 +0000

Turn KPIs into a game – and watch performance jump

KPI Gamification is the use of game design elements – points, badges, leaderboards, challenges – to make Key Performance Indicators more engaging and motivating. Not magic; behavioral mechanics applied to operational data the company already has.

With the Competitions Module, you create competitions from your own data – sales, calls, deliveries, support tickets – and turn aligned, motivated and resilient teams into the norm. Data flows in via XLS file or external API integration with any platform (CRM, ERP, BI).

What is Gamification – and why it works on KPIs

Gamification is the introduction of game elements (medals, points, rewards, rankings) into non-game contexts. Forbes: gamification increases employee engagement – and beyond a more dynamic environment, it improves interaction between employees, productivity and retention.

Applied to KPIs, the engine works because:

Mechanic 1

Real-time visibility

Each employee sees their progress live – no need to wait for a monthly meeting to know where they stand.

Mechanic 2

Healthy social pressure

Public leaderboards (individual or team) create constant peer recognition. More motivating than abstract targets.

Mechanic 3

Tangible rewards

Medals and virtual coins exchangeable in the Marketplace. The effort has a concrete payoff – not just a metric on a slide.

Learn more about the GFoundry Gamification Engine.

6 use cases by sector

KPI Gamification applies to virtually any sector with measurable data. 6 real-world cases:

Case 1

Sales teams

Monthly competitions on sales volume, contacts made, contracts signed. Medals and rewards for the top performers.

Case 2

Call Centers

Individual or team competitions by contacts made and effectiveness. Organize as teams that aggregate individual scores.

Case 3

Transport & logistics

Minimize delivery incidents. Inverted ranking (least incidents wins). Real case: DPD Portugal – see below.

Case 4

Technical teams (support)

Competitions on troubleshooting volume and speed. Recognize the fastest, most effective fixers.

Case 5

New software adoption

Set adoption targets per team in the new ERP/CRM. Recognize teams that adopt fastest. More info.

Case 6

Onboarding completion

Gamify completion of mandatory onboarding modules. Compete by checkpoints reached. Higher onboarding completion = faster ramp-up.

Real Case: DPD Portugal

DPD Portugal implemented “Post-a-Goal” – a KPI competition for drivers focused on reducing delivery incidents and increasing performance.

Context

Operational challenge

Driver fleet across Portugal with operational KPIs (deliveries per day, incident rate, customer satisfaction). Hard to standardize motivation across distributed teams.

Solution

Gamified competition

Operational data fed via API from operations system to GFoundry. Public rankings per region, medals for top performers, monthly recognition.

Result

More motivated drivers

Performance increase. Decrease in operational incidents. Drivers more engaged with corporate goals.

Learning

Mobile-first

Drivers are deskless – the platform needs to work on a phone. GFoundry’s native app made adoption fast.

4 best practices to make it work

KPI Gamification doesn’t work “because of gamification”. It works when designed properly. 4 rules tested in dozens of implementations:

Rule 1

Pick KPIs the team controls

Gamifying a KPI the team can’t influence directly (e.g. exchange rates) generates frustration. Pick metrics with direct cause-effect.

Rule 2

Balance individual vs team

Only individual = unhealthy competition. Only team = free-riders. Mix the two scopes – and reward both behaviors.

Rule 3

Short, repeated cycles

Monthly or quarterly competitions beat annual ones. Frequent winners; energy doesn’t fade after week 2.

Rule 4

Strong narrative

Don’t call it “Q4 Sales Competition”. Give it a name, theme, story. Engagement multiplies when there’s narrative.

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Employee Referral: What is? What are the benefits?

Gabriel Costa — Tue, 22 Mar 2022 14:46:12 +0000

Supercharge your recruitment with GFoundry’s employee referral programs. Discover innovative strategies for talent acquisition!

What is the importance of an employee referral programme?

For an organisation to maintain its growth rate at adequate and desirable levels, it is important to have the most relevant open positions filled with the appropriate people for the functions they have to perform. Having the right employees for each function makes a huge difference in individual performance and in the performance of the organisation as a whole. One of the actions that can enhance the effective maintenance of all these processes is the implementation of an employee referral programme.

What is an example of an employee referral?

It is a programme that uses as a resource the recommendations of current employees to fill open positions in recruitment processes or even to leverage recommendations for internal movimentations. Examples of an employee referral:

Promotions;
Salary increases;
Changes of Sector;
Changes of Function.

It is common that a referral program does not eliminate the steps established for traditional selection processes, only certifying a recommendation to HR, being a different way to validate a candidate and keep the levels of motivation and involvement of the community at higher levels. Furthermore, associated with a rewards programme, it is common for the employee who refers another professional to receive a reward when the same is validated by those responsible for the process. Read this study to learn more.

Why are employee referrals?

The referrals can come from anyone inside the company who knows someone—either personally or professionally—who they believe would be a good fit for a role.

What are the benefits of referral?

6 advantages of a referral program:

Shorter time to complete the process
Lower cost per hire
More motivated new employee
Increased talent retention
Improvement in the organisational environment
Ability to discover hidden talents

In an immediate way it is possible to increase productivity, motivation, involvement and the feeling of belonging, besides the position being filled with a professional aligned to the cultural fit of the organisation. Read more: Employee Referrals: Key Source for Talented Workers

How do you ask for an employee referral?

1. Communication

Communication is a key element for the success of any initiative. Firstly, it is important to communicate the purpose and objectives of this programme, so that it is clear to employees what the importance of their role will be. In addition, it is crucial to indicate what shape this programme will take in the company: will it be for open positions? Will it be a programme to recommend changes in employees’ positions? Finally, if there is a rewards programme for recommendations that become positive and beneficial to the organisation, it is also important to communicate the benefits to employees. GFoundry has several Internal Communication tools that allow to disseminate content in a clear and agile way. In addition to the News Feed, where there may be more extensive content, with graphic support, push notifications can also positively impact the reach that the communication will have on the organisation as a whole.

2. Management of the Process

The referral process should be simple and intuitive for all employees who want to refer. In GFoundry, you can use the Contributions Module for this purpose. By creating a recommendation form, you can include fields where you collect relevant information about the recommended candidate (e.g., Professional experience, link to their LinkedIn profile, Qualifications…), and their contact information. This way, all information about recommended candidates is centralised and available for the HR team to consult. For employees, this form can always be available so that they can recommend candidates whenever they know of an opportunity.

3. Feedback

In a referral programme, it is crucial to provide continuous feedback to referring employees in order to keep the programme alive, credible and fair. The GFoundry solution has tools geared towards this goal. In the Contributions Module, in addition to the possibility of changing the status of each referral, it is possible to write a justification for closing a process when the proposed candidate does not make sense for the organisation. As an example, in the first instance, a candidate’s recommendation may be pending approval by Human Resources. When the candidate goes through the application screening, the HR team may validate or refuse, and the employee will have access to that result. In this way, you will know whether you can access the reward associated with the programme.

4. Awarding

One of the most effective ways to stimulate employee participation in this type of programme is through rewards. Therefore, it becomes important the design and implementation of a reward dynamic aligned with the objectives and performance of the person that references. Thus, when a candidate proposed by an employee is hired, the referrer should be rewarded. GFoundry, through its powerful gamification engine, allows the attribution of rewards to employees through their actions on the platform. For example, when an employee submits a recommendation for a potential candidate, they may receive initial compensation for their effort. Later, if the candidate becomes an employee of the organisation, the referrer may receive another reward for the success of their recommendation!

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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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CUF / José de Mello Saúde case study →

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Innovation Management in Companies: What It Is, How to Build Culture and Apply with GFoundry

Clara Costa — Wed, 15 Dec 2021 11:42:13 +0000

What is innovation management

Innovation is the process of adding value through new products, services or ways of working. Managing innovation means designing the system that ensures it happens systematically, not by accident.

In today’s organizations, the ability to innovate is one of the greatest sources of competitive differentiation. But it isn’t built overnight. It requires culture, processes and tools. This guide covers what innovation culture is, 6 building blocks, how to mobilize the whole company through idea crowdsourcing, and how GFoundry structures all of this in one module.

Why it matters: 4 strategic reasons

Innovation culture is not a luxury for big companies. It’s a survival lever.

Differentiation

Competitive advantage

Companies that innovate systematically stand out in the market. Innovation sustains margins.

Adaptation

Response to change

Markets change fast. Companies with innovative culture adapt first and better.

Engagement

Talent involved

Listened-to employees are engaged employees. Open innovation reinforces belonging.

Attraction

Employer branding

Senior professionals look for companies where they can contribute ideas. Innovative culture attracts.

The ability to innovate remains purely human. To date, no system has been able to innovate by itself. The key is still people – and the system that gives voice to their ideas.

6 building blocks of an Innovation Culture

None of these blocks alone creates innovation culture. Together they form the cultural infrastructure.

Block 1

Psychological safety

No fear of failing. Wild ideas are heard, not ridiculed. Failure is part of the process.

Block 2

Time to think

Innovation isn’t born in packed agendas. Dedicated time (e.g. 10% time) signals real priority.

Block 3

Submission channels

Where are ideas submitted? Email to the boss dies. A dedicated platform with community visibility thrives.

Block 4

Transparent evaluation

Submitted ideas need public feedback. Clear funnel of stages: triage, evaluation, pilot, scale.

Block 5

Public recognition

Those who submit useful ideas earn visible recognition – badges, points, mentions, ranking.

Block 6

Execution of winners

Selected ideas go to pilot with budget and deadline. Without this, the innovation program dies in 6 months.

GFoundry’s Innovation Module

The Innovation Module was designed to solve all 6 blocks together – submission channel + evaluation + recognition + execution.

Submission

Idea crowdsourcing

Customizable forms (text, multiple choice, document and photo upload). Individual submission OR co-creation with other platform users. Always available or in specific windows (challenges).

Community

Voting and comments

After submission, ideas become available for the whole community to vote and comment. Community ranking reinforces the best ideas and gives visibility to authors.

Backoffice

Evaluation funnel

HR and managers configure evaluation phases (triage, analysis, pilot). Each idea moves through the funnel with transparency to author and community.

Gamification

Integrated recognition

Badges for submitting, for having ideas voted, for reaching pilot. Virtual coins exchanged in the Marketplace. Public recognition in profile.

Learn about the Innovation Management solution in detail or book a demo to see it applied to your company.

Real case: CUF (José de Mello Saúde) Innovation Points System

José de Mello Saúde (CUF group) implemented an Innovation Points System on GFoundry to value employee contributions. The program structures:

Challenge

Capture frontline clinical innovation

Healthcare professionals on the ground have ideas to improve clinical and administrative processes. Without a channel, they get lost.

Solution

Innovation Module + Points

Points system awarded for submission, positive community voting and idea implementation. Clear evaluation funnel.

Result

Visible and measurable innovation

Program contributes to a culture of continuous improvement. Values individual contributions with visible, measurable public recognition.

Case study

Read in detail

Where to start: 4 practical steps

Step 1

Define the innovation theme

Don’t launch “submit any idea”. Define concrete themes: operational cost reduction, customer experience, sustainability. Focus generates quality.

Step 2

Launch a challenge with deadline

4-6 week windows generate momentum. Always-available kills the program. Communicate as a campaign.

Step 3

Evaluate in public

Communicate funnel decisions to the community. Who went to pilot, who was archived (and why), who won.

Step 4

Implement the winners

Budget + sponsor + pilot deadline. Communicate results of implemented ideas. That’s where the program lives or dies.

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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.

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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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Carglass | Go Inside – a complete Talent Management solution with Gamification

Gabriel Costa — Tue, 19 Oct 2021 12:51:50 +0000

Through the functionalities and various modules available in GFoundry, Carglass implemented a complete talent management solution which is called Go Inside, currently spread throughout the entire internal structure.

Challenge

Since Carglass is a company with a considerable geographical dispersion, having employees from the North to the South of the country, the team responsible for human resources management felt the need to implement a solution that would allow – in a first phase – the dissemination of training content in a fun, agile and simplified way.

In addition, it was Carglass’ intention to implement a solution with the ability to grow as further challenges arose.

Solution

The Go Inside solution was initially developed with a strong focus on the dissemination of Training content. Using GFoundry gamification engine, Carglass employees can not only access training content, but can also test their knowledge through quizzes, and even challenge each other through battles.

As GFoundry is a multi-platform solution, being available in web and app (iOS and Android) versions, employees can access Go Inside anywhere, anytime!

Throughout the project’s development, the scope stopped focusing only on Training, and started integrating a set of extremely important HR processes, also using Go Inside for its Internal Communication, not only through the news for more extensive content, but also through push notifications with shorter messages.

Performance Evaluation is also developed on the platform, contemplating the phases of Objective definition, Feedback and definition of Individual Development Plans.

The greatest advantage described by Carglass is related to the fact that the platform is very intuitive, and it was not necessary to call all employees to a room in order to explain how the process would work from now on.

The importance of Go Inside during the pandemic

Go Inside was born in a pre-pandemic period, but gained greater importance at the time when teleworking became more regular than it was in the past.

In this period, Carglass managed to maintain the connection with its employees through the platform, as it developed dynamics that allowed contact to be maintained between everyone, also ensuring the dissemination of important messages in the course of HR processes, some of them crucial to the smooth running of the company.

We started the partnership with GFoundry still in the pre-pandemic period, never imagining it would be so useful to us at a stage when we have people all from home and how are we now going to be able to reach them, and keep them engaged, when they end up doing an onboarding all remotely!

Mariana Vieira de Sá – Human Resources Director, Carglass Portugal

Keep on reading: The Ultimate Guide for Remote Onboarding

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G-Breakfast – A pleasant moment of networking after lockdown!

Martin Rocha — Mon, 11 Oct 2021 15:08:26 +0000

On the 7th of October, at the HF Fénix Hotel in Marquês de Pombal, GFoundry organized its first G-Breakfast, in partnership with Fórmula do Talento – one of GFoundry’s Partners.

The concept of the event was born from GFoundry’s intention to provide a moment of networking, in an invitation-only format, between representatives of companies from different areas, during breakfast. After a pandemic period, in which all events were held remotely, the balance of having returned to a face-to-face format was very positive.

During the breakfast, the participants also had the opportunity to learn more about GFoundry platform and the importance of Fórmula do Talento‘s role as Partner of the platform.

As the guests were divided between 2 tables, 2 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 present for their participation and enthusiasm during the morning:

In addition, we also appreciate 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.

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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 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.

Would you like to know more about how GFoundry can help your Internal Communication? Book a demo with us!

Keep on reading

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OKRs: The Ultimate Guide to Setting and Achieving Goals

Clara Costa — Tue, 03 Aug 2021 10:18:45 +0000

Agile OKRs Purpose and Benefits

It ‘s common sense that people improve their performance when they are committed with challenging goals – it’s part of our nature, right? But do employees know what their employers and managers expect from them? According to Gallup, only half of the employees know what outcomes are expected from their work. They refer that “Meeting employee’s achievement needs is important to encouraging high performance. When managers help employees set work priorities and performance goals, they give employees more freedom in meeting these objectives, enabling them to take initiative and work autonomously.” It’s from this gap – organizations focus on their strategic priorities – that OKRs methodology aligns every stakeholder by unfolding objectives for the teams, having them simple and clear for everyone, with scanning metrics designated as “Key Results”.

In practice, using OKRs is different from other goal-setting techniques because of the aim to set very ambitious goals. When used this way, OKRs can enable teams to focus on the big bets and accomplish more than the team thought was possible, even if they don’t fully attain the stated goal. OKRs can help teams and individuals get outside of their comfort zones, prioritize work, and learn from both success and failure. re:Work in https://rework.withgoogle.com/

OKRs framework is implemented with a meaningful communication plan in which the teams acknowledge the strategy, as also:

Demystify what is objectives and explain their purpose;
Establish a comparison between the present organizational framework and its results against the outcomes with OKRs;
Explain how it works from a practical perspective, from the cycle’s definition, what is expected from each one, steps and deliverables, and how people are going to be recognized.

The link between people and this “culture” is directly related to where companies want to be and defining what the path to measure success.

OKR methodology supported with GFoundry platform

GFoundry, as an employee engagement solution, is the ideal tool to support OKRs implementation in the sense that responds to the main key attributes, as following: Simplicity: because its a mobile first solution it demands simple and direct descriptions; Transparency: allows defining objectives as public and share their progress with the stakeholders in real time; Agile and dynamic: super versatile in updates and sharing results, which can be auto declared, manually inserted or automatically, from a data source; Alignment: Sensibilization sessions accessed from content libraries, with different formats types and from the feed news with the main events and information; Feedback and Recognition: Follow up and regular support with access to reward plans and incentives from gamification techniques;

Create a free account now to use our OKR’s Software.

Some tips and best practices to manage OKR Objectives & Key Results

Objectives should be written with action verbs, with clear terms, tangible and prioritized according to the needs of the business. It’s recommended between 3 to 5 objectives to stay focused, which links with 3 key results.

What are the Key results?

Key results are metrics that show work outcomes produced by an employee to progress on the team objective. The results should be supported by clear evidence (Accounting, CRM´s, ERPs reports, etc) defined in the beginning, with a start point to a finishing one. It’s recommended to adopt the quarter for team cycles, with touchpoints in the middle of the term for feedback and coaching and to decide the eventual refresh or resolution of any objectives settled in the first place. At the end of the quarter an evaluation takes place to prepare objectives for the next quarter on the way to meet the organization strategic goals at the end of the economic year. Remember also that dashboards with some of the most relevant data are fundamental to follow the progress of some indicators:

Create a free account now to use our OKR’s Software.

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What are OKRs?

They are defined as inspiring and ambitious objectives in such a way that they excite people to change and leave their comfort zone;
They are measurable because of their link to key results, easy to measure outcomes accomplishments;
Everybody should acknowledge them. They are communicated to all the organization;
There’s a classification in which 60% to 70% is an acceptable milestone (when higher than this could be that the objective is too easy or poor in ambition).

What OKRs are NOT?

Individual appraisal objectives;
Tasks checklists (else what teams want to accomplish);
Ambiguities or utopies, because the outcomes are like math in the way they allow a great progress on the long term – they are realistic and achievable.

What is GFoundry’s OKR’s Module?

The OKR’s Module is a tool for Goals definition and management that allows the implementation of OKR methodology and can be used by teams and individuals for setting ambitious goals enabling measurable results.

Main features of OKR GFoundry’s module:

OKRs and Initiatives
Roadmap visualization
Due dates
Check-ins Reminders
Statistics with filters
KR’s progress Dashboards
KR’s Activity Stream
Settling objectives and personal challenges;
Settling objectives and professional challenges (smart goals);
Investment system with virtual coins where one can invest in objectives from others;
Objectives mass creation and management system;
Objectives status follow up on a simple and efficient way (start>progress>results);
Full integration with other modules for different purposes (Eg: Recognition, Feedback, Reward Market, Innovation, Performance Appraisal)

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Climate Surveys: a photography of the organizational culture

David Martins — Wed, 28 Jul 2021 09:48:01 +0000

The importance of Climate Surveys

Organisational Climate is defined as the environment in the organisation, resulting from a collective perception regarding employees’ emotions and behaviours. This perception has an impact on the experience and alignment of employees with their organisation.

Some organisations conduct Climate Surveys only once a year. In a period of great uncertainty and upheaval (such as the year 2020), there is greater instability, resulting in a phase of change, considering that employees may change their goals, motivations, or even experience changes on a personal level. Therefore, it is necessary to carry out these studies systematically and periodically, in order to prevent future problems of alignment and connection with the organisational culture.

Some challenges such as high employee turnover, lack of motivation and lack of productivity in teams can be overcome at an early stage if the causes are correctly identified. It is even more important to be able to identify which factors may be influencing, in a positive or negative way, the organisational climate, in order to use them as decision-making tools.

It is essential to obtain results on Organisational Climate from a general point of view of the whole organisation, but it is also crucial to be able to detail the analysis by teams and/or departments. This detailed analysis allows the early recognition of gaps in the work environment of employees in certain groups, since leadership has a significant impact on climate.

Challenges from the pandemic

If before 2020 the challenges of measuring and managing the organisational climate were complex, in a pandemic period this challenge has become even greater.

The SARS-COV-2 pandemic has accelerated a much-debated trend among Human Resources professionals – the flexibilisation of work. If, on the one hand, it is a benefit for employees to have flexibility as to their choice of workplace, and even their working hours, it is, on the other hand, a challenge for HR professionals to manage people at a distance.

Managing teams remotely brings with it very different challenges in terms of aligning and connecting employees with their teams, with their leaders, and even with the organisation itself. It is therefore crucial to adjust employee information gathering practices in order to be able to take effective measures to improve their connection with the company.

Engagement Thermometer

The Engagement Thermometer allows you to know the main trends, feelings and behaviour patterns throughout the company through continuous feedback from the whole community.

The platform users periodically and automatically answer questions segmented by 9 metrics (such as Feedback, Recognition, Personal Development, Engagement with Managers, among others), giving rise to an engagement score that can be consulted afterwards.

The Thermometer is an important tool not only to analyze the momentary picture of the organization, but also as a way to evaluate the evolution of certain metrics over time. Through this temporal analysis, it is possible to understand the impact of the implementation of certain measures in the organisation, supporting all decisions made by the top management.

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Onboarding Missions in GFoundry: A Practical Guide with Templates and Examples

Gabriel Costa — Tue, 20 Jul 2021 09:28:23 +0000

What is an Onboarding Mission in GFoundry

A well-designed onboarding is not an administrative checklist. It is a product – with objectives, milestones, triggers and metrics. In GFoundry, that product is called a Mission, and it is the basic unit of the Employee’s Journeys that the platform lets you build.

A Mission is a structured, gamified journey that guides an employee through a sequence of milestones and objectives until a path is completed. In an onboarding context, the Mission replaces the traditional Excel checklist and the back-and-forth of HR emails with a single, mobile-first visual experience, with points, badges, deadlines and dashboards.

The key difference from a classic LMS: a mission is not just content – it is orchestration. A single mission can include videos, quizzes, forms (e.g. contract submission), tasks (e.g. schedule a meeting with the manager), technical training, goal setting and IDP. All within one visual narrative. Full technical documentation in the Help Center: What is a Mission? and Missions (Employee’s Journeys).

Anatomy of a Mission: Milestones, Objectives and Triggers

Every Mission in GFoundry is built from 5 core elements. Knowing them is what separates a passable onboarding from one that is properly designed.

Structure

Milestones

Break the journey into visible phases (e.g. Week 1, Month 1). Each milestone has a name, message, icon and availability delay.

Action

Objectives

The concrete actions inside each milestone (watch a video, take a quiz, submit a form). Every objective has a validation trigger.

Visual

Thumbnail and background

Visual elements that turn the mission into a game-like screen. Main image + background.

Preview

Journey Preview

View the mission exactly as the employee will see it, before going live. Fast visual validation.

Workflow

Save-for-later + Tokens

Design the mission across multiple sessions without losing progress, using continuation tokens.

When a mission completes a cycle (e.g. last quarter’s cohort is done), the backoffice lets you reset progress to launch a new cohort. See how to reset.

The 3-phase journey: Pre-Onboarding, Welcome and Role

Most GFoundry onboardings follow a 3-phase structure. Each phase has its own objectives, modules and metrics. The grid below is the skeleton you can adapt to your context.

3-Phase Onboarding Structure

When, GFoundry modules involved and expected outcome.

Best Practices 2026

Phase 1

Pre-Onboarding

When: Signing → Day 1

Missions + Forms + Tasks

Kill no-shows; build belonging

Phase 2

Welcome

When: Day 1 → Week 2

Training + Quizzes + Recognition

Culture, people, processes

Phase 3

Role

When: Week 2 → Month 3

Learning + Goals/OKRs + Careers

Reduced time-to-productivity

Each phase is typically a mission (or a set of milestones inside a larger mission).

Each of these phases is typically a mission (or a set of milestones inside a larger mission), with different completion triggers and dedicated dashboards for HR and the direct manager.

The Cost of Weak Onboarding

Integration is not just an HR process. It is a financial decision. Industry data shows why.

Why investing in Missions matters

Industry metrics that justify structured onboarding.

Source: Brandon Hall Group / SHRM / Gallup

Retention

+82%

New hires who stay

Productivity

+70%

With structured onboarding

Early exit

20%

Happens in the first 45 days

Replacement cost

1.5-2x

Of annual salary

Industry averages for organizations with structured vs. unstructured onboarding programs.

The conclusion is simple: the infrastructure of a mission (milestones, objectives, gamification, dashboards) costs a fraction of replacing a single employee who leaves within the first 90 days.

How GFoundry solves the infrastructure

The Pre-Onboarding & Onboarding module, combined with Gi Learn (AI for content generation) and the Gamification Engine, lets you design complete missions in hours, not weeks.

Structure

Pre-Onboarding & Onboarding

Missions engine, milestones, progress dashboards and KPIs per cohort.

Content

Gi Learn + Gi Practice

AI builds courses from a PDF. Conversational role-plays to train skills.

Engagement

Gamification Engine

Points, badges, digital vouchers, leaderboards. Turns a checklist into a journey.

Explore the Pre-Onboarding & Onboarding module in detail or book a demo to see it in action.

6 Onboarding Mission Templates by Role Type

These 6 templates cover most onboarding scenarios in modern organizations. Each is a starting point – adapt it to your industry, role and culture.

T-30 to T-0 days

1. Pre-Onboarding

For the interval between contract signing and Day 1.

Welcome video from the CEO or Head of People
Document submission (tax ID, social security, IBAN)
Short quiz on the company and its values
Task “Schedule a coffee with your buddy”
Mini-course on the industry, generated by Gi from an internal PDF

Corporate / R&D / Support

2. Generalist Onboarding

For administrative, R&D, support and back-office roles.

Manifesto video + “Who’s Who” quiz
IT setup, access and tooling checklists
Compliance + information security training
Definition of 3 objectives for the quarter
Initial IDP in the Evaluation & Careers module

Sales / Account Mgmt

3. Sales Onboarding

Sales reps and account managers in ramp-up.

Product bootcamp: pitch and objections with Gi Practice
Competitive quiz with internal leaderboard
Demo simulations with peer and manager review
Submission of the first 5 calls for QA
Setting an onboarding quota (ramp-up)

Engineering / Product

4. Technical Onboarding

Devs, engineers and product teams.

Dev environment setup
Architecture tour with videos, diagrams and quizzes
First PR as a Week 2 objective
Scheduled pairing with seniors at each milestone
Internal Month 1 presentation: “what I have learned”

Retail / Logistics / Factory

5. Frontline

Operations and shop-floor, factory or call-center teams.

Mobile-first microlearning on critical procedures
Short daily quizzes (3-5 questions) for the first 2 weeks
QR codes at workstations linking to contextual training
Shift-by-shift checklists validated by the team leader
Peer recognition on the first operational objective met

Managers and Directors

6. Leadership

Newly hired or promoted managers and directors.

1:1 sessions with each C-level member
Mapping of the direct team: profiles, pains, current KPIs
30/60/90 day plan visible to N+1
People Management training + Gi Practice
First team review at the end of Month 3

Building mission content with Gi: AI applied to Onboarding

One of the classic onboarding bottlenecks is the time HR (and managers) spend producing content. GFoundry solves this with Gi, the platform’s proprietary AI engine.

Gi Learn generates complete courses from a PDF, manual or topic. You feed the system your store operations manual and it returns course structure, learning objectives, written content and quizzes ready to validate. HR reviews and publishes.

Gi Practice lets the employee train competencies in conversational role-play mode: “first client meeting”, “giving difficult feedback to a peer”, “handling a sales objection”. The system simulates the other party and provides structured feedback.

“Before Gi Learn, planning the content for week 2 of onboarding used to take us an entire sprint. Now that content is ready in 30 minutes from the Quality Policy PDF.”

– Recurring feedback pattern from GFoundry clients

The practical result: HR shifts from slide producer to journey curator. Time is reclaimed for what actually matters – designing the right mission for the right role.

Measuring results: Onboarding KPIs and Reports

A mission with no measurement is just pretty content. The GFoundry backoffice exports automatic reports for the most common onboarding indicators.

Progress

Completion rate

By milestone, department, role or cohort

Time

Time-to-productivity

Time until the first objective is met

Satisfaction

eNPS D30/D60/D90

Pulse surveys built into the mission

Retention

90-day churn

Segmented by manager, role and cohort

For HR leaders, these indicators show up on dashboards in the backoffice. For the direct manager, they show as alerts on their own screen when a team member falls behind a milestone.

4 Companies already running Onboarding with Missions on GFoundry

These 4 clients implemented onboarding missions on GFoundry in different contexts – retail, industry, consulting and banking. Each link points to the full case study.

Retail

Carglass – Go Inside

Complete talent management with gamification. Remote onboarding was essential during the pandemic and became permanent infrastructure.

Industry

Cork Supply

Onboarding and qualification across time zones, with multi-language e-learning for employees in several countries.

Consulting

Closer Consulting – StayCloser

100% digital onboarding integrated with performance reviews, learning and innovation management.

Banking

Natixis – All Aboard

Gamified onboarding that complemented the 2-day in-person plan with a personalized digital experience.

Onboarding is a product, not a checklist

Every onboarding mission on GFoundry is a product decision: what outcome do we want for this employee in the next 90 days, what path will we walk them through, and what signals will we measure.

The platform handles the infrastructure – milestones, objectives, triggers, dashboards and AI for content. Direction stays on the HR and managers side, who reclaim time for what no tool can solve: designing the right journey for the right role.

To get started with missions in GFoundry, explore the Pre-Onboarding & Onboarding module, check the Natixis (ALL ABOARD) case study, or book a demo to design your first mission in a workshop with our team.

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About GFoundry – The Swiss Army Knife of the talent cycle

Clara Costa — Mon, 04 May 2020 10:38:37 +0000

About GFoundry

It appeared in 2014, but the path that led to the creation of GFoundry was started well before. The genesis lies in four of the founders, who knew each other since their time at the University of Minho, and who went through different companies and challenges, but always keeping technology as the common denominator. And that’s not all: they all gained experience in managing employees. With this, difficulties in common also arose, as João Gomes reveals: “we all suffered the need to get everyone rowing in the same direction”.

After nearly 20 years working with several companies, the intention arose to start a new, different project that would unite the four of them and that would meet the premises established by all: that technology would play a differentiating role (“as we have a background in technology, we could make more difference there”); that it would be a business “that would have a global aspect”; and that at the beginning of the activity it would not require the investment of large sums of capital. With this purpose, and with the union with Ubbin Labs company and its manager, João Carvalho, GFoundry was born, presenting itself as “the best multiplatform gamification solution to motivate its most important audience: employees, customers and partners”.

João Gomes – founding partner of GFoundry

From B2C to B2B

The first project was the launch of a quizzes app in Portuguese, B2C. “Sei +”, its name, worked (and works) as a “laboratory of ideas and experiences with users to later apply in companies”. This free app, aimed at the end consumer, worked like a test platform for the B2B solution that we are presenting today for companies, and which works on mobile, through an app, and in a web environment.

Based on gamification techniques – the process of using game mentality and mechanics to solve problems and involve users – the GFoundry software has several modules, one of which is training. This allows, through the aforementioned technique, that companies carry out training actions and transmit ideas and concepts, sometimes with increased difficulty, through quizzes, with rankings, “battles”, etc. In other words, using mechanisms and mentality associated to games, but transmitting the concepts that, possibly, in a more traditional way would be more difficult to internalise. The first company to become a client was CGI – a Canadian multinational. For this a Recognition module was developed, something that, in reality, as João Gomes revealed to us, was already planned to be done by GFoundry, but which took a different path from the initial one and was adapted to the reality of the client.

Here it is important to mention that GFoundry does not create custom software.

What happens is that, many times, the module is created with the client company and, from there, it can be used by all the other clients. Onboarding, Innovation, Evaluation or Objectives are other modules present, always, of course, with gamification as a technique. This common core facilitates user interaction with the platform, which, in a client-company, for example, can activate modules autonomously.

Important phase

According to João Gomes, the company is at an important phase. If the first challenge was, within the first six months, to put a version up and running on the market (which was achieved); the second challenge was to gain clients and effectively generate a return. This step was achieved last year, as a result of a client portfolio that includes CGI, Santander, Liberty, Sumol + Compal, AKI, among others. Now, a new purpose and goal to achieve is globalisation, with a turnover projection that matches that ambition: 450 thousand euros in 2017. One of the paths to this internationalisation is to take advantage of the fact that they work with multinational companies present in Portugal, using this gateway to reach the “mother company”. But, the options are not limited to this field, and other contacts are being developed. For all this, and to grow sustainably, capital is needed. In Portugal, about half of the 600 thousand Euros necessary to take this step has already been gathered.

Swiss army knife

With such a vast core business, there is sometimes a risk of referring to GFroundry as being synonymous with gamification. In fact, that is the technique that is used, but it does not fully define what the company is. It does not limit it to that, “it is a means, it is not an end in itself”. Not least because gamification is often focused, in other companies in the area, only on the area of training and recognition, while the GFoundry solution covers these, but also other fields, and that’s why GFoundry as a multiplicity of modules. How to define, then, what is GFoundry? Nothing better than to give the word to one of its founders, João Gomes: “an agile company, technologically advanced and that manages the cycle of talent of the employees, always with the idea of putting the employee in the centre to align, motivate and commit with the objectives of the company”. It is therefore “a Swiss army knife of the talent cycle”. A Swiss army knife proud of its Portuguese roots and with the necessary navigator’s spirit to succeed in today’s digital world.

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The Learning Journey

David Martins — Wed, 15 Apr 2020 11:33:28 +0000

What is a Learning Journey?

A learning journey is a new approach to help employees grow and stay motivated. Using the latest technology, it combines online learning with in-person sessions.

We present a clear model that integrates proven training methodologies, helping companies empower their employees through online learning. This includes both basic and specialized skills, as well as opportunities for social interactions, short lessons, tests, and digital certificates.

GFoundry is at the heart of this program. The platform integrates all elements through fun tasks and challenges. Employees can earn points, get badges, and see their position on leaderboards. Plus, they can win rewards!

The best part? The platform is intuitive and has an attractive design. Employees will enjoy exploring lessons that incorporate new technologies, like virtual reality. They can also track their progress, set goals, and receive recognition from their colleagues and managers.

Why is a Learning Journey Important?

Employees need more than just routine training. They need a continuous, engaging path that helps them evolve with their job roles and the industry. That’s where the concept of a learning journey comes into play.

1. Continuous Growth: Traditional training often ends once the session is over. But with a learning journey, the process is ongoing. Employees constantly build on their knowledge, ensuring they don’t stagnate and always have something new to learn.

2. Adaptability: As industries evolve, so should the skills of the workforce. By engaging in continuous learning journeys, employees can easily adapt to new tools, technologies, and techniques. This makes the business more resilient to changes.

3. Engagement and Motivation: Earning badges, points, and climbing up the leaderboard can be motivating. When learning is made fun and interactive, employees are more likely to participate actively and feel a sense of accomplishment.

4. Building a Community: Learning isn’t just about individual growth. Through social interactions on platforms like GFoundry, employees can share insights, help each other out, and foster a sense of community. This not only enhances learning but also promotes team bonding.

5. Future-proofing the Business: By investing in the continuous learning and development of its employees, a company ensures it remains competitive. A well-skilled workforce is a significant asset and can lead to innovation and improved performance.

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