How do employees resign?

There are many reasons pertaining to the question of why they resign, and at the top of the list of reasons is ‘they cannot get along with their supervisors’. According to many experts, most employees abandon their bosses, not their jobs.  Issues with salary, social rights, location of the company make up the next points on the list. But I would like to examine another question now. Not why, but how they resign.

The last link of selection and placement

You spend a significant amount of time, effort and money to best choose the people you will work with. The process is long and grueling. After all, you have a goal to attract talented employees, which is very up to trend. You publish job postings, run tests, your HR department is working nonstop to fill every position. The employee starts working at your company.

Meaning: a new investment period, too, starts.

Orientation exercises, personal and vocational development programs pile on one after another. It is your responsibility to increase their fruitfulness. As we always say, the ability to turn potential into performance is indispensable for executive teams.

Whether the working period is a month or five years, there is a relationship being constructed between employee and company. This relationship is of course not between the person and the building. Every single employee brings their own social aura into the company and socializes in that space. This is something we all support, because we are aware of the positive effects of social relationships between employees on the atmosphere of the company and the productivity of work.

In this setting, a piece of this social network, by their own will or yours, has to resign from work.

Why is the appropriate administration pertaining to the process of losing an employee, for one reason or another, not a priority to executive teams? Why can’t the last stage of the selection and placement be turned into a people-oriented process, as the first stages are?

One morning, I just couldn’t swipe in with my ID.

I am willing to argue that this is the ugliest, most outrageous way of laying an employee off. You leave your house, perhaps your spouse, your child, your parents, like any other day, and you go to work. That morning, your ID card doesn’t work. You assume it is a technical issue, you ask about it. The security officer, your friend that you say good morning to and converse with every morning, tells you that it has been deactivated. So someone has deactivated you, like a robot. You cannot enter that building anymore. Even if there was a shameful situation in question, this is not how this process should be handled.

But wait, there’s more. A junior friend of yours from HR comes in with some documents in their hand, gets some signatures from you. There’s no point to saying “I would’ve liked to empty my desk and cupboard.” Your belongings have already been boxed. And of course, you hand over your computer, cellphone if you have one, in the presence of the officer.

This is a direct retelling of a real experience. There was no shame in this situation, it was simply a layoff  for the sake of downsizing.

You might be saying that this is an extreme example, and you are right, yet I wanted to write about it so that we can examine who loses in this scenario.

Loser’s club

At the top of the losers list comes, of course, the reputation of the company. The person walking out the door right now is the ticking bomb for the company’s  reputation. Right now they are returning to the house they left only an hour ago. And have no doubt, your attitude won’t stay a secret. In deactivating them like a robot, you have just activated a ticking bomb that can destroy everything you have worked for to build your reputation.

Second on the list is the HR management. As a department, they have failed at the single crucial reason they exist. From now on, even if they hire the most talented people back to back for the next 10 open positions, they will not be able to repair the feelings of others in the company who take issue with the layoff of their friend. The idea of ‘this can happen to me too’ will awaken in every employee, and especially if the laid off person was very loved, this idea will bring with it other feelings as well.

The one that indirectly loses the most along with the loser’s club is the work itself. It can even be said that the work is the true victim, but we wanted to start from a more sophisticated perspective investigating this topic. Because our belief is that there are more important things than work at stake here.

Executive teams, department chiefs… Everyone has lost. Worst is, the company has lost a part of its soul.

This scenario has truly happened. Now take a look at your own scenarios. See what you can find to criticize and to applaud.

Isik Serifsoy

CEO Engage & Grow


Build your company up with good communication!

Small talk is amazing at work. During lunch break, waiting by the coffee machine, in the lounge and resting areas fearlessly created these days by the company itself..  It is nice to spend time together talking about this and that. These small conversations are priceless for establishing the communicative relationship employees have with one another. Recently a friend of mine who works in the HR department of a company uttered this sentence: “We are planning to host a picnic so that people can exchange a few words, have some time to socialize.” I asked what they are planning to get them to socialize. “We are thinking tug of war.” she said. Games, competitions, et cetera…  “Nice” I said, “I hope it’s helpful…”

I called after the picnic, curious. Was the desired social environment created? “oh of course not, everyone just went along and clung to the few people they normally talk to. On top of that, women and men even stood segregated. Tug of war, too, happened in separate teams. Anyway, at least it’s done. Now we can say we’ve done what we could.”

I will ask you what I asked her: “Is this really the best you can do?”

Forcefully implementing an activity that is not inherent to the culture suggests the relationship between water and oil. You shake it hard enough and it seems as though the two liquids have blended, but in a moment the oil is back to the surface, alone. The density of two matters are different from each other. Water and oil are molecules with completely different compositions.

A company can have hundreds of employees. The fact that these employees are different than each other does not mean they can never communicate successfully. What creates the space required for healthy communication is the company culture. If the company culture supports and encourages friendly behaviors, conversations, relationships in its interior communication then this space flourishes autochthonously. If there is a lack of said support, resistance forms.

It becomes clear in numerous activities we implement in companies that people  are indeed eager to communicate with one another and socialize, but that they run into obstacles in effort to do so. During one activity when a general manager shared a private matter with some operational managers working under him, they looked at him in surprise and one of them reflexively uttered: “How weird, it’s just like normal people!”

We laughed all together at that sentence. In truth, it was one that begged for a long critical conversation. How can we expect there to be friendly, normal relationships in a company that is under the management of a GM who doesn’t even appear like a normal person? The GM himself wanted to discuss the matter and they chatted among themselves. We were merely onlookers at the scene. This is the most beautiful part of the Engage&Grow workshops to me. You point to a few doors and the key, and suddenly all the locks are unlocked, the conversation is richer like its companion coffee, newly refilled. This is exactly what is aimed for and needed. Not a consultant to answer the questions and list the solutions, not a weekend trip to a picnic — by ripping people from their families and private time — and being handed a rope to tug. There are doors and locks, and the keys are right in front of you.

There are some who say that company culture doesn’t change easily and they are right.  No one is saying that change is easy… Creating goals, having the intention and starting the process of change and showing a genuine effort on this path is a huge success in itself.

Let me make a list of all I am considering as usual.

  • Close relationships may not be easy for everyone but communicating sincerely is. If you find it hard to smile in the morning entering the building, saying good morning, you have your work cut out for you. Think for a second: “What am I doing here?” Maybe you are meant to be a coast guard sitting by themselves by the sea, waiting to run to the rescue if someone needs you.
  • Do not ignore the cultural dynamics of the company and force people to communicate with one another. I often give this sentence as an example: “They host a Happy Hour every Friday so that we get to love each other, we leave work hating each other more.” Instead, support and increase the number of environments where communication will naturally arise.
  • Conceit is one of the most prevalent viruses in a company. Where there is conceit there cannot be communication. The conceit of executive teams trickles down from top to bottom in record speed. Think carefully about conceit. Could you be thinking of yourself too superior to form close relationships with others? What is it that makes you so perfect and superior, then?

By the way, tug of war is a good game. It lets us push and pull, in fits and starts, laughing along, like when we were kids. But only if there is already communication between us…

Isik Serifsoy

CEO Engage & Grow


Surviving in gossip culture

Gossip is a corporate virus I have encountered countless times in my whole business career. I may have the one that gossiped, or I may have been in an environment of gossip for way longer than desired. And definitely, I may have been the subject of gossip. I never needed to be a clairvoyant to know that I was the subject of gossip: it is easy to see that the ongoing chitchat is about you, from the attitude changes that follow, from sentences like “I had such a different first impression of you”, from the looks… You know that sound you sometimes hear in your ear, like an echo, we say in Turkish then that someone is ringing your ears. It’s something like that.

In an article I read a few days ago, gossip was defined impeccably: “speaking of a situation with someone who is neither part of the problem nor the solution.” If there is a potential for that someone to be part of the solution, of course it is a perfectly normal approach to discuss with them that problem. This makes you someone who is seeking a solution. If you are talking to someone who is part of the problem, then that conversation leaves the realm of gossip but becomes open communication. If who you are talking isn’t either of these two, of course it is natural to converse at times to ask for counsel, but know that at that moment the line between you and gossip is incredibly thin and manage the process correctly and conscious of this fact.

In fact, the worst kind of gossip generally takes place under the disguise of counsel or advice. If you desperately need the wisdom of a third party, do not ask for it through the use of someone’s name but by focusing on the event with a nameless character.

For instance, if you are consulting your partner or close friend, if you are getting advice from someone outside of the company, we cannot call that gossip. But if the person you are expressing your feelings and thoughts to is in close contact with the person in question, these feelings and thoughts will create a perception for them. Set aside whether you are right or wrong and think of it this way: you do not have the right to create a perception of someone and spread that perception.

Why, when we have an issue with someone, do we prolong confronting them face to face and talk openly? There are so many instances where all of us do this in our personal relationships. This may have numerous reasons, but I think one of the most important reasons is not confronting the issue at the core of it… So the reason we gossip is not about the person who is the subject of gossip but about ourselves. Maybe it is the fear of hearing we are wrong, or shying away from what we will hear or realizing that it is not as important as what we made it out to be in our heads and our words… So many reasons can be given.

On one side, gossip is beautiful too… Come clean about it, which one of us can say they have never gossiped? Besides, it has its perks. Do you wish to lay someone off in your company? Set your sights on the chatterbox of the company and look how fast the news travel. Are you considering publishing a memo to announce that there will not be an increase in salaries this year? Your work is cut out for you if you have a culture heavy on gossip! Give the memo to someone and watch it spread. But don’t be surprised if at the end of the gossip chain someone screams out “Our company is going bankrupt!” If you start this fame, one of its results might be that the words you first spoke come back to you completely transformed. You can hear this sentence from a supplier, or worst from an esteemed client!

Just like in a game of Chinese whispers, the sentence leaving the source can turn into an unbelievably different sentence through a long chain. Stories start and  with the help of someone wanting to add some spice to the story, monsters appear in your tales. A remark said without much care or thought can damage all productivity and morale, can even bring about quantitative damage to the company.

Cheap communication!

You can be sure of this: if you are gossiping, someone is also gossiping about you.  This is a fact. Experienced executives use this type of gossip craftily, can even manage to turn it to their advantage. To them it is similar to mind-reading the company. Like a type of medicine used in very low doses. One more gram can be lethal. It is important to make this decision: Do you want to build a suspicion culture in the company, or a leadership culture based on trust? If your answer is the second one, do not lend credence to gossip inside the company and make considerable effort to decrease it. But if you say the first one is also okay, bear its consequences.

These consequences can be very exhilarating.

Isik Serifsoy

CEO Engage & Grow


Engage And Grow Signs Master Franchise Agreement With FranGlobal

The international market entry specialist FranGlobal will represent and expand the brand in India by appointing sub-franchisees across the country. The company is targeting 20-30 franchise partners over the next one year.

The global employee engagement leader, Engage and Grow, has signed a master franchise agreement with FranGlobal to expand in the India market. Founded by mind mentor and business coach Richard Maloney in 2012, Engage and Grow has operations in over 80 countries and over 300 licensed coaches worldwide.

With the master franchise agreement, FranGlobal will represent and expand the brand in India by appointing sub-franchisees across the country. “We are delighted to take up the master franchise rights for Engage & Grow. It is one of the best business coaching brands which refocuses, reenergizes and reengages the most important assets to your business – your people. Engage & Grow programs are focused to help businesses increase employee engagement and create a strong positive culture. We see a huge potential for the brand in the Indian market,” said Venus Barak, CEO, FranGlobal.

Commenting on the unique opportunities in the Indian market, Richard Maloney, Founder and Director, Engage and Grow, said, “We have been running quite a few programs focused on understanding the people psyche in various geographies of India. In India, people are culture-oriented and have a good family sense, which is really important to create happiness in the workplace. Thus, we have seen quick results here compared to other countries in the world. Overall, we see India as a crucial geography for our expansion.”

Commenting on the unique opportunities in the Indian market, Richard Maloney, Founder and Director, Engage and Grow, said, “We have been running quite a few programs focused on understanding the people psyche in various geographies of India. In India, people are culture-oriented and have a good family sense, which is really important to create happiness in the workplace. Thus, we have seen quick results here compared to other countries in the world. Overall, we see India as a crucial geography for our expansion.”

The company offers group activation system through over 12 action-based programs developed around neuroscience, NLP and the science of motivation. The programs cover areas including employee engagement, leadership effectiveness, women’s leadership and engaging millennials.


Language, communication and engagement

We witness in our day-to-day how simple sentences make great differences in people’s lives. Here is an example for you to mull over. In a project supporting gender equality, the general manager speaking on the opportunities provided to women says: “We gave women this opportunity and were shocked to see that they apparently can succeed at everything!”

Now, is this a compliment or an insult?

What do you mean? What are you shocked by? Clearly, you invested in your project without believing in its success. Your language is expressing what is in your head and I think you should have gone over this speech with a good communicator before you made it.

The language you use in the company

Some employees express that their superiors can behave and even talk in a very rude and brusque manner. Honestly, I’m going to skip this matter at hand continue on to discuss the language you use under normal circumstances —like normal people and normal executives— because I cannot even tolerate the possibility of rudeness in the workplace.

We always try to remind and underline the importance of good communication with the employees. At which point can an employee connect themselves to the company if they are learning of a strategic decision or an event that can be seen as a turning point for their company by reading it in the newspaper? If they cannot connect to the events and the company, how can we talk about engagement?

As long as we do not regard the employees as our closest shareholders and act accordingly in daily life, we don’t stand a chance.

The employees must know first. They must know about it at the exact moment the project is completed —in fact, at the moment it is begun. If you have set a strategy, your switchboard operator will be notified of it. Did the general manager saying “we have decided to withdraw from the urological medicine area” in their speech declare this to the public before doing so to their urology department sales representatives?
What must the sales representatives have felt at that moment?
Let’s also look at a more positive example. A father announcing to everyone in his household at home that he is creating the largest solar power plant in the world looks over at his son later when they watch the same announcement on the news, saying with that look —See, I told you so. You learned this before everyone else. This is pride, it is the strength of sharing.

Establishing communication and language

Let’s focus on the messages circulating inside the company. There are some messages that you can be fooled to think they were written by an artificial intelligence system. “Hey Siri, what is my executive saying to me today?” “Hello, from now on you can come to work out of uniform on Fridays. Thus, it is requested that you refer to the company dress code.”

Siri can say it this way. Because it has data and that data allows it to answer to what is asked of it in the most correct fashion. It has no emotion. Besides, even Siri is renewing itself. Try saying “I love you” or “You are so successful” to it, look at what she will respond.
Shall we try?

“Siri, you are so successful, thank you.”
Answer: Of course, do not mention it.
“I’m so glad I have you Siri.”
Answer: You are very kind.

Establish a sincere team language in the company. If you are goin to be applying a Free Friday from now on, do not announce it like a public institution but by using this sincere language. Because, the people to use this language and to read it are the team anyway.

“We have fresh, good news fitting these days of summer heat!”
How is this?

Is it too casual for you? Make your own language. Add some salt, some spice. Maybe heat is up a bit but not too much. You will find a language fitting to your culture and atmosphere.

After establishing this language, of course you must use it. Use it in abundance. The cogwheels of inside communication must keep turning like clockwork and everyone will first connect to each other, then to the company. This is how engagement starts.
There are really good and really bad examples of language and communication. Let’s share these from time to time. If we are setting our bar high for institutional improvement, let’s start with the tone of what we say to each other.

Because, the most important shareholders are the employees.

Isik Serifsoy

CEO Engage & Grow


But succeed in what?

Someone sets some rules, creates certain methodologies. Someone forms a trend and next thing you know it’s what we most talk about. To duly implement a system, we work on alteration models starting from our IT infrastructure.  Some are quickly actualized, some aren’t. We present people with task descriptions, we open tasks in CRM systems… And if we are not a non-governmental organization, we run after better profit. It’s the nature of corporate life… Incidentally, NGOs also have to have communication, finance, profit strategies so that they can benefit and go more good.

So every one of us strive for the success of the organizations we are a part of. This success can oftentimes mean more sales, generating new ideas, opening new markets or doing more good.

Relations of engagement and success

One of the most crucial points on employee engagement is the awareness of employees of the definition of success written in agendas of their executive teams. It is impossible to form a common spirit with secret agendas. We need to share more beyond mission statements shared in large group meetings through powerpoint presentations.

By now all of us are aware that the new generation employees seek meaning in their work, and they harbor an instinct to create value at the end of their efforts. The answer to the question “Why do I work?” could be different for generation X but you must accept that it is incredibly different for generation Y who we work with now and future generations. There is a sentence bosses use often, “The real issue here is to make people’s hearts beat. I need people whose heart beats, who wears their hearts on their sleeves.” What a great observation this is! You are so right. But is it the profit you expect at year-end that will make their hearts beat as they work? What kind of an electrode activation does the new operational venture you initiated in India or China? At what bpm do their hearts beat when you say every project will be entered into the CRM system and will be followed up on, and every morning the system like an old sage appears to alert “You, employee! You still have not done what you were supposed to finish yesterday, the project is halting because of you”?

Thinking this way is of course morbid, but for all of this and more to work, we simply need a little bit of spice. It is actually a very simple element of support. It is called: Sincerity.

Try to read these sentences, taking half a minute to think in between them.

  • -Everyone in this company knows the definition of success. Our definition is a sophisticated one beyond quantitative successes. We might have created a new market and a lot of profit. But in the meantime if our turnover rates are much higher than average, our success rates fall.
  • -For us, in success exists people who work on every facet of themselves, whose improvement plans are meticulously implemented. Because true growth makes one take steps forward. With those steps the company moves forward.
  • -In success a common mind, soul, even heart is created. This commonality drives us to produce without the need for someone else’s control. The wish to produce without someone’s control is commitment.
  • -We attach a lot of importance to the contribution of the new generation. Their method of working is different than our and this difference deepens and enriches the work. We need to be excited for what this difference will bring us, not build bad scenarios on it.
  • -We cannot only be making profit. This will weaken us in every aspect. Look at countries with the highest social development rates. They’re not the world’s richest oil countries. The reason of their richness is actually social development in itself. They are rich with a model that includes justice, circumstances for education, a focus on human and most importantly, democracy.

Do you have a sentence like that?

Isik Serifsoy

CEO Engage & Grow


We cannot stand with the climate crisis!

Millions are participating in demonstrations about the climate crisis. All around the globe, activists are working to bring attention to the gravity of the situation.  The school strike movement started by Greta Thunberg is gaining popularity and attention beyond expected. The climate crisis is yet still seen as a science fiction dystopia.

The previous generation -I’m talking about us- grew up assuming that planet Earth was always going to be a healthy and safe place. As for today’s generation, they grow up deeply concerned for the future. This is the reason the youth is participating in the United Nations summit. I believe they are making a difference. They have carried awareness to an incredibly high point. They know how to make the news and expertly make use of the power of social media.

As planet Earth is dealing with this “small” problem, one of my friends, knowing I was interested in such issues, recently shared with me a note from administration: “We kindly request your care and consideration regarding social media posts about topics of public disturbance such as strike, demonstration, protests, due to their potential of harming our corporate image.”

This generation will not stand for this approach!

It might seem like it would, but it won’t. If you are thinking, what does take up such a position on a topic of such macro-level importance like climate crisis have to do with employee engagement, it is clear you are not aware of and informed about the climate crisis. Not evaluating the potential results of the climate crisis through the lens of the youth directly affects your corporate reputation.

On the 23rd of September TÜSİAD (Turkish Industry and Business Association), one of the most prestigious non-governmental organizations in Turkey,  released an public announcement saying: “the ever-increasing sensitivity and awareness in all parts of the community in an attempt to battle climate change are adding momentum to the  establishment of beneficial policies as well as the swift implementation of the decided roadmaps, both in corporations and in governments. We believe that viable roadmaps built on scientific foundations, ensuring the consistency and integrity between policies, created through collaboration and participation should be decisively implemented and put into practice.”

What do we understand from this? I understand this: standing alongside the climate crisis/strikes/demonstrations and adopting a problem-solving approach is an indicator of a top-tier reputation. Overlooking the sensitivity of the generation you will work with from now on is a shortcut to severing the ties between you.

Your statements matter!

What does the above-mentioned note from administration -which I shortened and censored- say to your new generation employees? Let’s look.

  • We are watching you! We keep tabs on your social media posts. Don’t be fooled by how “democrat” we appear, our eyes and ears are peeled. In short: We do not respect personal rights.
  • Climate crisis is an “anarchist” definition! There is no such crisis. These are games the youth wants to get involved in. In short: We know nothing about such issues.
  • It might be of importance to you but it’s dangerous for us! What significance can your sensitivities ever have next to our corporate reputation? Be grateful you found a job and obey the rules! In short: Whatever we do, we cannot establish employee engagement.

The climate crisis is a symbol

The climate crisis is a symbol, but a very powerful one. We do not have the luxury to underestimate the future of the planet we live and breathe in. Think of the climate as simply a symbol for employee engagement in this piece. Avoiding meddling with things is -generally- the habit of our generation. The dynamics motivating the new generation are completely different. It is a mistake to act cowardly and declare so through a note when you can instead get this generation, who seek meaning and emotion, to connect with the company and each other through such powerful symbols.

We need to change and improve ourselves on these 3 topics:

  1. Employee engagement is bringing together around the same goal and meaning. Even a group made up of people independent from each other in every other facet can work together for meaningful causes such as the climate or environment. This union can become a lifestyle.
  2. As corporations, we need to put forth our values.  We do not have the luxury to say “I do not have such a responsibility” when the whole world is dead set on the 2030 goals for sustainable development. Because this is the responsibility of the new world and you have to decide if you will take part in this world.
  3. Displaying a high-level attitude like in the TÜSİAD example does not damage your reputation but increase it. I would additionally thank you as a businessperson for that sort of explanation.

You may not stand with the climate crisis; I’d say start thinking of where you will stand once the results of the crisis start showing. ☺

Isik Serifsoy

CEO Engage & Grow


Three magical attitudes of engagement-generating companies

Our job is establishing a cultural foundation that will increase employee engagement and ensure that all teams are eager to work on this matter. Presenting them with tools they can mull over and explain to them that they can put forth their own methods via these tools presented. Our job isn’t going to a company and generating employee engagement out of nowhere in an unfamiliar cultural environment.

We are also pleased to see that some of the companies we work with are already succeeding in this with good examples of implementation and that they wish to bring forth development through their collaboration with us. Their invaluable motivation in turn motivates us to spread such examples of well implemented methods and ideas.

Every idea has value to it!

There is something that companies with high rates of engagement do really really well: giving their employees freedom and space, and finding value in all ideas. Thusly, they also succeed in establishing a feeling of involvement with work and ability to create an emotional connection in employees.

I’ll provide an example. In a training I attended in the last few months, a motivation wall was imagined. After many decisions on what kind of wall it should be, should it be by the entrance, or in the conference room, etc., the wall was finally chosen. Then it was time to find a good idea for that wall. Some put up the childhood photos of all their employees and embraced the “they have all grown up now” idea.

From another came the idea of putting up our parents’ photos. While these great ideas kept flying around, an employee who I would later learn had lost their parents at a very young age said this: “People who may not have parents or may have lost them recently could be saddened by seeing this wall. Why don’t we put up our grandparents on the wall instead? Most of them are not alive. This way we would also remember all of them. We would allow them to join in the game.” This idea was accepted with enthusiasm. It was implemented right away and in my opinion, the most meaningful motivation wall in the world, the faces of grandmothers and grandfathers coming from so many different cultures and backgrounds, appeared on the wall. It was a beautiful, special idea. Many of the photographs weren’t in the desired quality, but it was a special idea. They all got into a “selfie with grandparents” competition and the social media accounts of the company was mentioned online in organic, sincere posts. Think about the budget you set aside for social media to manage this.

They don’t slack off!

There are companies where surveys and research on engagement are done fairly often. They reach some conclusions. And these are reported and archived.

When you ask your employees to share their emotions and experiences regarding their work and it appears as if nothing comes out of this process, employees remove themselves from the feedback process. If you are investigating what the employees are feeling, you need to ensure that there is an outcome to the process. You must not only listen to them but also to the leaders. Aligning the outlooks and competence of said two sides, and being able to do so without departing from the company’s values will be your mastership.

The employee who recognizes that their feedback is left up in the air and that it does not carry any weight cannot remain engaged. You are obligated to turn results into actions and tell the owners of said feedback that “You gave us these and this is what we did.”

Like how companies with high rates of employee engagement do.

They provide resources!

“I need these from you, but I also want these and of course I also need you to do these.” You have set clear job descriptions and goals. In turn, are you certain of the productivity of the resources you are providing? When I say resources, I do not simply mean money. The sustainability of one’s life, of course, denotes the sustainability of their relationship with you. However, some leave their workplace for a very slight difference in their paycheck, due to the lack of resources that would have kept them from leaving.

A good sale goes beyond the resources provided to the salesman, a dependable vehicle, a prepaid cellphone for communication. You support them with intellectual resources. Making sure that a client they invite to the company is treated with hospitality is a kind of resource too. Or, creating a space to breathe and relax for the finance expert whose days are spent in an office is the best kind of resource, way beyond the tools they use all day. This can be a well thought-out terrace, or a couch they can put their feet up in the lounge. It can even be an automat they can drink the coffee they like from.

There are countless more examples, let’s continue with them in our next piece..

Isik Serifsoy

CEO Engage & Grow


Written by Eve Laidlaw, Employee Engagement Specialist
Engage & Grow

Firstly, what exactly is behind employee engagement?
If we delve deep and look at the most important factor behind the concept of employee engagement. What exactly is at the core of cohesive, productive workplaces? Research and empirical evidence are continually pointing to the same answer: employee trust.

Secondly, what does employee trust have to do with your brand? One of your companies most powerful brand assets is your people. It is so common to see organisations focusing all their branding efforts on marketing activities rather than spending money and time on their people.

Regardless of the industry that you are in, to build a strong corporate brand, you need brand ambassadors. Employees who are thoroughly engaged, connected and committed to your organisation.

If you’re not motivating your team to be brand ambassadors, you are missing out. Edelman’s 2019 Trust Barometer found that 78% of people believe “how a company treats its employees is one of the best indicators of its level of trustworthiness”.

Obviously, we should all be striving to treat our employees well, which sometimes is easier said than done. If you are succeeding at this and know that you have an engaged team you should be publicising and amplifying your strengths in this area.

Nothing conveys the appearance of happy and invested employees better than the employees themselves. That said, there is other ways that you can emphasise team engagement to your wider audience. Some of our recommendations are as follows:

  • Loading up the Life Tab on your organisation’s LinkedIn Page with content and visuals illustrating your company great culture.
  • Posting updates on your social media pages that highlight your employee achievements.
  • Creating ‘Day in the Life’ videos of your team members, to highlight how passionate they are about their workplace.

As shown in the image below, Edelman’s data suggests that behaviours like advocacy, loyalty, engagement and commitment are all fundamentally shaped by the level of trust employees feel toward their employers.

(Source: 2019 Edelman Trust Barometer)

Strong trust fostered internally within your organisation translates to the way employees advocate for and talk about your brand in their own circles, which then reflects in the eyes of customers. Building trust with your employees is a critical step toward building trust with your greater audience.

For more information on employee trust and engagement feel free to reach out to Eve Laidlaw, Employee Engagement specialist with Engage and Grow Global at or check out our website


Written by Isık Serifsoy, Engage & Grow Global General Manager

Corporate research consistently shows that one of the key factors for measuring an employee’s dedication to and love for the workplace is their recommendation of the workplace to their loved ones as a viable option for employment. Companies who wish to capitalize on their employees’ social network for their election and placement processes can gain an at least surface-level glimpse at employee dedication from their feedback to their social circles. If you have an employee who shares openings at the company on their social media or social network, keep an eye on them: they could just be the most committed member of the team.

Why are employee recommendations important?

Social networks are crucial for candidates looking for jobs as well as for employers in search for candidates. Candidates can easily procure a great deal of information about a company: a single search on social media can bring up hundreds of comments and insights on a company. Yet, it is just as important that a candidate obtain information from inside the company itself. No matter how impeccable the facade of the company is, candid information on corporate culture and atmosphere comes directly from the employee. The most effective answer to “What kind of a place is it?” is the simplest and most sincere one: “Definitely apply for it.” or “Forget it, there’s other places out there.”

This sort of pure feedback distributed by word-of-mouth constructs the essential perception about your organization: Good or bad…

To me, recommendations on candidates provided to an employer are much more critical. The recommendation that comes from an employee regarding a candidate can expediently provide an impression of said candidate

One reason why employers all over the world are so eager to hire people who have friends at the company…

The other reason is even more crucial.

I have friends at work!

A research published by Gallup from 2018 makes apparent that work friendships play an important role on performance. While the dedication rate of people who consider themselves good friends with their colleagues is 63%, the rate of those without established friendships is 29%. A critical difference.

As dedication rates of employees who are able to build successful friendships at work increase, even if only 6 out of 10 people see colleagues as good friends, the company’s profits increase by 12%.

Think of a 12% increase in profits, and what it could bring to the company if it is continuous.

Now let’s put aside the research, and take a look at sentiments.

Let’s say we divide our life into three: sleeping, working and living. Let’s consider that the people we spend at least 8 hours per day with are also our good friends. Let’s imagine the colleague we share the same goals with is also the one we put our trust in to be there for us.

It’s a good feeling, isn’t it?

This feeling, combined with the trust you feel for the company gets you out of bed much easier. The feeling that you will go out for coffee with your friend on the weekend makes going to work much more enjoyable.

Work that is enjoyed brings about enjoyable results.

These results in turn affect dedication, performance and profit.

The Age of Industry 4.0 has begun, robots have already infiltrated our lives, yet this does not make us robots. On the contrary, it highlights the significance of human emotion, reaction and sensibility. To increase profit, it does not suffice to simply create new markets. Try seeing the market your employees create with this perspective.

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