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HR leaders have always been challenged to manage dual responsibility for operational and strategic HR functions. Meeting the day-to-day needs of the organization in areas such as recruitment, comp and benefits administration and risk management must be integrated with initiatives for improving engagement, productivity and retention. In times of high employement and  economic expansion, balancing responsibility for operational and strategic functions takes on elevated importance, as attracting, motivating and retaining talent becomes the critical enabler for growth.

Many consultants and analysts would have us believe that the future will bring fundamental changes in how we do our jobs. That, of course, is what keeps them in business. However, what changes can HR leaders realistically expect when it comes to managing workforce engagement? And, to what extent is the past a prologue to the future? We put these questions to Engage2Excel’s Chief Scientific Officer, Jack Wiley, Ph.D., who has three decades of experience in conducting engagement surveys and analyzing global trends. You’ll find a summary of Jack’s answers in our latest article, The Future of Workforce Engagement.

More than three-quarters of all U.S. companies recognize employees’ tenure through formal length of service recognition programs. Yet, the question still remains…Do today’s employees still see value in service awards? Find out in What Do Employees Say About Service Awards?, a groundbreaking report based on a survey of 5,000 U.S. employees, representing all major industries and demographic groups.

The legendary management consultant Peter Drucker said, “You can’t manage what you don't measure.”  Business leaders today have access to an overwhelming amount of data to inform decisions about marketing, product and service design, customer care and supply chain optimization. Yet many CXOs lack objective data on the engagement levels of their most valuable asset­—the employees whose discretionary efforts determine business success on a daily basis.