June 2022 HR Lineup

HR L I NEUP JUNE 202 2

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1. Act on Engagement Survey plans

to intentionally sit down with your emplo- yees to discuss their career aspirations. Please encourage them to learn more about the Open Job Market, access the Internal Career Portal to set up their Talent Profile, and register for Job Alerts. These notifications will help ensure they are al ways aware of available internal opportu nities and first consider them before de ciding to look elsewhere. Flexibility around how, where, and when people work is now a fundamental expec- tation for many. Still, there is a significant risk that remote working can lead to weaker connections with co-workers. With many employees continuing to work from home for at least part of the week, the line manager is their primary connec tion to the organization. Therefore, the importance of the manager-employee relationship becomes even more critical. It is not enough to manage tasks and project delivery, line managers are funda mental to the whole employee experience, and a human and individualized approach is required. The line managers who are most effective at engaging their remote teams and se curing high performance demonstrate mu tual trust, encouragement, empathy, good communication, and micro-actions that of ten make the most significant difference. Recent research by McKinsey reveals that while large numbers of people may indeed change companies, line managers are in a prime position to retain the talent in their organizations by taking an active role, lis tening to what their employees are telling them, and acting to address those needs. 3. Pay special attention to hybrid workers

Engagement survey scores often provide an early warning sign of how team mem bers feel, and taking action on any areas of concern will increase engagement and retention. Happier employees are more likely to stay. This is true for ABB and other organizations. Last year, the statement “I have good career opportunities at ABB” was in the bottom five of our overall sur vey scores. Now is a great time to revisit what your team’s survey results were telling you. What were the key messages, and what actions did you commit to as a leader and as a team? How are you tracking against those commitments? Is there even more, you can do to hopefully increase this year’s survey scores? According to research, employees con sider opportunities to learn and grow as the number one driver of great work culture. Yet, only 52% feel their manager encourages the use of work time to learn new skills. Explicit conversations about career paths and opportunities for growth and develop ment can help employees understand how they can use existing skills and capabilities differently, build new skills, undertake new challenges, and see a future career trajec tory for themselves at ABB. 2. Focus on personal growth and career development discussions

As the next optional Performance Review window opens up, it may be a good time