The Workforce Performance Lab empowers us to address the current and future needs of our clients and ensure our recommendations and coaching are aligned with the utmost precision to the science that drives performance. It’s the combination of delivering data and expertise on the science that drives high performance, the know-how of applying technology in the most efficient and valuable way, and continuous research and discovery to ensure we are driving ourselves and our customers forward.
The WSA Performance Lab is the delivery engine that enables us to continuously move the needle on performance, keep an active pulse on trends, and never falter on innovation that accelerates the employee experience.
Technology: We have the know-how to understand how to apply technology in the best way to reach organizational objectives, and the understanding of how to flex, evolve and innovate it to continuously ensure the input will result in the outputs and data you need to move the needle on performance.
Science: We don’t just rely on science—we rely on the right science. A science that continuously drives organizational behavior. We’ve perfected knowing what works and never losing sight of the elements that drive, impact, and affect this science, so we’re never using outdated approaches to new and evolving workforce priorities.
Innovation: Those who stop learning also stop growing, and eventually become ineffective. That’s why we’ve mastered the practice of continuously relying on research, validating outcomes, and always making discovery a part of our daily lives. To us, this is a requirement of innovation and always providing the best to our clients—the insight and knowledge that makes their companies—your company—better.
Developing focused strategies to improve leadership practices and employee engagement requires an understanding of the nuances of manager effectiveness and engagement trends based on different organizational levels and genders.
After experiencing considerable ups and downs over the pandemic years, engagement trends have stabilized. Regarding encouraging and promoting involvement, data also shows that frontline managers have assumed the “most impactful” seat at the table. Read on to find out more.
Organizations should actively and regularly develop employees’ sense of belonging since it helps both employees and the organization through engagement.
How accurate are predictions of employees leaving? Does the current state of employee retention and engagement reflect the dire warnings that have been repeatedly exposed? The reality is probably somewhere in between.
Observations of the intersection of work and home life blend prompted us to analyze the evolving employee experience. Here is what we have learned.
Organizations are learning to address the broader construct of diversity, equity, inclusion, and belonging (DEIB).
Research shows that the COVID-19 pandemic has had a tremendous impact on employee engagement over the past 18 months.
