By Shalini Ramakrishnan, Director of Product Marketing

The conversation around employee engagement is becoming more serious. 

Given the direct impact of employee engagement on business outcomes, it is a growing concern amongst organizations that globally, only 13% of employees are engaged. To change this number, most organizations have a dedicated employee engagement strategy in place, replete with perks and tools to motivate employees to put in a discretionary effort at work. The focus on providing employees the tools to become more engaged has been high. Organizations are working on creating environments that are conducive to engagement.

A study concluded that digital technology, leadership, and company values are the top drivers for employee engagement. The results of this study also showed that “an accessible and approachable leader inspires greater confidence, and has a larger impact on performance recognition.”

What does it mean to be accessible?

The enterprise of today is witness to constant change. 

  • Technologies are disrupting the workplace. 
  • We have a new generation, the millennials, and GenZ, who are making up the majority of the workforce now. 
  • These generations have different motivations and expectations from their workplace. 
  • Remote working and remote teams are a new reality. 

Change is the new normal and leaders have to manage this change and help the workforce adapt to this new world and create an environment that enables people to put in their best at work.

To build engagement, leaders have no option but to be more accessible than ever before. This is so because being accessible is the key to inspire confidence and trust in the relationship between the organization and the employee.

The power of accessibility 

Accessible bosses are the leaders who stay away from the ‘ivory towers’ to create power-distance situations to create the aura of authority. Accessible bosses are the ones who seek out their team members, engage in meaningful conversations, and gain first-hand information on productivity impediments. 

Such leaders truly consider the employees to be the most valuable assets of the organization. They try to be empathetic towards the needs of the employees. They make an effort to understand what motivates the employees and how to get them inspired and energized to contribute to the common goals of the organization.

Sam Walton, for example, was an accessible leader. He would actively travel to all the Walmart stores, interact with these employees, and record the conversations he had with them. He believed that all these conversations had valuable nuggets of knowledge that he could use to further Walmart’s growth story. He also saw these interactions as an investment needed to build a positive working relationship with his employees. The result? Increased productivity and greater engagement.

However, accessibility does not always mean that the leader is out seeking employees. It can also be passive in nature where the leader allows the employees to seek him/her out. 

The open-door policy that we so commonly hear about is a manifestation of this kind of accessibility. In the age when remote workers and geographically dispersed teams are mainstream, having an accessible leader is essential to maintain the engagement levels of this workforce. Only when bosses are accessible when these team members can approach them for help and guidance freely and without judgment can organizations expect high engagement levels.

Accessibility matters – what accessible bosses do to build engagement 

  • Accessible bosses acknowledge efforts. By doing so, they validate an individual’s effort. This helps in building value
  • They take time and make an effort to listen and respond to their employees. They are never dismissive of the employees – no matter how small or big the problem. If an employee comes to them with a problem, their objective is to help the employee come up with the solution to the problem. 
  • They never make their team members feel reticent or unwelcome to approach them. Accessibility has nothing to do with whether an individual is an introvert or an extrovert – but it has everything to do with how an individual responds to their team members, how welcome they make their team members feel, and how approachable they are and the kind of support they can provide.
  • These bosses have the ability to make deep connections by being friendly without discarding professionalism. They are not indifferent or standoffish, and neither are they pushovers.
  • They can be objective of the feedback provided to them and do not take negative feedback personally.

If we look closely at the qualities of an accessible boss, it becomes clear why they have highly engaged teams. When bosses display these qualities, their employees are not afraid to come to them to seek help. The employees then know that seeking help or assistance is not a sign of weakness. Employees are also then more motivated to come up with new ideas and share them openly and without fear. 

Quite automatically, this freedom breeds creativity, and creativity boosts innovation and consequently keeps the engagement fears at bay.

Do you want to drive consistent and multi-touch interactions that are continuously scaled and nurtured by AI? Try NumlyEngage

Workplaces are changing faster than ever before, and key priorities of the C−Suite are changing along with it.

By Madhukar Govindaraju, Founder and CEO

Workplaces are changing faster than ever before, and key priorities of the C−Suite are changing along with it.

− Most CEOs are now focused on making their organization agile and adaptable to change and rapid transformation.

− They want to improve their decision−making capabilities and the power to execute those decisions promptly.

− They want to come up with ways to attract and retain top talent.

− They realize that having a strong corporate culture is the key to manifest all these aspirations into reality.

− They need capable employee engagement programs to drive productivity and improve employee retention.

Managers are the crucial cogs in the wheel of employee engagement initiatives. It can be safe to say that employees can hardly reach elevated engagement levels all on their own. They need a work environment that encourages and enables commitment, and they need managers to help them become engaged. If a manager himself/herself is not engaged, then to expect an engaged team can be tough.

Why do managers matter in the employee engagement narrative?

Employee engagement can be defined as the extent to which employees feel passionate about their jobs and are committed to the organization’s goals and are willing to put in discretionary effort.

Effort that is put in when no one is looking happens when employees have a high degree of accountability and ownership towards their jobs. And managers are the people driving this.

Employees reporting to managers who create a respectful and trusting relationship with their team members will be more engaged, more willing to put in additional effort, and go the extra mile. As the saying goes − People don’t leave their jobs. They leave bad managers.

Some might argue that the decision to leave a job might just be to quit the job − not the boss. They are likely to jump ship if the work is not enjoyable or if their strengths are being underutilized or if they are not growing as expected in their careers. But who is responsible for the ‘job’, the opportunity, ensuring that career paths are well designed, and employees and team members are exploring the full gamut of their potential? The managers.

So, if you do not have managers who are engaged, it is likely that the team under them will also not be.

− Research shows that engaged managers have a 50% higher−than−expected level of fully engaged employees and half the expected percentage of disengaged employees.

The Gallup State of the American Manager: Analytics and Advice for Leaders report shows that managers account for at least 70% of the variance in employee engagement across business units.

Given that teams are composed of people with diverging needs related to motivation, morale, and clarity, and that the root of performance variability lies within human nature, manager engagement and employee engagement become directly proportional.

Employee engagement Vs. manager engagement

The organization proclaimed, “You shall now be engaged,” and so the employee was.

Unfortunately, employee engagement does not work this way. Employee engagement is all about creating the right set of conditions that allow engagement to thrive. Just like how a manager is responsible for creating those conditions for her team members, the same environment must also be created for her.

To have engaged managers, organizations have to understand the motivators of engagement . Further along their career path, managers are people who will be motivated by salary but will be motivated more by opportunity. The opportunity to do more, to nurture careers, to create an enabling environment, to take on tasks that deliver greater value and impact, are some of the motivators. Managers are also intermediaries between senior leadership and frontline employees. This makes their work narrative significantly different from regular employee engagement.

Manager engagement programs − what to do differently?

Manager engagement programs have to be value−driven. While organizations have to take care of elements like technical dexterity to ensure that their managers stay on top of their technical game, it is power skills that they have to focus on heavily.

Power skills, previously called soft skills, are highly complex skills. Skills like empathy, flexibility, communication, innovation, curiosity, decision making, critical thinking, and such fall under the purview of power skills. It is these power skills that can bring transformative value to the manger and then trickle down to the team and consequently to the organization.

Engagement programs for managers have to focus on elements that help them bring out the best in their teams. Be it identifying high−potential employees or the brilliant jerk in the team or assessing the kind of help team members need in their journey to build their career paths, managers need the organization?s assistance to build themselves in order to build their teams.

After all, managers today are dealing with millennials and GenZ at work, and have to have the emotional capacity to connect with each of these generations and their motivators. These engagement programs also have to account for the managers’ career path, articulate what they need to do to progress on the same, and provide the tools to do so.

Engagement is driven by self−direction and intent. It needs emotional commitment and motivation. A manager training program should, therefore, lean in heavily towards mentoring − since all of these are human skills, they cannot be learned overnight but have to be honed over a period of time. Mentoring programs give managers the tools they need to stay engaged at work and create a team that consequently remains engaged at work.

Do you want to achieve measurably greater employee engagement and business growth by bridging the growing soft skills gap? Try NumlyEngage today.

Organizations across the globe are losing sleep over the growing attrition rates and escalating the talent wars.

By Madhukar Govindaraju, Founder and CEO

Organizations across the globe are losing sleep over the growing attrition rates and escalating the talent wars.

Employee turnover trends demonstrate an 8.3% increase over 2017 and an 88% increase since 2010. If this trend continues, then voluntary turnover will hit 35% by 2023.

This can pose an enormous risk for organizations.

Employee turnover costs US companies $160 billion a year. Replacing an employee is also an expensive proposition. It can set back a company as much as 2X the annual salary of the resource. Apart from that is the fact that high performers are costlier to replace.

With the job market swinging heavily in favor of the candidate, organizations have to pay close attention to their employee engagement and employee experience initiatives to retain talent.

The 2018 Retention Report: Truth and Trends in Turnover states, “More than three in four employees (77 percent) who quit could have been retained by employers.”

Organizations have to pay close attention to how managers lead teams and ensure that they are trained to lead.

Why is the spotlight on managers?

“People don’t leave organizations. They leave managers”. We have heard it enough times.

It is indisputable that managers have a great impact on employee work experience. The former co−founder and CEO of Intel, Andy Grove, in his book High Output Management, clearly states that managers have a significant amount of control over their teams’ performance and considers managers to be micro−CEO’s.

Given the impact managers have on employee morale and engagement levels, it makes sense to train the managers to have crucial skills that will help them lead their teams effectively.

Focus on developing power skills

‘Power skills’, earlier known as soft skills, are not technical but behavioral skills.

These skills enable workforce agility and have to be built given their complex nature. Skills like problem−solving, collaboration, empathy, decision making, self−management, communication, growth mindset, the capacity to innovate, and the like are essential today for running highly effective and productive teams. Having great power skills are essential for managers to lead their team to success.

However, organizations have to take a focused approach when helping managers to develop their power skills. Since behavioral skills demand a certain reprogramming of mindsets and attitudes, it lends itself well to mentoring.

Managers with power skills are better communicators and effective problem solvers and have higher levels of empathy. Hence, they can develop better team relationships. This positively impacts employee engagement levels.

Develop the skills to identify ‘brilliant jerks’

One of the key responsibilities of managers is to chart the career path of their teammates. They are the ones identifying who will fill the leadership pipeline and are instrumental in designing growth opportunities for their team members.

For this, they have the crucial responsibility of identifying high performing team members. However, when doing so, they have to have the skills to identify the ‘brilliant jerks’ in their teams. Nothing impacts team morale more poorly than to see a brilliant jerk’s rise to fame. While these people are the high performers, they can impact organizational culture negatively.

Traditional methods of evaluation place a great deal of importance on the individual contribution of employees towards their KRA’s. High performance almost always equates with high value. Managers have to develop the capability of identifying high−value employees and team mates not just on performance but also by evaluating the interactions of their team members amongst each other. Leveraging tests such as behavioral skills tests they can identify high−performing team members who demonstrate the qualities needed to join the leadership pipeline.

Learn to lead by example

The role of a manager is that of a guide. They should not lead their teams using dictation and instruction alone. Managers have to develop the capability to lead by example. By doing so, they put their words into action. This shows the team members how they are expected to act and helps to build a higher degree of accountability in the team.

When managers follow through their commitments, they create an environment that compels their team members to imitate their actions. The absence of such a management style can lead to ‘accountability’ and ‘responsibility’ to become mere catchphrases with their team members. Such attitudes can severely impact team morale and can lead to demoralized, disengaged, and unhappy employees. And it is these employees who ultimately walk out the door.

Dr. Stephen Covey says, ‘You can’t have trust without being trustworthy’. And more than words, it is the actions that build trust. Managers have to show that they are committed

towards their team members, that they have their best interests in mind, that they are resolute in solving the team‘s problems and helping them chart their growth story. In doing so, they build highly effective teams that are willing to put in discretionary efforts owing to high engagement levels. Quite obviously, these team members are also more likely to remain loyal to the organization.

Try NumlyEngage™ − an AI−enabled platform designed to deliver measurably greater employee engagement and business growth by bridging the growing soft skills gap in enterprises today.

Organizations across the globe are fighting the uphill battle of improving employee engagement. The State of Employee Engagement in 2019 report throws light on some important statistics that organizations should pay heed to.

By Madhukar Govindaraju, Founder and CEO

Organizations across the globe are fighting the uphill battle of improving employee engagement. The State of Employee Engagement in 2019 report throws light on some important statistics that organizations should pay heed to.

The report shows:

  • Organizations need substantial help to improve employee engagement as only 44% of participants believe that employees in their organization give discretionary effort
  • Most participants feel that less than 70% of their workforce is engaged
  • 80% of HR professionals connect employee engagement with trust in leaders
  • While 71% of highly engaged organizations recognize employees for a job well done, the same is true for only 41% of less engaged organizations
  • Providing career growth opportunities is a major differentiator between highly engaged organizations and others.
  • Highly engaged organizations are more than twice as likely to report being top financial performers in their industries.

The past two decades have brought about significant change in the way employees are valued and treated. Organizations have recognized the impact of engaged employees on business success. Owing to this, employee engagement has gone from an HR topic of discussion to a hot business issue. As organizations move into the Glassdoor era where every corporate decision is exposed to scrutiny, internal processes and work culture are becoming increasingly visible. But organizations have the opportunity to turn this spotlight into a competitive advantage to attract good talent.

According to a Gallup poll, only 13% of the global workforce is “highly engaged”. More than half the workforce would not recommend the company they are working for to their peers. Given the rising talent wares, can organizations afford this?

Why do we say employee engagement is a culture change?

Company culture, broadly defined, is the personality of the company. It represents the environment that the people live and work in and is the sum of the core values of the organization; its mission, how employees are treated, how interactions within the company take place, the level of caring, and the feeling of community within the organization.

Employee engagement, not to be confused with employee satisfaction, is a workplace approach that provides the right conditions for the employees to put in their best at work each day. It defines the extent to which employees feel committed to their jobs and put in discretionary effort into their work. Engaged employees are absorbed and enthusiastic about their work. They take positive actions to contribute to the organization’s goals and success.

Company culture can be compared to a set of miniature societies within a large society. The cultures of these societies are an expression of how work is performed, the value system, and the collective behavior of the people influenced by these factors. Company culture is not a singular concept. It is a combination of the stated culture (what the organization broadcasts) and the actual culture (the way employees act and how they treat and interact with each other and their work).

Since employees are at the center of both employee engagement and company culture, it becomes clear that if you want to have highly engaged employees, you need to create a culture that enables them to be so. But to do so, it is essential to understand what employees want. What is it that drives them?

What do employees want?

Who are your employees? The employee demographic is changing very fast today. The motivations that drove baby boomers and GenX are not the same as those of the millennials and Gen Z. The two latter generations are less motivated by money and more by purpose-driven work. They are invested in their growth and are focused on having ‘careers’ over ‘jobs’. Cosmetic modes of engagement such as fancy cafes, sleep pods, or elaborate annual parties don’t make the cut here. Organizations, thus, need to pay close attention to the unique needs of their workforce and create the right opportunities and engagements for them.

The workforce also wants an environment that enables achievement. They want to see the organization invested in their growth story. They need the organization to help them identify avenues for improvement, upskilling and reskilling so that they can accelerate along their growth trajectory.

However, for organizations, such initiatives have been usually based on guesswork so far. Evaluations such as 16 Personality Factor tests or behavioral skill assessments, along with technical dexterity assessments take the guesswork out of this exercise and make it fact−based. It also helps organizations personalize career paths of the employees, which leads to a higher degree of engagement.

Employee engagement also correlates to how career progressions are viewed in the organizations. When employees see that their hard work is being recognized, they are being given proactive support, their development needs are met, then they don’t need an additional reason to give back more to the organizations. Organizations that have a plan to identify and then develop high−potential employees and lead them to fill their leadership pipeline sends out a strong message to the employees − it shows that the organization is willing to put its money where its mouth is.

Employee engagement also can no longer be a one−way street with the organization directing what should be done and then demand the expected outcomes. Today’s employees want a proactive two−way feedback system that helps the organization see what they can do better and where the organization needs to improve. Having such systems assists in evaluating the efficiency of all employee experience and engagement

activities and measuring the success of engagement initiatives such as mentoring or learning and development programs.

The paradigm of employee engagement and what employees want has evolved. To accommodate these new ideas and concepts, organizations have no other option but to re−evaluate how they have been conducting their processes so far and bring about the desired change. And effective change can only be implemented when it is ingrained into the DNA of company culture.

With NumlyEngage™, you can use the power of machine learning and AI to define your employee engagement initiatives. Ready to define the future of work? Try NumlyEngage™ today!

By Madhukar Govindaraju, Founder and CEO

If you take a look at the Navy SEALs, it is hard to not get bowled over by the level of engagement. They dominate the battlefield and successfully defeat dangerous and decentralized enemies continuously and consistently. One of the fundamental reasons they do so is because employee engagement with the SEALS is at 100%. That level of engagement is aspirational.

We know why employee engagement has taken center stage in the corporate world. Engaged employees are more productive. They are more committed to the organization. They are in the workplace for the long haul. All of these elements are essential for any organization to thrive in today?s hyper-competitive business environment.

Despite this understanding, according to Gallup’s State of the Global Workplace report, only 15% of employees worldwide are engaged. This means the remaining 85% of the workforce is not emotionally invested in committing their time, effort, energy, and talent towards adding value to their teams and the organizational goals.

It is the disengaged employees who can offer untapped opportunities for organizations to improve their performance and profitability. Therefore, employee engagement is now a strategic priority for any organization. And as with everything else, a great deal of its responsibility falls on the leaders of the organization. Leaders need to inspire their employees to not only execute their jobs but to find purpose in their roles.

Leadership to connect and build − not just inspire awe

To build employee engagement within the company, leadership styles have to evolve from being transactional to transformational.

Transactional leaders employ the conventional reward and punishment methodology to gain compliance. They are action−oriented and results−focused.

Transformational leadership is when the leaders encourage others to help one another to higher levels of motivation by building their confidence, providing intellectual stimulation, and providing individualized consideration.

Transformational leadership helps in changing the way the employees view themselves − it helps the employees see that they are not isolated individuals but an important and essential part of a team. When employees see themselves as important members of a collective, it motivates them to contribute more.

Prioritize the organizational health

When we talk of leadership and organizational health, we often tend to equate the latter with the financial health of the organization. While this is a critical matrix, financial health makes up only a part of the organizational health − because organizational health is more than just profit and loss.

According to research by McKinsey, there are four key leadership “recipes” that contribute to organizational health. One of the recipes focuses on talent development, providing opportunities for growth, being open and trusting, and inspiring and motivating employees. All of these activities have a positive impact on employee engagement.

Leadership has to take an active interest in the development of the people within the organization. Just as they are aware of the successes of the employees, they need to be equally aware of the impediments to success, the challenges the employees face, and the support that the employees need. However, this information has to be based on hard data.

Aligning business goals with personal goals

Organizational leadership has to now demonstrate that they are facilitators of not just organizational success but employee success as well. Today, organizations have to constantly re-evaluate and restructure their goals to meet the strategic shifts of the dynamic marketplace. It becomes essential for leaders to ensure that they not only invest energies to determine the organizational goals but ensure that employee goals are aligned with these business goals.

This involves

− Making sure that the need for change is communicated clearly

− Giving access to the tools to the employees and contribute to their goals

− Having the right processes in place so that employees have a place to raise concerns and address grievances

− Providing access to the right mentors who can help them succeed in the face of challenges

− Providing opportunities for growth to all employees and not just the high−value ones

Build the foundation for trust

We call those good leaders who proactively provide support, offer feedback, and recognize the hard work put in by employees. However, it is the great leaders who are more self−aware. These leaders objectively assess if they are setting a good example for their teams to follow.

Leaders must model the behavior they want to see in their teams. Great leadership shows that there is nothing beneath them, that they are not above the grunt work, and that they are always willing to roll up their sleeves and get to work. If the leaders are committed, focused, and engaged at work, they will be much closer to having an engaged team.

Employees today are not looking at vending machines and dartboards in their workplaces. They are looking for a shared sense of purpose and committed leaders. They demand open communication, well-articulated goals, shared values, and well−defined reward systems. And leadership has a big role to play in giving a voice to

these aspects. Leaders have to know that while being knowledgeable is important for their roles − it is more important that the employees see that the leaders care about and understand them.

Employee engagement is not a destination but a journey. And a significant part of the responsibility of this journey rests on the leaders. It is the leaders who determine how to navigate this journey and define its pace to have employees who are happy, productive, and engaged.

Are you ready to transform your employee engagement & skills−development experience? NumlyEngage™ allows you to leverage the power of analytics and AI to counter employee turnover and talent retention issues.

By Madhukar Govindaraju, Founder and CEO

In the world fraught with constant change, enterprises are battling opposing forces to fuel their growth story. While technology makes the world a global market and increases opportunities, we hear about the increasing talent shortage and growing demand for new−age skills.

Reskilling, upskilling, and redefining the nature of jobs become an integral part of the Future of Work as technology redefines the very nature of work itself. To remain ahead of the curve, organizations are powering their reskilling and upskilling initiatives with a barrage of programs on their learning management platforms.

But are updating and upgrading the technical skills of the workforce enough to navigate the workplace of the future? Undoubtedly, valuing technical skills is essential as technical competence and expertise are important. However, it is equally essential for organizations to help their workforce develop their power skills as they are equally important for the health of the organization.

Power skills − what are they?

Recently Google announced the findings of an internal study that revealed that their best teams were not the ones filled with the top scientists. Their highest performing teams, instead, were those that comprised of people who showcased strong soft skills .

Soft skills are essential skills such as good communication, strong leadership, critical thinking, problem−solving. However, expert Josh Bersin, compellingly states, that the term ‘soft skills’ is almost a misnomer. These skills are hard to win and have to be maintained with rigor. And given how vital these skills are to innovation, it makes more sense to call them ‘power skills.’

Hard skills and power skills − it’s a complex world out there

With progress in technologies such as Machine Learning and Artificial Intelligence, interpretation of data has become easier. However, it is only those who have critical thinking or creative skills to apply to that data that work out ways to define competitive advantage.

Soft skills are seen as the opposite of hard skills. This undercurrent suggests that ‘soft’ essentially means ‘easy’. But the so-called ‘soft’ skills are not easy, but these are the skills that give employees the ‘power’ at work. This is so because you can’t ‘buy’ power skills. You have to develop them. All technical or hard skills (skills needed to do a job) can be learned. Since the markets are evolving, and technology is progressing at breakneck speed, we have hard skills becoming obsolete and getting replaced on an everyday basis. But these can be taught and can also be bought by organizations.

The power skills, on the contrary, are highly complex skills that are ever−changing in their scope and application and take a long time to learn. Agility and flexibility, traditionally two soft skills, are now two of the most wanted skills for a CEO. The ability to be change-agnostic, the power to communicate clearly, or the capacity to innovate and create, or to be curious, are making their way into the ‘must−have’ list of the enterprise.

These skills are some of the hardest skills to have, and hence, rightfully are called ‘power skills.’

How do people with power skills help businesses?

Today the pressure to innovate is intense, the workforce’s expectations from leadership are changing, and the value of the human element is increasing at work owing to the rising number of millennials and Gen Z coming into the workplace.

Having people with power skills translates to clear communication, effective problem solving, better team relationships owing to empathy, and greater innovation because of a curious mind frame. All of these factors contribute directly to organizational profitability. In fact, an MIT Sloan study found that power skills training on problem’solving, communication and decision-making yielded a 250% ROI over a period of only eight months!

The path to developing Power Skills

The challenge today is that the business world is hyper−focused on developing the technical abilities of its workforce. While it is assumed that people will have basic power skills, little is offered to help them hone these skills. And often, these are offered as a one-time exercise.

It won’t be off the mark to say that power skills are the skills that bring about transformational value. Thus, the strategy to develop these skills has to be more on the lines of mentoring rather than coaching.

− One of the best ways to develop the power skills of the workforce is by first identifying where the employees need help to improve their skill repertoire. Rather than relying on gut feel, it is best to leverage data and take the help of tests such as Behavioral Skills Analysis tests or 16 Personality Factor Tests, etc. to develop clear pathways to improve power skills.

− Since power skills are behavioral in nature, the sessions have to be more focused, constant, personalized, and continuous. This approach also helps in developing a healthy leadership pipeline, since along with technical abilities, a leader needs a host of other tools, most of them non−technical, to drive a business to success. Today Satya Nadella, for example, doesn’t go about teaching technology to Microsoft. He teaches them the ‘growth mindset’ and how this power skill impacts work, teams, individuals, and the organization.

So, while technical prowess is essential for a leader, it is equally essential to have strong decision−making skills, empathy towards employees, critical thinking capabilities, and strong customer management capabilities. None of these skills can be learned overnight and turned into an individual’s second nature.

It is becoming increasingly clear that if businesses want to succeed, they need to focus on developing human skills − power skills that become the foundation of employee

productivity and employee engagement to help organizations achieve the competitive edge they need.

Do you want to up−level employee performance and transform business performance through continuous performance management and skill development programs? You need NumlyEngage™ Enterprise. NumlyEngage™ Enterprise helps organizations transform their employee engagement and skills-development experience with the power of AI.