Hint: It’s not the Office Coffee Machine. Wondering what it is….?

By Kavita Ryali, Product Evangelist & Advisor, Numly™ Inc.

Great company leaders have an innate desire to hire great talent, train, make them happy, successful and have them stay and grow with them forever. FACT – that doesn’t happen and more often than not, attrition takes over. So, what builds resilience for the company and for leaders to have a strong sense of loyalty amongst employees, a high sense of pride and feeling of fulfillment?

Most employees feel that a ‘Coaching culture within the organization is a very powerful incentive.’ A coaching culture sparks a very conducive environment to foster all round growth, learning and self-attainment for employees. This learning is further super charged with engagement and empathy as there are connections happening at a grass root level amongst employees and between teams. Employees don’t feel in despair but feel they can get timely help and also help others in need. As an outcome of the coaching efforts, one genuinely feels invested in, feels secure and peaks in their performance. As a result, there is a natural environment setup for care, growth and mentorship across the entire organization.

Glue it on with “Internal Coaching”? The notion of “Internal Coaching” has grown significantly in the past 4 years. The key is in building a pipeline of change-ready leaders. In business, its simply when your coaches and coachees work within the same organization. These coaches can be trained managers, leaders, or any employee with oodles of experience, wisdom and an aptitude to share. Large companies, like Google and Microsoft, are including internal coaching as part of their employee development programs. Coaching has been identified by organizations as a critical leadership and management competency as well.

Why do companies care? Coaching and mentoring fuel learning, prepare our workforces for the future, and enhance the performance of organizations by increased Employee Engagement. With the advent of everchanging business models, Covid-19 disruptions and remote work environments, and a higher bar for meeting employee expectations, coaching and mentoring might become even more critical. According to Gallup reports and HR.Com reports , the state of employee engagement is dismal. Only 25% of U.S. workers are engaged in any meaningful way. Disengaged employees cost companies an overall U.S. $483 billion to $605 billion per year in lost productivity. Reasons for this are plenty – missed shifts, chronic tardiness, and disrupting others with negative workplace behavior. Leaders and coaching provide the “juice” needed to engage workers. Coaching can boost individual and organizational engagement and performance in today’s challenging times.

How do Employees and Managers Benefit from Coaching?

Here are three ways that employees and managers feels empowered in a Coaching Culture

1.Get expert advice

Employees and managers work hard, share smart ideas, drive multiple initiatives, yet more often than not, they don’t see growth commensurate with their efforts. Be it skill training, or the right tools to thrive in their jobs, employees are looking for help each and every day to get their jobs done. In a coaching culture, the first people they seek expert advice from are from their coaches. They are their sounding board. Be it a manager turned coach, a Subject Matter Expert (SME) turned coach or a friend/colleague turned coach, each one of them becomes an employee’s go-to person. It becomes a relationship that is built on trust. A timely advice from one’s “trusted advisors” goes a long way in improving our team’s performance levels. Now, the question is How do Managers and Leaders Develop Effective Coaching Skills and Competencies? Successful organizations like Microsoft, Google, HP, IBM, SAP and others have recognized that managers must be able to coach their employees and each other, and have included coaching in their management/leadership development.

2.Get or give help

Let’s face it our days at work is always full of challenges, conflicts, fear of losing a job and some really tough people to work with. Employees can feel lost, not know what to do or where to go and often succumb, feel stressed and give up. Individuals seek mentorship which is either not available (company too small) or senior team members are too busy to invest the time. Organizations with a robust coaching culture will find their employees are feel more safe and understood. They look to their coaches as their first line of defense.

3.Online Remote Work and WFH

The COVID-19 pandemic era has brought radical shift in working, learning and interaction models for employees and managers. Gartner’s HR Survey reveals that 88% of Organizations Have Encouraged or Required Employees to Work From Home Due to Coronavirus. The practice of traditional heavy lifting on commute, classroom training and meeting people over coffee or in conference rooms is moving away. So, what are we missing? – It’s the people and their physical presence, and yet we need to engage even more to work effectively. The pandemic has accelerated the adoption of fully digitized approaches to re-create the best of in-person learning, coaching through live video and social sharing. It’s now virtual coffee chats and online training and continuous digital presence to get work done.

Conclusion – How do Enterprises and Leaders ultimately benefit?

A coaching culture builds resilience and it is a force multiplier for any organization; resilient people strengthen teams when times are hard, and strong teams grow a lasting company. They also help people thru’ change in the post-pandemic world. Often times HR departments spend a lot of money on training their resources. However, employees and managers need support too and in varied unique ways as stated above. A strong Coaching Culture breeds teamwork and productivity. In its absence, employees feel susceptible to toxic stress, and negativity, leading to disengagement. The solution – Democratize Coaching. Team and organization members have an inherent set of strengths that they can coach others on while learning skills from others that they need to improve upon. This mutual exchange of feedback and skill growth sparks and facilitates engagement. Ultimately, effective Coaching, between and amongst employees builds teams of Trust, and YES, High Performance.

By Madhukar Govindaraju , Founder & CEO

It’s been almost a year since the COVID-19 pandemic made its announcement and completely upended business operations and working patterns. The grand scale of the global Work-From-Home transition, and the subsequent onus on digital transformation to navigate this new world of work, has led most organizations to accelerate their upskilling initiatives. 

Upskilling, incidentally, has been a major topic of conversation from the pre-pandemic days. Organizations are being compelled to re-evaluate upskilling strategies to make sure that these initiatives can help them traverse the COVID-induced uncertainty. They need to ensure that their employees remain relevant and can productively and positively contribute to the bottom line.

While upskilling is about increasing competency, it is more about improving resilience to face a competitive and volatile market. The pandemic has further emphasized the need for digital transformation, especially as resilient futures become directly proportional to the acquisition of new and more relevant skills.

Upskilling initiatives need coaching

“Upskilling”, simplistically, is defined as the act of teaching (an employee) additional skills. In today’s business narrative this means ensuring that the employees learn new skills as technology offers new opportunities that need new skill sets. 

Upskilling initiatives are thus more than efforts to merely keep your employees up-to-date on the latest technology. For upskilling to deliver the desired outcomes, organizations have to make sure that they are designed to not only increase know-how but also improve overall performance and business outcomes.

When coaching meets upskilling

Upskilling has to deliver impactful and sustainable change. And for that, coaching becomes imperative as it delivers the following:

Better employee outcomes

Upskilling efforts are directed towards making employees more knowledgeable and improving their technical dexterity as we move into the future of work. However, along with know-how, the employees also need to manage the change these new skills will bring into their lives. 

Coaching not only improves knowledge levels but also helps employees understand how this change is relevant and important for their careers. Coaching brings clarity of thought and understanding to employees and helps them apply the knowledge to their job roles more easily and comprehensively.

Improved retention

Millennials and Gen Z are now the dominant part of the workforce. Motivated by growth and opportunities, these generations want organizations to be invested in their growth story. Making upskilling initiatives coaching-focused helps organizations demonstrate their investment in employee growth and helps in driving better employee engagement. 

This type of investment makes the employee feel valued and helps them become better prepared to successfully fulfill their job roles. This effort, in turn, drives employee investment in the organization and helps prevent attrition as employees do not scour around for ‘better opportunities.’

More contextual

In today’s day, ‘context is king’, especially as we work with the millennials. By leveraging new-age technologies such as AI, organizations can leverage coaching platforms that help them drive context and make their programs more relevant for their employees. Using data-driven assessments, organizations can identify learning and knowledge gaps and help employees embark on their learning journeys. AI-powered coaching platforms can pair the right coach with the right employee, to drive impactful coaching conversations.

Upskilling employees also demands them to understand how their job roles will change and provides the direction to help them become more collaborative. This is essential since technology expertise has to be complemented with essential power skills like collaboration, communication, out-of-the-box thinking, and other essential traits that drive productivity, innovation, and ultimately, business outcomes. Such behavioral skill development that drives lasting change can only be achieved by building powering up upskilling initiatives with coaching.

Continuous and ongoing

Unlike traditional (one-time) training programs, coaching is a continuous and ongoing process, and hence, it becomes more impactful in driving and implementing change. Coaching is information-driven but is not just instructional and passive. It is more comprehensive and helps employees become future-ready by helping them understand and adapt to the new ways of work.

The ongoing nature of coaching becomes all the more beneficial as employees receive the right guidance at the right time and thereby capably manage the challenges that keep them from reaching their optimum potential. It is because coaching is continuous and ongoing that employees can rewire and reprogram themselves to navigate challenges and align their job roles with organizational goals with greater clarity.

Powering up coaching programs with coaching is almost like that silver bullet to help traverse this new world of work. By connecting the right coach with the right learner, organizations can capably build a bridge of trust with the employee to show their investment in employee growth.

Coaching also allows for clear, actionable, and proactive feedback that points out areas of improvement. AI-powered coaching platforms like NumlyEngage™ can provide timely nudges based on skill-level data. All of these factors help impact upskilling outcomes positively and ensure that that the workforce is future-ready in the truest sense of the term.

Connect with our team of experts to create fool-proof, outcome-driven upskilling initiatives by diving into the coaching universe and consequently keeping your workforce engaged and skilled at the same time.

By Shalini Ramakrishnan, Director of Product Marketing

Remote working is no longer the ‘new’ normal. It is just normal now. 

Hallway conversations, informal lunches, and break sessions, pop-in status reports are on hold for an indefinite time. COVID-19 has ushered us firmly into the age of remote working, where even the most traditional organizations had to adopt this trend.  

With the rules of engagement witnessing an overhaul, HR teams, and organization leaders are grappling with the challenge of keeping these newly remote teams engaged – especially since the individuals making up these teams have their own culture and personality. 

There has been a dramatic shift in the manner in which organizations are operating today, making engagement a difficult game to win. While these unprecedented times continue to impact the workplace and the workforce, organizations have to think of creative ways to make this distanced working environment more engaging so that productivity and employee happiness are not at opposing ends. 

Coaching can become a venerable tool in the HR and leadership arsenal to keep employees engaged. Here is a look at why this is so.

Maximize talent despite the distance 

Remote working is different and demands a different way of leading. Organizations thus have to look at how to help their employees navigate this new normal by guiding them on maintaining a work-life balance while delivering maximum productivity. 

Coaching them to adopt a flexible schedule, develop a flexible mindset, and maintain self-discipline in the absence of constant monitoring are important to drive productivity. Helping them become more goal-oriented, detail-driven with elevated accountability and ownership levels also drive productivity and engagement. By coaching effective prioritization skills and helping employees develop a ‘can-do’ attitude, organizations can keep employees effectively engaged while maximizing the talent despite the distance. 

Guide for growth 

Since millennials are the primary demographic in most organizations, it is imperative to remember that growth is a key engagement driver for these employees. In this remote working environment, it is natural for employees to be concerned about their growth within the organization.

Apart from identifying and providing coaching to meet the employees’ technical skill requirements, organizations also have to identify the power skills gaps by using data from assessments such as 16 Personality factor Tests and Behavioral Skills assessments. Coaching employees on these skills will tangibly impact their professional career and help them become high-potential employees. It helps in driving employee engagement by demonstrating investment and interest in employee growth. 

Drive leadership development 

Remote working or not, organizations have to work continuously to drive leadership development in the workplace to keep employees engaged. Whether it is to identify next-generation leaders or identify high-potential employees, a focus on leadership development also helps in keeping employees engaged, especially in the world of remote work. 

Coaching can play a significant role as an enabler of engagement by helping remote employees understand how to navigate complex relationships, establish greater credibility, cultivate strategic thinking, and develop the capacity to exert influence on decision-making.

In the absence of physical interactions, leadership development coaching guides employees on building and leveraging strategic networks and drive authentic engagement needed to proceed in their careers. 

Read: Critical Leadership Skills that High-Potential Women Leaders Should Be Groomed On

Bridge the skills gap 

Despite the world of work going remote, organizations cannot put a pause on their upskilling and reskilling initiatives. However, while technical training programs help in closing the skills gaps, organizations also have to focus on bridging the power skills gap. Skills like communication, collaboration and influence, problem-solving, innovation and execution, strategic thinking, and the like are essential to driving productivity and engagement. 

Developing a growth mindset is also a prized skill that organizations are looking for to increase the employees’ mental tenacity, especially as the world of work becomes increasingly complex and competitive.

Read: What Can Organizations Do to Develop an Entrepreneurial Growth Mindset Amongst Employees?

Coaching plays a big role in navigating the hard skills and power skills conundrum. Owing to its continuous nature, coaching outcomes drive behavioral change, which helps employees understand the organization’s investment in their growth story. This then becomes a powerful driver of engagement since enablement here drives engagement. 

Empower managers to drive successful teams 

The time to walk the ‘lead by example’ talk is now. In this new world of remote working, the eyes of the employees are fixed on managers and leaders. Managers need to be coached on how to identify the individual talents of individual team members. They also have to discover how to interact with and guide less-experienced employees best through challenging work situations and help them progress along their career paths. Many managers are also leading remote teams for the first time and need coaching on how to best guide their teams for success. 

The absence of physical interactions also means that managers and leaders now have to become clearer in their communication skills and build skills to recognize effort, anticipate team reactions, assess team confidence, appreciate employees, and provide effective feedback. Along with this, managers also have to coach their teams for success and learn how to develop their emotional intelligence to keep team motivation and engagement high. 

Read: How Has the Role of Leadership Changed with COVID-19?

Managers can rely on effective coaching to help them navigate the new challenges and implement the behavioral changes to drive highly successful teams. 

The role of coaching is becoming increasingly important to keep employees happy, engaged, and productive in these challenging times. 

Running and working in remote teams requires specific skillsets and new attitudes so that productivity and engagement levels remain consistently high. It is perhaps time to look towards AI-powered technology and rich analytics to drive highly relevant and contextual coaching programs and help employees deliver their best performance and remain engaged. Consistently. 

By Shalini Ramakrishnan, Director of Product Marketing

eLearning is not a new term for the enterprise. Most organizations have robust eLearning initiatives in place to meet their reskilling and upskilling needs. Over the years, online training has established itself as a viable and reliable alternative to classroom training – one that has been effective both from the cost and time perspective. 

As we move into a post COVID world where remote working and distributed teams are the new normal, organizations are looking to ramp up their eLearning initiatives to keep the wheels turning on their training and development initiatives. 

Reports show that comprehensive training programs lead to 218% higher revenue per employee than organizations without formal training programs. 

Robust training and development initiatives also contribute significantly to employee engagement, especially as the millennials become the dominant demographic in the workplace. 

Read: The New Normal in Employee Engagement – Power Up your People

However, when it comes to eLearning, even training programs built by experts are designed to satisfy general needs. People attending these training also have to have the right motivation to complete the training successfully and implement the learning in their daily activities.

While eLearning works (the eLearning market is projected to be worth $325 billion by 2025) and learning retention rates are said to increase between 25 percent and 60 percent over time because of eLearning, there is an opportunity to power it up as well – with coaching.

Coaching and eLearning – A match made in heaven 

Millennials and digital natives, the demographic that makes up most of today’s workforce, are motivated by personal and professional development initiatives. However, just any run-of-the-mill training program will not make the cut. 

Here’s a look at how coaching can be the ideal companion of eLearning to deliver exemplary results. 

Develop the context

eLearning programs are goal-driven. At the end of the modules, participating individuals should be able to achieve ‘X’ results or be able to do ‘Y’ things. While the modules are comprehensive enough to achieve this, employees often do not implement the learning in their work because the context is missing for them.

Complementing coaching with eLearning helps the employee understand the context. A coach can guide an employee through the maze of context and help them see the training’s relevance. A coach can also recommend contextual eLearning initiatives for the employees to help them navigate the career path with greater confidence.

Personalization matters 

Today is the age of hyper-personalization, and coaching can make eLearning truly personalized – extending it beyond the ‘name’ personalization. 

Using technologies such as AI, organizations can find the correct Coach-employee pairing. The coach can then guide the employee on how to progress along their career path and navigate the challenges that emerge. During this course, the coach helps them identify areas they need help and push them to  select tailored training programs to meet their exact needs.

AI can also be used to provide personalized and contextual nurturing actions that include delivering personalized notifications, reminders, alerts, commendations, and more. Such activities make online interactions more engaging and motivating.

A robust coaching platform will connect the right coach to the right employee and also deliver AI-driven nudges to address individual skill gaps and identify unique learning processes. Such high levels of personalization also help in driving better engagement since there is a tangible impact of the training on the employee’s career path.   

Coaching enables continuous learning 

Technology-driven coaching platforms also allow enterprises to supercharge their eLearning initiatives by driving continuous learning. 

Unlike a regular training program, where the information disseminated is often lost once the initial enthusiasm wears off, coaching helps to keep the momentum going. Coaching helps employees identify their needs and skills gaps more proactively as well. 

For example, developers and coders have to now learn new technologies faster as the shelf-life of technologies is reducing. A coach can help such employees identify which skills they should proactively learn, how these skills will help them, and what other skill sets they need to develop to move further along their professional paths. Learning, then becomes part of the organizational culture, and the implementation of the learning by employees becomes organic since coaching enables behavioral change. 

Deep engagement analytics provide transformational insights into the efficacy of these development initiatives and help organizations tailor-make coaching and eLearning programs to meet the shifting needs of today’s enterprise. 

By proactively identifying the skill needs of the workforce, organizations can navigate today’s complex business landscape faster, increase their capacity to innovate, and at the same time, have a workforce that is highly motivated and deeply engaged.

If you want to improve the outcomes of eLearning initiatives, you may want to think about offering coaching initiatives to your employees. 

Connect with us to learn how to seamlessly connect the two.

By Madhukar Govindaraju, Founder & CEO

In the last few weeks, companies around the world have directed their employees to work from home to maintain social distancing and to safeguard themselves from the further spread of COVID-19.

While people welcomed the move, they are finding it difficult to strike a work-life balance.

Children interrupting a conference call, poor internet connectivity, and the blurring line between work and personal life are some of the challenges that people are facing right now. To add to the woes, employees not used to the system of working from home are grappling with loneliness and burnout. In fact, companies like Microsoft, Deloitte, and Procter and Gamble are reaching out to professional counselors and psychiatrists to help employees to tackle the current pandemic and the loneliness caused by social distancing. 

With no immediate respite in sight, employees are compelled to realign the way they work with the existing techniques.

So, what can employees do to stay productive while working from home?

Tips on Staying Productive While Working From Home

Flexible schedule and mindset

You may see a dip in your productivity levels as you work from home. There will be distractions, numerous calls from managers and team members, and some of you may also have to work across different time zones to collaborate better with team members from across the globe. Considering that this is the need of the hour, you need to develop an open mindset and be open to working in a flexible schedule to align yourself with other team members and to ensure that there are no negative implications on business. 


It is easy to lose self-discipline while working from home. You may feel tempted to snooze the alarm clock and sleep an extra hour because you don’t have to get ready and travel. In fact, there have been reports on how employees turn up in home clothes for video conferences. It is advisable to follow self-discipline and remind yourself that you have to go to work even if it means working from home. Following the same routine of waking up at the same time, getting ready, and starting work at the same time will help employees to stay focused and disciplined throughout the lockdown period. 


With no water cooler discussions, team lunches, or occasional walks at the garden, you are bound to feel disconnected and lonely. It is essential to stay connected, especially during these times, when there is panic all around the world. Checking in with the team members before the meeting kickstarts, working at the same time, and virtual tea sessions are some ways to keep the team members motivated. InMobi, for example, has asked managers to connect with their staff individually. Every Thursday, the team members wear caps or connect while having tea or coffee. “We are trying to ensure that we don’t lose the connect. It’s important for employees to meet and connect,” said Sahil Mathur, the global head of HR and culture at InMobi. 

Verbal and written communication skills

Imagine receiving an email that has no clarity on what is expected. In the usual situation, you would walk to the sender’s desk and get your doubts clarified. But imagine the same situation while working from home. An unclear message can delay the completion of tasks. Much time will be spent on understanding, calling, and emailing people back and forth. As Kim Koga, a solutions engineer at Zesto.io said, “Sometimes I just need a quick yes or no, or a time frame of when something can get done, and our internal communication tool doesn’t cut it. I could wait hours for what could be a quick response in person.” The only way to solve this issue is to communicate clearly with the team members, leaving no room for misinterpretations or miscommunication. It will save other’s time and lead to timely completion of tasks. 

Collaboration and teamwork

Several projects demand people to work in collaboration. It also requires them to manage projects on a large scale. So, how do companies ensure collaboration when employees work from home? Luckily, they can leverage collaboration tools such as Slack for communication, Zoom for video calls, and Trello to manage projects. Maintaining ongoing communication will also foster teamwork despite people working from different locations. Appen, a US-based machine learning company, for example, used a variety of collaboration tools and internal forums to drive communication and to troubleshoot common issues. 

Time management

The lines between personal time and work have blurred. Employees have multiple chores to finish and not to forget numerous distractions that could lead to delay in completing a task. Focusing on work can also become challenging. Hence, time management is crucial. You must learn to schedule your time and demarcate your personal time from work time. Switching off completely after calling the day off, avoiding multitasking, and prioritizing tasks, are a few ways to manage time efficiently. 

The lockdown may get extended for a few more weeks, prompting companies to seriously consider making some of their functions virtual. It can help them streamline their operations and reduce establishment costs. With telecommuting becoming popular, and collaborative tools making it easy for people to work more efficiently, we foresee more remote working opportunities in the future. Employees must take this experience as a learning opportunity to get acquainted with the future of work. The onus also lies upon companies to find ways to keep employees engaged, so they do not face burnout or loneliness while working. 

Find out how to keep the employees engaged during and beyond the current COVID–19 pandemic.

By Shalini Ramakrishnan, Director of Product Marketing

Technological evolution, changes in demographics, and the subsequent transformation of social norms have made today’s workplace significantly different from what it was even a few years ago. One area that these changes have impacted greatly is that of employee engagement and employee experience.

With an increasingly tightening job market, organizations are coming to terms that having employees who are excited to simply have a job is a vestige of the past. Motivating, engaging, and thereby retaining talent is now a priority. The tricky part is that with the demographic change in the workplace, motivations driving engagement have changed. 

While non-monetary perks have risen in importance, agile work environments are becoming more popular. Employees today want to be connected to the organization by a sense of shared purpose. Learning and development initiatives are now important drivers of employee engagement.

With so many changes happening in the workplace, one thing is crystal clear – employee engagement is now all about powering up the workforce and ensuring enablement happens at work. 

How can organizations do that?

Target a specific audience for engagement

Gone are the days when one engagement model could be rolled out across the board in an organization. Millennials and Gen Z, two of the fastest-growing demographics in the workplace of today are driven by ‘value’ and want this theme to resonate across all the activities of the organization – employee engagement included.

Employee engagement also has to ensure that it reaches all the employees – remote workers, part-time workers, contractual workers, and frontline workers. Whether they go to an office or operate from a virtual one, it is essential to keep all of them engaged irrespective of when and where they work from.

Given these dynamics, organizations have to sharpen their employee engagement focus and look at targeting the specific needs of specific audiences such as first time managers, women leaders, and inside sales representatives. 

In today’s day of flagging engagement levels, it is imperative that organizations understand that the rules of engagement that would fit a new hire, for example, could be very different from the long term employee. Engagement here for long-term employees could also mean getting all employees aligned with the organizational and strategic changes.

Engagement for women leaders, for instance, would drive greater results if it is focused on creating mentoring opportunities, identifying the specific hurdles at work alleviating them, and providing a more inclusive, empathetic and learning environment.

Thematic exploration

In the new world of work, employee engagement has to be a highly targeted activity. Instead of looking at employee engagement as one big picture, it makes sense to look at the tiny pieces that fit in to create this picture.

A good place to start this thematic exploration is by understanding what employees want and expect their workplace to fulfill. Agendas that are relevant to today’s workforce include many areas and are not limited to their work alone. Topics like diversity and inclusion, work-life balance, leadership development, and anger management are important words in the vocabulary of today’s employees.

For example, research shows that 57% of employees feel that organizations should be more diverse. Organizations have to look at this seriously as diverse teams routinely outperform non-diverse ones. Diversity initiatives for employee engagement also have to now move beyond day-long training programs that do not compel a change in behavior. However, this goal can be achieved successfully by leveraging mentoring as a tool. 

Work-life balance has also become an important driver for employee engagement. Research shows that employees with good work-life balance work 21% harder than those who don’t. This makes work-life balance an important employee engagement agenda. 

Anger management in the workplace is another pertinent topic in the engagement conversation as it impacts the office environment. Creating an empathetic environment and enabling employees with the right set of tools to specifically manage explosive situations can augment employee engagement across the table.

Focus on skill development as the basis of engagement

Organizations have to take a close look at their learning and development initiatives. Along with focusing on technical skills development, they have to also now focus heavily on power skill development in the enterprise. 

Power skills such as communication skills, growth mindset, self-management, interpersonal skills are all extremely beneficial to organizational health. Power skill training on decision-making, communication, and problem-solving can lead to better team relationships. Focusing on developing these skills as a part of engagement initiatives can help employees build deeper and more meaningful relationships at work, thereby boosting engagement and also leading to a more robust bottom line. 

According to an MIT Sloan study, power skills training in specific areas yields a 250% ROI over a period of only eight months.

It is high time that organizations revamp their employee engagement strategies and focus on creating meaningful exchanges at work over things that impact work and employees. 

It is all about creating a workforce that works with passion and feels a profound connection with their organization. Increasing engagement at work is now a strategic priority for obvious reasons. It is time that we approach it in a strategic manner as well.

Try NumlyEngage™ platform. Companies around the world are leveraging it to deliver measurably greater employee engagement and business growth by bridging the growing soft skills gap in enterprises.