Employees’ sense of belonging is Gi Group Holding’s most powerful calling card
Amedeo Moscaroli, Global Talent Management & Employer Branding Specialist at Gi Group Holding
Work environment plus how people feel in their roles and when collaborating in teams are increasingly important aspects of how businesses retain employees and develop loyalty. At Gi Group Holding we operate in an international work setting where people are at the heart of the company: this applies both to our mission and corporate culture. For all of us as humans, work is a fundamental element of our social well-being. Within Gi Group Holding, people see, through their work, the positive impact they have on all stakeholders in the labour market. For our teams, as well as for our job candidates and perspective employees, this is a fantastic vision of work. We have adopted a slogan #MoreThanWork which we feel shows that engagement as a Gi Group Holding employee involves not only a job, but also personal and social impact and meaning.
We adhere to this philosophy in our efforts to increase our employees’ sense of belonging and to attract, connect and engage new employees.
Gi Group Holding developed a structure to support its unique Employee Value Proposition (EVP), #ChangeLives, which we call the Ambassador Program. Our ambassadors, whom we individually tag as a #lifechanger, embody and represent our EVP. They identify with it and share (both internally and externally) their stories of working in Gi Group Holding. Being a #lifechanger means not only having the opportunity to represent and promote our EVP, but also to enrich it and be active agents for further developing our company culture.
Ultimately, we want to develop team cohesion and make sure our employees continually feel they belong in our Group. The last couple of years where people and businesses had to work their way through the pandemic led to a greater focus on the human element of the work environment instead of just production (worker) roles. This has been fundamental to developing deeper, better relationships in the work environment and forging stronger ties between teams and their functions. I think our company has succeeded in this transition by devoting attention and energy to its people and taking care of them. In our new world of hybrid work structures, employees don’t need to work together physically to feel like a team. It is part of the Gi Group Holding company culture to enable our workers and teams to gain a sense of belonging and engagement by jointly pursuing a common mission and purpose: this is what allows them to make real change.
Of course, to achieve desired change we have to recognize and respond to employee ambitions, needs and concerns. Today’s younger generation tends to be more values-driven in their career approach; however, this is also true for workers across the board post-pandemic. People seek to work in an environment where they feel they are “corporate citizens”. Thus, at Gi Group Holding, we have set a goal for ourselves to respond quickly and meaningfully to requests from our job candidates and also meet the expectations they have. We look to respond to job-seekers’ and employees’ desires to make a positive social impact, and so we pay attention to how society is changing and support efforts to bring about positive change.
Ultimately, a strong corporate culture, one capable of achieving the aforementioned social impact, derives from a business’ ability to carry on a dialogue with its employees. They are the number one strategic asset for any company. That is why we invest time into listening to, and responding to, employee and job candidate concerns. We know that to be a sustainable, healthy, and high-performing company, we have to put people at the center of how our organization operates. After the past couple of years that fundamentally changed our society, and also the labour market, we have to listen to (and hear) our employees and make sure their needs are met. Without them, we have no business.
