employee lifecycle and engagement.pdf
TRANSCRIPT
ATTRACTION
RECRUITMENT
ONBOARDING
DEVELOPMENT
RETENTION
SEPARATION
Using the Employee
Lifecycle as Your
Roadmap to
Employee Engagement
Elizabeth Lupfer | @socialworkplace
Let’s Get Cozy
• The new work
environment
• HR’s changing role
• Strategic focus
through the
Employee Lifecycle
2
Fighting fire with fire will
only burn everything to
the ground
Managers Manage
Employees Against the Past Not the
Future
Technology is part of the
solution but it’s also part
of the problem
Technology is most effective
when it is invisible
We need leaders and change
champions, not just managers
To get different results we need different actions
The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh
How Work has Changed
What does this mean?
Technology is most effective
when it’s invisible
Technology is part of the
solution but it’s also part
of the problem
Technology is most effective
when it is invisible
We need leaders and change
champions, not just managers
To get different results we need different actions
The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh
How Work has Changed
In the new work environment, we need to use technology as a seamless enabler to get work done.
Fighting fire with fire will
only burn everything to
the ground
What does this mean?
To get different results we need different actions
The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh
How Work has Changed
Managers Manage
Employees Against the Past Not the
Future
Managers Manage
Employees Against the Past Not the
Future
We need leaders and change
champions, not just managers
Fighting fire with fire will
only burn everything to
the ground
The development and adoption of technology outpaces the systems capabilities of a company.
Technology is part of the
solution but it’s also part
of the problem
What does this mean?
To get different results we need different actions
The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh
How Work has Changed
Technology is most effective
when it is invisible
We need leaders and change
champions, not just managers
Fighting fire with fire will
only burn everything to
the ground
Technology is part of the
solution but it’s also part
of the problem
Manager roles need changed into those of leaders who represent the new work environment or the empowerment that technology provides
Managers Manage
Employees Against the Past Not the
Future
What does this mean?
To get different results we need different actions
The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh
How Work has Changed
We need leaders and change
champions, not just managers
Fighting fire with fire will
only burn everything to
the ground
Technology is part of the
solution but it’s also part
of the problem
Managers Manage
Employees Against the Past Not the
Future
Technology needs to be an enabler of something more natural – an extension of corporate culture and embedded into employee behavior
Technology is most effective
when it is invisible
What does this mean?
To get different results we need different actions
The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh
How Work has Changed
Fighting fire with fire will
only burn everything to
the ground
Technology is part of the
solution but it’s also part
of the problem
Managers Manage
Employees Against the Past Not the
Future
Technology is most effective
when it is invisible
Change can come from anywhere in the organization but managers are the leaders who drive it all the way through the organization
We need leaders and change
champions, not just managers
Partners in Engagement
13
Corporate
Communications
Human
Resources
Strategic brand Tactical Events
Storytellers Informers
Collaboration Transactional
Indirect messages Direct messages
Broad Audience Targeted
Audience
•Developing
tomorrow’s leaders
•Building engagement
•Defining employer brand
•Measuring outcomes
•Planning and communicating
change
•Leveraging internal
platforms
HR Functions as Verticals
14
TALENT
ACQUISITION
DEVELOPMENT COMPENSATION ADMIN BENEFITS SEPARATION
RECRUITING
ONBOARDING
CAREERS
TALENT
REFERRAL
PERFORMANCE
RECOGNITION
DIVERSITY &
INCLUSION
TOTAL
PERFORMANCE
LEADERSHIP
TRAINING
PAYROLL
JOB ALIGNMENT
GLOBAL
MOBILITY
401K
DEFERRED
COMPENSATION
HRIS
ETHICS
HR SYSTEMS
COMPLIANCE
SAFETY
WORKFORCE
RELATIONS
ANNUAL
ENROLLMENT
HEALTH AND
WELLNESS
BENEFITS
PARTNERS
TERMINATIONS
RETIREMENT
EXIT
INTERVIEWS
EMPLOYEE EXPERIENCES
PHAT ASIAN
PHAT BABY
• Timing of steps taken by
me and benefits available
before, during, and after
• Short Term Disability
• FMLA
• Medical Coverage
• Life Insurance
• Maternity Management
Programs
• Adding Baby to Benefits
• Planning Childcare for
my return to work
• 401K – Future Savings
• 529 Savings
• Creating/Updating a Will
• Transitioning back to
Work
Phat Asian’s Experience
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Intranet
Work Life
Illness & Injury Initiating Federal FMLA & State
Leave
Time Off & Leave Mgmt & West
Non Bargained for Hourly EE’s
Vacation
Personal
Leave of Absence Personal, Military,
FML, Medical, GRW
Life Events Having a Baby
EAP
Health
Medical Future Moms
Your Health Disability STD Disability SPD
Related Links Your Benefits
Resource
Money Wealth
Accumulation Savings Plan
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RECRUITING
ONBOARDING
BENEFITS
LEARNING
RECOGNITION
PERFORMANCE DEVELOPMENT
ETHICS AND COMPLIANCE
TERMINATIONS
SAFETY
PAY
POLICIES
WORKFORCE PLANNING
ENJOYMENT THROUGH
COMMUNICATION ACCOMPLISHMENT
RECOGNITION ADVANCEMENT
Key Drivers of Engagement
What do employees want or need?
The foundation of the employee lifecycle
Adaptability
Relevancy
Sustainability
Execution
A
R
S
E
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Four Key Principles
How the Principles Work
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EMPLOYEE ADVANTAGE BUSINESS OUTCOMES LEADER / HR ROLE
Adaptability
Needs of the business are
met at the same time as
the needs of employees
Adjust to the demand and
supply of the workforce
Interactions are more
consistent - content is
standardized
Relevancy Develop engagement
opportunities that are
relevant to employees
Connect with real work
goals and processes
Reorient managers to
guide and empower
knowledge workers
Sustainability Align employee
performance with business
performance
Build on existing processes
and target technology
investments to the evolving
needs of employees
The manager is critical
to sustained
engagement
Execution Interactive and engaging
platforms and solutions
Technology Investments
that meet the evolving
needs of the organization
and employees
Drivers of tools and
programs and can guide
employees
ATTRACTION Candidates are savvy. A good candidate will research a company extensively and ask their personal and professional circles about a company’s value proposition.
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ADAPTABILITY Employers must listen to external and internal conversation and contribute and influence as much as possible.
RELEVANCY What your employees say internally and externally will attract or detract talent.
SUSTAINABILITY Listening to the chatter generated by candidates and employees. Influencing those conversations when applicable.
EXECUTION Brand Advocates; Reputation Management
SocialChorus makes it easy for employees and ambassadors to actively participate in your brand’s content marketing, social selling, social recruiting, and employee engagement initiatives.
RECRUITMENT Even though recruiting has become a social process, nearly 70% of new hires come from employee referrals. But those referrals don’t happen when employees are disengaged.
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ADAPTABILITY Companies need to adjust to the fact that recruiting is no longer a singular conversation between the recruiter and a candidate.
RELEVANCY Engaged employees are champions of your recruiting message and their recommendations can build your talent pipeline.
SUSTAINABILITY Implement new technologies that embody a new work environment.
EXECUTION Talent Pools; Peer-to-Peer Referrals; Video Recruiting
ONBOARDING Engaged employees are not only excited about joining a new company, but they enjoy helping other employees transition into their new roles as well.
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ADAPTABILITY Companies, specifically managers, need to make sure new hires feel welcome otherwise you risk creating a poor first impression, and slowing down time to productivity.
RELEVANCY Managers don’t always have the time to onboard, so quickly connecting new employees to work partners is important.
SUSTAINABILITY Ongoing feedback via 90-day interviews, focus groups and surveys are essential to continued refinement.
EXECUTION Job Aid Wiki Boards; Mentoring; Gamification
ADAPTABILITY We need to get to know the employees and their skills so we can understand their specialized talents, moreover, we need to create a place where employees can share their skills and use them.
RELEVANCY The best learning comes from learning from each other. Employees can be your best teachers and idea generators.
SUSTAINABILITY Sustainability comes in unexpected ways, sometimes through the intrinsic return of employees feeling valued while other times it comes in the form of actual business revenue.
EXECUTION Idea Generation; Collaboration Sites; Learning Communities Teaching Opportunities (Internal and External); Job Shadowing
DEVELOPMENT Employees have an entrepreneurial desire to grow, feel inspired, and this often comes in the form of collaboration or community.
34
ADAPTABILITY In order to retain employees, we need to provide tools that reinforce their changing work, connect them with their global work teams and recognizing them for their efforts.
RELEVANCY Employees need to feel an emotional connection to the company cares about their well-being as much as they feel connected to their functional work.
SUSTAINABILITY Identify key HR programs that will benefit from technology: benefits, health and safety and recognition.
EXECUTION Corporate Wellness, Raves & Recognition Walls; Peer-to-Peer Acknowledgement ; Continuous Recognition
RETENTION Companies who enable collaborative work environments and also recognize employees for their work see the highest levels of retention.
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Tapmyback is a simple social and mobile tool that drives employee engagement and motivation through the power of peer-to-peer recognition
SEPARATION
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ADAPTABILITY Understand why employees are leaving. Especially during times of change, it’s important to identify and keep high performers – losing specialized knowledge can be detrimental.
RELEVANCY Employees stay in touch with former colleagues. Employees who leave are your best candidate pool for rehire. But they can also be your biggest enemy if they leave feeling unappreciated
SUSTAINABILITY Conduct separation surveys and make sure you have knowledge transfer processes in place.
EXECUTION Knowledge transfer, Alumni Networks; Reunions; Feedback
89% of employers think employees leave for more money. But only 12% of people actually do. In reality, 75% people voluntarily leaving aren’t leaving their jobs, they’re leaving their bosses.
“I think the model for
starting employee
engagement activities
has to be embedded
in everything you do.”
Richard Branson, Chairman
Virgin Group
42
How the Principles Work
43
EMPLOYEE ADVANTAGE BUSINESS OUTCOMES LEADER / HR ROLE
Adaptability
Needs of the business are
met at the same time as
the needs of employees
Adjust to the demand and
supply of the workforce
Interactions are more
consistent - content is
standardized
Relevancy Develop engagement
opportunities that are
relevant to employees
Connect with real work
goals and processes
Reorient managers to
guide and empower
knowledge workers
Sustainability Align employee
performance with business
performance
Build on existing processes
and target technology
investments to the evolving
needs of employees
The manager is critical
to sustained
engagement
Execution Interactive and engaging
platforms and solutions
Technology Investments
that meet the evolving
needs of the organization
and employees
Drivers of tools and
programs and can guide
employees
Sources and further reading
• “The Digital Renaissance of Work” by Peter Miller and Elizabeth Marsh
• “How Do Great Leaders Drive Employee Engagement” by Forum
• “Breakthrough Performance in the New Work Environment” by the Corporate Executive Board
• “Technology and Communication: How to Leverage Technology to Improve Employee Engagement” by ElevatePoint
• “From Hire to Retire: Optimize Productivity Throughout the Employee Lifecycle” by Cisco
• “Social Media and the Employee Lifecycle” by HR Ringleader
• “Contemporizing the Employment Lifecycle through HR’s Deployment of Social Media & Electronic Technology” by Tiffany Scheff and Josie Trine Cornell University
• “The Virtual Edge: How HR Professionals Can Use Tomorrow’s Tools Today” by iMeet by PGi
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