The Employee Experience: From Engagement to Energy

GLINT PEOPLE POWERED SUCCESS 1
The Employee Experience
From Engagement to Energy. Are you Ready?
Sponsored by
Josh Bersin
Principal and Founder
BersinTM Deloitte Consulting LLP

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Visibility
• Real-time, frequent feedback
• Holistic view of the employee journey
• Leaves no population behind
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Insights
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• Makes comment data concrete & actionable
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Action
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Josh Bersin
Principal and Founder, Bersin™
Deloitte Consulting LLP
Copyright © 2017 Deloitte Development LLC. All rights
reserved.
The Employee
Experience:
Engagement to Energy. Are You Ready?

Copyright © 2017 Deloitte Development LLC. All rights reserved. 5
Demographic
upheavals:
Millennials make up
more than half the
workforce, and Boomers
are working into their
70s and 80s.
Digital technology
everywhere:
Technology is disrupting
business models and
radically changing the
workplace and how
work is done.
Speed of digital
business:
Business must become
more agile and experimental
to keep up with the rapid
pace of change.
New social
contract:
Younger workers demand
rapid career growth,
compelling and flexible
workplace, and a sense
of purpose at work.
Forces Disrupting Organizations Today

Robots
Average cost below $25,000.
China purchasing 150,000 in 2016 to deal
with shrinking workforce
Source: Robots: The new low-cost worker, Dhara Ranasinghe, CNBC, April 10, 2015. https://www.cnbc.com/2015/04/10/robots-the-new-low-cost-worker.html
Source: China Can’t Buy Enough Industrial Robots, Jethro Mullen, CNNTech, June 23, 2016 http://money.cnn.com/2016/06/23/technology/china-industrial-
robots/index.html

1 billion
smartphones
iPhone ®
launched
100 million
Twitter users
Since 2011 productivity gains
have slowed to crawl
US productivity last ten years
Productivity is suffering—is technology helping?

Sources: Deloitte Human Capital Trends 2014 and 2015
The “average” US worker now
spends 25% of their day reading
or answering emails
Fewer than 16% of companies
have a program to “simplify
work” or help employees
deal with stress.
More than 80% of all companies
rate their business “highly
complex” or “complex” for
employees.
The average mobile phone user
checks their device 150 times
a day.
The “average” US worker works
47 hours and 49% work 50
hours or more per week, with
20% at 60+ hours per week
40% of the US population
believes it is impossible to
succeed at work and have a
balanced family life.
Employees are overwhelmed

We are working more hours: A vacation crisis
• Since 2000, US workers lost an entire week of
vacation, dropping average vacation days from
20.3 to 16.8
• Americans left 662 million unused vacation
days forfeiting $66 billion in benefits
• 39% “want to be seen as a work martyr” to
their boss, yet these over-workers are less likely to
receive a promotion or raise than their peers.
• Employees who forfeit time are less likely
than non-forfeiters to be promoted or receive a
raise or bonus
35% of Millennial women feel guilty
about taking time off
(25% of men)
Source: The State of American Vacation 2017, Project: Time Off https://www.projecttimeoff.com/state-american-vacation-2017

Cost of Stress at Work: $300 Billion per Year
According to CDC Research in 2016, 40% of US
workers believe they have very stressful jobs, resulting
in accidents, fatigue, nervousness, and lack of energy.
This translates to $300B spent on employee wellness,
healthcare, and absence costs every year.
Source: http://safetymanagement.eku.edu/resources/infographics/work-related-stress-on-employees-health/

Workplace culture is hot: wellbeing
Google trends search for Wellbeing since 2004
Jump since 2008 recession
Source: Google Trends

• 64% expect economic and political conditions to get worse in the
coming two years
• In mature markets, 64% of millennials believe they will be less
well off financially than their parents and 69% say they will be less
happy
• 77% of Millennials actively take part in volunteerism and charity
work to help improve their community
• 88% of Millennials believe business can be a major force for
positive social change
Millennials focused on mission and purpose
Citizenship on the rise
Deloitte Millennial Survey, 2017, n=70,000

Need for Social Cohesion
Happiness
Index (1-10)
Health: Life
expectancy
Income per
Capita
Social
Support
Trust In
Government
Freedom
(wealth and
social)
US 2006 7.2 68.97 10.84 0.96 0.62 0.89
US 2016 6.8 70.08 10.87 0.9 0.72 0.8
US last ten Years -5.6% +1.6% +0.3% -6.2% -16.1% -10.1%
Nordics 7.54 70.13 10.75 0.95 0.37 0.94
Nordics vs. US 10.9% +0.1% -1.1% +5.6% +48.6% +17.5%
Higher Similar Lower Higher Way lower Higher
Source: World Happiness Report, 2017, Heliwell, Sacks, Layard
“In order for US happiness to reach
2006 levels through income growth the
US GDP would have to be 54% higher
than it is today.”
We are not suffering from economic
malaise we are suffering from social
malaise.

Diversity
Workplace culture is hot
Google trends search for diversity & inclusion since 2004
Jump since 2008 Recession
Source: Google Trends

Average 3.2
What are these
companies doing?
Summer, 2016 Glassdoor Bersin by Deloitte Research
Engagement remains a challenge

What Gives People Energy At Work?
Mindfulness
Wellness Programs
Health Insurance
Recognition
Feedback Systems
Management
Great technology
Teamwork
Email policies
Unlimited Vacation
High salaries
Employee Resource
Groups
Performance
Management
Training
Personal
Coaching
Safety Programs
Stock Options
Parties
Free Food
Fast Growth
Exercise Facilities
Game Rooms
Yoga
Employee
Assistance
Volunteer Time OffInspirational
Leadership

47% of today’s jobs may be gone in 10 years
41% of US workforce participates in crowd/gig economy
Essentially all the “new jobs” created since 2008 fall into the category of “alternative work”
Is the Fear and Hype True?
Source: Oxford Economics, National Bureau of Economic Research, and Bureau of Labor Statistics

What Gives People Energy At Work?
Physical Needs
Safety
Love
Belonging
Accomplishment
Esteem
Self
Actualization
Salary
Benefits
Flexibility
Inclusive
Management
Small Intimate
Team
Meaningful
Work
Mission and
Purpose
Personal Growth
Teamwork

The Simply Irresistible Organization®
Energy Demands A Focus on Employees First
Meaningful work Hands-on management Positive work environment Growth opportunity Trust in leadership
Autonomy Clear transparent goals Flexible, humane work
environment
Facilitated talent mobility Mission and purpose
Selection to fit Coaching & feedback Recognition rich culture Career growth in many
paths
Investment in people,
trust
Small teams Leadership development Open flexible workspace Self and formal
development
Transparency and
communication
Time for slack Modern performance
management
Inclusive, diverse culture High impact learning
culture
Inspiration
Collaboration and connection

Autonomy and freedom to contribute
Select the right fit
Small empowered teams
Time for slack
Meaningful work

A
C D E
B
How things were How things “are”
B
A
DCF
G
E
Shared values and
culture
Transparent goals and
projects
Free flow of information
and feedback
People rewarded for
their skills and abilities,
not position
How things work
A network of teams
Organization design will be challenged everywhere
Source: Rewriting the rules for the digital age. 2017 Deloitte Global Human Capital Trends

Fantastic Work Environment
Flexibility
Humanistic workplace
Culture of recognition
Inclusion and diversity

Flexible, open, modern work environments

believe internal
processes for
collaboration are
working well
believe their
employees are fully
aligned with the
corporate purpose
23%
14%
are excellent at
building
a differentiated
employee experience
22%
are using design
thinking as part of
crafting the
employee
experience
10%
Source: Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016
38%
Say problem is
urgent
Culture, Engagement, and Beyond
Focus on the Employee Experience

Factors that link culture and engagement
Culture:
The way things work around here
Engagement:
The way people feel about the
way things work around here
The work environment Reward systems Development and career
Compensation
Recognition
Clear goals
Meaningful workHands-on managementTrusted leadership
Risk and governance
Courage
Innovation
Mission and purpose
Inclusion

Essential talent activities
Standalone disconnected staffing, training, and performance practices
Level 1
Critical talent growth
Critical talent segments, focus on hiring, training, performance
Level 2
Managed talent relationships
Workforce planning, development planning, leadership development
integrated into talent strategy
Level 3
Inclusive talent system
Talent strategies integrated with inclusion, diversity, and culture
Level 4
BersinbyDeloitte
10%
19%
59%
12%
The New Bersin Talent Management Maturity Model
Source: Bersin by Deloitte, Deloitte Consulting LLP, 2015.
Inclusive talent practices drive financial results

Clear and transparent goals
Coaching not evaluation
Invest in development of managers
Agile performance management
Supportive management

Enterprise feedback architecture
The listening organization
Social media
monitoring
Job boards
& adsEmployment
brand
Customer
satisfaction
Anonymous
feedback tools
Pulse
surveys
Annual
survey
Performance
check-ins
Exit
interviews
Performance
appraisals
Integrated reporting & analytics
Sentiment analysis
Network analysis

EmployeeVitality
Business Performance
Cost
Reduction
Labor
Productivity
Retention Productivity Collaboration Team
Performance
Leadership
Health
Monitoring
Employee
Assistance
Medical
Benefits
Fitness
Challenges
Nutrition
Exercise
Sleep
Stress
Sustainable Performance
Recognition
Skills and
Training
Work
Environment
Rewards
Leadership
Management
Clear Goals
Growth
Opportunities
Drive
Wellbeing
Self Discovery
Career
Purpose
Mindfulness
Abundance
Mentality
Positive Thinking
Culture Fit
Family
From Wellness to WellBeing to Performance

Wellness Apps Now Used More Than Twitter
290% reduction in
workers compensation claims
65% more engaged
than non-users
9% greater work
productivity
Source: Virgin Pulse Client Research, 2017

Training and support on the job
Career and talent mobility
Dynamic self-directed learning
High-impact learning culture
Growth opportunities

How Development Creates Energy
PerformanceorProductivity
Time
Onboarding
Training
Plateau
New Assignment
Discretionary Effort
from High Engagement
Coaching,
management support,
feeling of value and
success..
meaningful
organizational
and peer recognition.

Four primary approaches to career management
Focused on preparing &
moving workers through
well-defined career paths
designed to follow the
organizational structure.
Focused on moving workers
through well-defined levels
of an organization, with
flexibility in career paths
and jobs to accommodate
development &
organizational needs
Focused on facilitating the
work by assembling the
most appropriate talent.
Movement based on worker
interest and organization
need. Often used in team
environments.
Focused on facilitating the
work by finding and utilizing
the best talent sources –
either external or internal
19% 32% 33% 16%
Structured Flexible Open Transitory
Source: Rewriting the rules for the digital age. 2017 Deloitte Global Human Capital Trends

Mission and purpose
Investment in people
Transparency
Inspiration
Trust in leadership

What matters to employees
Culture, value, leadership, and career (the big four)
0.00
0.12
0.13
0.22
0.28
0.30
0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35
Year founded (age)
Compensation & benefits
Work life balance
Career opportunities
Senior leadership
Culture and values
Correlation of employment factors to Glassdoor recommendations as place to work
Culture and leadership are 3X more
important than salary in your
employment brand.
Career development and learning are
almost 2X more important than comp,
benefits, and work environment.Source: Bersin Research and Glassdoor data

Source: Firms of Endearment, by R. Sisodia, D. Wolf, and J. Sheth (2007)
89% of companies rate
culture as an urgent issue…
…yet only 14% really know
what “good culture” looks like
Companies with a strong mission and
purpose outperformed the S&P 500 by
8-fold over a 20 year period.
These companies performed 4x higher
than “Good to Great” companies.
Culture as business strategy

Companies with “soul” had a
1026%
return from 1996 through 2006,
8x higher
than S&P 400 firms
Companies with “soul” experience:
• Much higher engagement and retention
• Better customer service
• Long-term profitability
• Note: 77% of Millennials now actively
take part in volunteerism in their community
Source: Simply Irresistible: Engaging the 21st Century Workforce, Bersin by Deloitte, Deloitte Consulting LLP, 2014, Deloitte Millennial Study 2016
Importance of mission and purpose

The Bottom Line:
Building a Simply Irresistible Organization
Drives Energy and Productivity

Is your
company’s
collective worth
more than the
sum of the
individuals?
The Essential Question
Are leaders and
individuals working
together to
optimize the whole?
Or are they acting
in their own self-
interests?

What are you
doing to
Create Energy?

About Deloitte
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a
detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public
accounting.
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial,
investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor
should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may
affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who
relies on this publication.
Copyright © 2017 Deloitte Development LLC. All rights reserved.

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