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Embedding Employee Engagement throughout the Employee Lifecycle

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I recently presented at Ragan Communications conference on how communications can effect employee engagement. My presentation was a 2-hour workshop on how communications plays a key role in helping the organization shift to today's new work environment and how employee engagement initiatives can be more thoughtfully and strategically embedded throughout the organization by using the employee lifecycle as a framework. This also demonstrates four key principles for consistently applying employee engagement: adaptability, relevancy, sustainability and execution.

Published in: Business

Embedding Employee Engagement throughout the Employee Lifecycle

  1. 1. ATTRACTION RECRUITMENT ONBOARDING DEVELOPMENT RETENTION SEPARATION Using the Employee Lifecycle asYour Roadmap to Employee Engagement Elizabeth Lupfer | @socialworkplace
  2. 2. Let’s Get Cozy • The new work environment • HR’s changing role • Strategic focus through the Employee Lifecycle 2
  3. 3.  Frequent organizational change  More interdependent work  An increase in knowledge work
  4. 4. Time is not frozen Frequent Change
  5. 5. No more Milton More Interdependence
  6. 6. Ability to share knowledge How we share is different
  7. 7. 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
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. 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
  13. 13. 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
  14. 14. 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
  15. 15. 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
  16. 16. Phat Asian’s Experience 17 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
  17. 17. 18 RECRUITING ONBOARDING BENEFITS LEARNING RECOGNITION PERFORMANCE DEVELOPMENT ETHICS AND COMPLIANCE TERMINATIONS SAFETY PAY POLICIES WORKFORCE PLANNING
  18. 18. 20
  19. 19. 21
  20. 20. ENJOYMENT THROUGH COMMUNICATION ACCOMPLISHMENT RECOGNITION ADVANCEMENT Key Drivers of Engagement What do employees want or need?
  21. 21. The foundation of the employee lifecycle Adaptability Relevancy Sustainability Execution A R S E 24 Four Key Principles
  22. 22. How the Principles Work 25 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
  23. 23. 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. 26 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
  24. 24. 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.
  25. 25. 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. 28 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
  26. 26. 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. 30 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
  27. 27. Typical MSS 31
  28. 28. Employee-focused MSS 32 Development Recognition Recruitment Onboarding Learning and Development
  29. 29. Wheeldo is a cloud-based platform that provides context-driven social games for training needs.
  30. 30. 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
  31. 31. Wheeldo is a cloud-based platform that provides context-driven social games for training needs.
  32. 32. 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. 36
  33. 33. 37 Social Incidence Reporting – a new climate for Safety
  34. 34. Tapmyback is a simple social and mobile tool that drives employee engagement and motivation through the power of peer-to-peer recognition
  35. 35. SEPARATION 39 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.
  36. 36. Knowledge Transfer Alumni Networks
  37. 37. “I think the model for starting employee engagement activities has to be embedded in everything you do.” Richard Branson, Chairman Virgin Group 42
  38. 38. 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
  39. 39. Let’s Connect Elizabeth Lupfer The Social Workplace elizabeth@thesocialworkplace.com Twitter: @socialworkplace 44
  40. 40. 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 45

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