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How to Create Non Traditional Employee Engagement

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@muzebranding @alexputman #SpotLightOnHR
NON TRADITIONAL EMPLOYEE ENGAGEMENT
ENGAGEMENT
• When does engagement begin?
• Employee Engagement is a measure of
employees emotional attachment to
o Job
o C...
CURRENT TRENDS
MOBILE
easy access
always on
GAMING
work + fun
SOCIAL
openness
review sites
CROWD
SOURCING
user groups
“kic...

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How to Create Non Traditional Employee Engagement

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Human Resource management is naturally traditional with the objective of attracting and retaining talent, optimizing human capital through training & development and being champions of corporate cultures. HOW we engage employees through this life cycle (attraction, on-boarding, hiring, developing and rewarding) has taken a non-traditional turn.

In this presentation we will explore non traditional approaches to the employee engagement life cycle and how to develop new and innovative ways for the digital savvy workforce. In this session we will discover non traditional approaches to the employee engagement life cycle and how to develop new and innovative ways for the digital savvy workforce.

Human Resource management is naturally traditional with the objective of attracting and retaining talent, optimizing human capital through training & development and being champions of corporate cultures. HOW we engage employees through this life cycle (attraction, on-boarding, hiring, developing and rewarding) has taken a non-traditional turn.

In this presentation we will explore non traditional approaches to the employee engagement life cycle and how to develop new and innovative ways for the digital savvy workforce. In this session we will discover non traditional approaches to the employee engagement life cycle and how to develop new and innovative ways for the digital savvy workforce.

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How to Create Non Traditional Employee Engagement

  1. 1. @muzebranding @alexputman #SpotLightOnHR NON TRADITIONAL EMPLOYEE ENGAGEMENT
  2. 2. ENGAGEMENT • When does engagement begin? • Employee Engagement is a measure of employees emotional attachment to o Job o Colleagues o Company • This influences o Experience at work o Efforts to help organization reach goals
  3. 3. CURRENT TRENDS MOBILE easy access always on GAMING work + fun SOCIAL openness review sites CROWD SOURCING user groups “kickstarter” TOOLS crm big data storage CANDIDATE UX about me
  4. 4. BEFORE THE HIRE Create strategies based on data; o Review sites (Glassdoor, Indeed) o Source of hires o Surveys (employee, candidate etc..) • Marketing o Targeted campaigns o Engagement and reach o Traffic, source of visit, drop off etc.. • Focus on Candidate Experience
  5. 5. KEY HIRING SOURCES REFERRALS 22% DIRECT SOURCE 10% JOB BOARDS 17% CAREER SITE 21% COLLEGE 7% 77%
  6. 6. CANDIDATE EXPEREINCE • Conduct internal audit • Candidate attraction (TC, SoMe…) o 24 hour response • Application process o clicks to apply • Career path examples • Post apply disposition o Finalist o Rejections • Finalist management • Selected candidate • Stay in touch with alumni
  7. 7. ATTRACTION 2015 Majority of workforce will be in their 20’s 2020 Gen X & Gen Y will be 65% of workforce 2030 Millennials will be 75% of the workforce 10,000 Baby boomers retire everyday POLL
  8. 8. WHY WORK HERE
  9. 9. CANDIDATE PRIORITIES Top 5 • Job Content • Creative & Challenging Work • Culture and Environment • One of my top choices • Opportunity to make an impact Bottom 5 • Best I could find at time • Salary • Supervisor • Job Security • Benefits
  10. 10. ON BOARDING Traditionally • 1-8 hours of classroom setting • Fill out paperwork (day 1) • Sign all agreements post hire (day 1) • Cumbersome intranet Best Practices • Provide on-line documents BEFORE start day • Mobile on-boarding • Videos • Infographics
  11. 11. CREATIVE ON-BOARDING Gamified: • Scavenger hunt • Create 90 day surveys with rewards • Personalize Fun • Self guided; provide ground rules and basic instructions (video, social) • Surveys, Mentors/Buddy Program • Blog posts about experience Mobile • Customized mobile app to provide company data (benefits, open enrollment, multi media)
  12. 12. DRESS CODE
  13. 13. RETENTION 4 Key Aspects 1. Communication 2. Employee Welfare 3. Organizational Climate & Culture 4. Organizational Structure & Job
  14. 14. 10 Most Important Attributes
  15. 15. BEGIN WITH RETENTION Attribute Free flow communications Trusted to get the job done Job Content fully occupies me at the workplace Encouragement to suggestions & ideas Friendly relationships Why Accepted Offer Culture & Environment Opportunity to make an impact Creative & Challenging Work (Job Content) Culture & Environment
  16. 16. TRAINING & DEVELOPMENT What Matters to the Company • Expect you to stay for the “long haul” • Do a singular job, grow into something else over an extended period • Business goals What Matters to the Employee • 60% of GEN Y has switched careers 1x already • 70% of college grads leave their first jobs after 2 years • Personal goals TRAIN them for Intrapreneurship!
  17. 17. REWARDS 1. Involve employees in business 2. Encourage grass roots 3. Creative knowledge share 4. Show them the value 5. Create alternate realities 6. Intrapreneurship 7. Scavenger style on-boarding 8. Give them a voice 9. Encourage ideas 10.Give back (true social awareness)
  18. 18. CULTURE • Info on the go (mobile) • Allow and encourage social networks • Create digital games • Gamify the employer referral process • What’s in it for them • Team break outs • Lift IT bans & BYOD • 1 click great, 2 clicks good, 3+clicks BAD
  19. 19. ON-GOING ENGAGEMENT Mobile o Optimization Social o Marketing o Engagement Video o Attraction o Training Web o Access is 24x7 Gamification o Make it fun with element of competition
  20. 20. Alex Putman alex@muzebranding.co m 678-557-0469 @alexputman http://www.muzebranding.com @muzebranding

Editor's Notes

  • In House talent: Every company has a wealth of talent and knowledge internally that goes untapped
    45% of companies are using internal social networks to id talent OR key contributors

  • ----- Meeting Notes (4/20/15 12:02) -----
    How many people know what it's like to apply for a job with your company?
  • 50% of Human Resource Departments have NOT adjusted their practices over the past 3-5 years to attract this talent.

  • ----- Meeting Notes (4/20/15 12:02) -----
    Tell your story via video

  • ----- Meeting Notes (4/20/15 12:02) -----
    Long, boring job descriptions are not being read...
  • FOCUS: on is trying to get people engaged and up to speed more quickly

    New Hire Classes as Communities:

  • IDEAS:

    ‘All About Me.’ The presentation covers their professional career, their hobbies, their family life, etc.
    scavenger hunt that involves engaging in various activities with members of the company such as joining a fantasy sports league or participating in a community service event. 
    Two truths and a lie – At Bonobos, the hiring manager sends out an email to the whole company introducing the new employee, with a brief biography, photograph, and trivia game called “Two truths and a lie." These are fun facts about the new employee, but only two of the three are true. To figure out the lie, employees are encouraged to get to know the new employee. The first person to identify the lie correctly gets a $25 store credit. 
    Rackspace provides a five-day orientation, called the “Rookie O” or “Rookie Orientation” program, with icebreakers, trivia games, races, skits, costumes, thumping music, a limbo bar, and more.
    Survival guide - On the first day, Valve employees are given a 56-page whimsical employee handbook (or “survival guide”) with funny illustrations and a desk with wheels. Then they’re told to find a project to tackle. Appropriately, the handbook preface reads,



  • ----- Meeting Notes (4/20/15 12:02) -----
    Now you have:
    1. Engaged pre hire
    2. Attracted to company
    3. On-Boarded creatively with continous engagement
    4. How do you retain?
  • 79% of employees expect immediate feedback

  • ----- Meeting Notes (4/20/15 12:02) -----
    Not the traditional "complete these 5 each year...
  • 1. Quarterly present the most important biz issues and let team come up with improvement ideas and strategies
    Encourage employees to create programs and then get out of the way (employee led blog, standing desks)
    Open sharing spaces, wikis, blogs, all hands
    Show employees the financials and how they are linked to their efforts
    Create opportunities for employees to have fun, office Olympics, late night creative work with no rules *and food”
    6. Communicate and make it exciting – what they will do next
    Self guided with ground rules and basic instruction (SCVNGR) OR create their own!
    Blog, SoMe: Employee created, driven and promoted
    Have your own Tedx, let employees share ideas
    Do community projects and allow for time off x hours per year
  • Openness: Discuss Glassdoor review site and taking it serious (YP story of sales compaints)
  • ×