SlideShare a Scribd company logo
ATTRACTION
RECRUITMENT
ONBOARDING
DEVELOPMENT
RETENTION
SEPARATION
Using the Employee
Lifecycle asYour
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
 Frequent
organizational
change
 More
interdependent
work
 An increase in
knowledge work
Time is not frozen
Frequent
Change
No more Milton
More
Interdependence
Ability to
share
knowledge
How we
share is
different
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
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
18
RECRUITING
ONBOARDING
BENEFITS
LEARNING
RECOGNITION
PERFORMANCE
DEVELOPMENT
ETHICS AND
COMPLIANCE
TERMINATIONS
SAFETY
PAY
POLICIES
WORKFORCE
PLANNING
20
21
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
24
Four Key Principles
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
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
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.
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
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
Typical MSS
31
Employee-focused MSS
32
Development
Recognition
Recruitment
Onboarding
Learning and
Development
Wheeldo is a cloud-based platform that provides
context-driven social games for training needs.
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
Wheeldo is a cloud-based platform that provides
context-driven social games for training needs.
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
37
Social Incidence
Reporting –
a new climate
for Safety
Tapmyback is a simple social and mobile tool that
drives employee engagement and motivation through the
power of peer-to-peer recognition
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.
Knowledge Transfer Alumni Networks
“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
Let’s Connect
Elizabeth Lupfer
The Social Workplace
elizabeth@thesocialworkplace.com
Twitter: @socialworkplace
44
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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Embedding Employee Engagement throughout the Employee Lifecycle

  • 1. ATTRACTION RECRUITMENT ONBOARDING DEVELOPMENT RETENTION SEPARATION Using the Employee Lifecycle asYour Roadmap to Employee Engagement Elizabeth Lupfer | @socialworkplace
  • 2. Let’s Get Cozy • The new work environment • HR’s changing role • Strategic focus through the Employee Lifecycle 2
  • 4. Time is not frozen Frequent Change
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
  • 18. 20
  • 19. 21
  • 21. The foundation of the employee lifecycle Adaptability Relevancy Sustainability Execution A R S E 24 Four Key Principles
  • 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. 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. 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. 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.
  • 27. 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
  • 30. Wheeldo is a cloud-based platform that provides context-driven social games for training needs.
  • 31. 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
  • 32. Wheeldo is a cloud-based platform that provides context-driven social games for training needs.
  • 33. 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
  • 34. 37 Social Incidence Reporting – a new climate for Safety
  • 35. Tapmyback is a simple social and mobile tool that drives employee engagement and motivation through the power of peer-to-peer recognition
  • 36. 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.
  • 38. “I think the model for starting employee engagement activities has to be embedded in everything you do.” Richard Branson, Chairman Virgin Group 42
  • 39. 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
  • 40. Let’s Connect Elizabeth Lupfer The Social Workplace elizabeth@thesocialworkplace.com Twitter: @socialworkplace 44
  • 41. 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