COVID19 has thrown business plans into disarray. While the impact of COVID on the workforce is manifold, measuring and rewarding employees will be a particularly challenging one. We discuss Do we need to adapt or “inactivate” Employee Performance Processes specially for employees whose work has been directly impacted ? How do we recognise and reward employees who go above and beyond their job description during these challenging times ? Does COVID19 provide us an opportunity to transform the Perf Mgt system which is perceived as ineffective ?

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Sydney | Melbourne |Brisbane
SessionTips
• Use the chat window to
post your questions,
comments and insights.
• This is a free and frank
discussion. Diversity of
views is welcome.
• This session is being
recorded and will be
available on
www.exassembly.com.au

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PANEL
Jeevan Joshi or Jeeves
Community Manager – EX Assembly
Darin Fox
Chief Research Officer, HFL
Steve Giles
GM Workforce Strategy &
Organisation Design, NAB

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1
● Intros/About EX
● Definition
● Discussion
2
● Case Study
● Concept/Idea
● Q&A
3
● Impact on EX
● Discussion
4
● Conclusions
● Resources
● Next Steps
SESSION FLOW
Use chat anytime

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EMPLOYEE EXPERIENCE (EX) Employee Experience (EX) is the mindset
and method where:
- companies and their people working
together
- to create personalized, authentic
experiences
- that ignite passion and tap into
purpose
- to strengthen individual, team, and
company performance.
EX Assembly Framework Ver 0.8

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EMPLOYEE EXPERIENCE (EX)
Employee Experience (EX) is the mindset
and method where:
- companies and their people working
together
- to create personalized, authentic
experiences
- that ignite passion and tap into
purpose
- to strengthen individual, team, and
company performance.
EX
Employee’s
Personal Journey
Growth &
Value Add
Values
Alignment
Lifestage
Career/ Life
Strategy Culture
Improve
Organisational
Performance
Physical SpaceWork Processes Systems & Tech
Leadership
EX Assembly Framework Ver 0.8
Employee
Lifecyle

6. WWW.EXASSEMBLY.COM.AU
EMPLOYEE EXPERIENCE (EX) Employee Experience (EX) is the mindset
and method where:
- companies and their people working
together
- to create personalized, authentic
experiences
- that ignite passion and tap into
purpose
- to strengthen individual, team, and
company performance.
Our view is that :
• recognising employee’s own personal
journey is critical.
• workforce experience is more accurate
term.
EX
Employee’s
Personal Journey
Improve
Organisational
Performance
Growth &
Value Add
Values
Alignment
Lifestage
Career/ Life
Strategy
Physical Space
Navigation
Purpose
Value
Brand
Culture
Work Processes Systems & Tech
Measurement
Engagement
NPSetc
Leadership
EX Assembly Framework Ver 0.8

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LEARNER
EXPERIENCE
WE BUILD.WILL
THEY COME ?
WHAT IS COMING UP ?
CANDIDATE
EXPERIENCE
CAN THE PAIN BE
REDUCED ?
THEME FOR MAY
JUNE
@exassembly

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DOWE NEED TO
ADAPT OR SUSPEND
PERFORMANCE
PROCESSES SPECIALLY
FORWHERE WORK
HAS BEEN DIRECTLY
IMPACTED ?
HOW DOWE
RECOGNISE AND
REWARD EMPLOYEES
DURING THESE
CHALLENGING TIMES ?

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WHO AREYOU ?

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HOW HAS COVID19 IMPACTEDYOUR BUSINESS PLANS?
On a scale of 1
(No impact) -
5 (Very high
impact) ?

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AUSTRALIAN STATS
New data suggest
780,000 people
had lost their jobs
by April 4
Young and old
hardest hit by job
losses
Hospitality (25%
loss) and the arts
(18.7%)
Education and
training was the
least-affected
sector (0.1%)
abc.net.au 22 April 2020

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HAS THEWORKTHAT EMPLOYEE DO CHANGED DUE TO COVID ?
On a scale of 1
(No impact) -
5 (Very high
impact) ?

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WHAT ISYOUR PREFERRED APPROACHTO PERF MGT & REWARDS ?
On a scale of 1
(No impact) -
5 (Very high
impact) ?

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CASE STUDY– BOYD – NEW BUSINESS DEVELOPMENT MANAGER
How is performance measured ?
 Sales Achievement (65%)
 Customer Rating for Project Delivery
(15%)
 Team work and company values (10%)
Rewards and Rem
 Fixed Salary
 Achievement of SalesTarget - BonusTiers -
90% of Target = 80 % of Bonus, 100 % of
Target = 100% Bonus, 110% of Target = 120%
of Bonus etc
 Name - Boyd
 Age - 48
 Industry - IT Services
 Organization Size -
5001-10,000 employees
Company
 Major IT Services company with a national
presence. 50% of workforce is overseas.
 Competitive environment.
 Sales are to large complex organisations
Job Role
 Business Development for New Sales in the
Education and Manufacturing industry.
 Satisfactory delivery of IT Services
contracted with customer.
Aspirations
 Make bigger and better deals / bigger bonus
 Half hearted interest in promotion

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CASE STUDY– BOYD – NEW BUSINESS DEVELOPMENT MANAGER
Impact of COVID
 Business has slowed as
companies are careful about
spend
 Increased business from
existing projects
 Sales in next year may also be
impacted negatively.
Company measures
 Targets have not been changed.
 20% of Project Delivery
consultants have been laid off.
 Top management have taken a
20% pay cut. Dividends reduced.
 Year End performance appraisals
as planned at end of June.
Per Annum. FY – Jul to Jun 2018 2019 2020 (Projected)
Before
COVID
After
COVID
SalesTarget Achieved 90% 110% 110% 50%
Salary 80,000 80,000 85,000 85,000
Bonus 16,000 30,000 42,000 0
Total 96,000 110,000 127,000 85,000
Increase or (decrease
YOY) 14,000 17,000 -25,000
Customer Satisfaction 6/10 8/10 9/10 9/10
TeamWork/Company
Values 7/10 7/10 8/10 8/10

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CASE STUDY– BOYD – NEW BUSINESS DEVELOPMENT MANAGER
Which Option ?
No changes
Modify
Reduce targets
Reward on
achievement before
COVIDScrap Performance
Appraisals for this
year
Lay off Sales
Force
Any other ?
Would you change the
Performance Appraisal process in
any way for this year?
Would you modify rewards
scheme for cater for similar
situations in the future ?
What approach will you take to
communicate changes to
workforce ?

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 WHAT DOYOU THINK SHOULD BE DONE
 USETHE CHAT WINDOW TO GIVE USYOUR APPROACH

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Performance Appraisal process
• Adjust weighting to be lighter on sales
and heavier on customer rating and
values (assumes emphasis on
development rather than dollars)
• I would look to pay out individual
bonuses where applicable, provided all
national/regional targets are met
• Scrapping bonuses entirely would be
considered
• Reducing salaries would be considered,
although there are legal and workload
considerations to this
Communication Approach
• Its more important to secure jobs
and share the impact vs. impacting
a percentage of workforce in
entirety (despite some layoffs
have already occurred)
• Leaders modelling with the 25%
pay cut is important

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• Hold on to the sales force as long as I
can but get everyone to take as much
annual leave as possible.
• I'd modify the working hours if I could.
• Performance bonuses will be cut as
well but I'd change the performance
goals to something that is achievable.
• Perhaps get the sales force focusing on
supporting the improving the quality of
the products during the down time?

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Short term
Longer term
Rewards
Performance
Measurement
• Reduce targets and sales
commissions proportionately.
• Measure performance till before
COVID, with a focus on
development & improvement.
Comms
• Recognise unforeseen nature of
COVID and that everyone is
sharing the pain.
• Be transparent with financial
pain to business.
• Modify your sales reward system to cater
for black swan events and the expectations
from sales force if that happens including
asking them to work in other departments
ie call centre.
• More emphasis on building a stronger
pipeline and longer term customer
relationships.

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IMPACT ON EMPLOYEE EXPERIENCE – COVID IMPACT
Onboarding
Speed to
Competence
Learning
Offboarding AlumniProspect
Growth
Acquisition Development ExitPerformance
• Fewer jobs
advertisements for
most jobs
• Hiring process
slowed
• Need to adapt skills in
fast changing business
conditions.
• High degree of
uncertainty
• Need for security – job & $
• Mental wellness
• Contractors are suffering
more
PERSONAL
JOURNEY
WORK

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