Traditional employee benefits are lagging behind the expectations of your employees. The modern employee is adapting to an evolving workplace, and how you engage them needs to as well. League’s webinar "From HR to Employee Experience: Engaging the Modern Employee", hosted by WorkTango’s Rob Catalano, will provide employers with best practices when it comes to employee engagement and retention, and tips on how to approach engagement with the right mindset.
Employee Experience: How To Support Performance and Wellness At WorkResilienceMentor.com
Workshop slides adapted from the White Paper: Resilience In The Workplace.
Topics of these slides include:
HR Top Challenges
Staff Resilience
Staff Productivity
Talent Retention
The Arrow of HR Initiatives
The link between wellbeing and performance
Common Wellness Initiatives
Are they worth while (often not)
And what to do next
Maximum employee engagement does not come from salary or from setting performance objectives. These slides quickly identify how to achieve unprecedented levels of employee engagement.
Strategic leadership provides a clear narrative about the organization's past, present, and future direction. This gives employees a line of sight between their work and the overall vision. Managers engage and treat their people as individuals, coaching and challenging them. There is two-way communication throughout the organization to reinforce and challenge views. Employee input is sought early and explanations are provided if not adopted. Organizational integrity is reflected in daily behaviors that are explicitly defined and embraced by staff, enabling trust between employees and leadership.
Employee engagement is not an exact science. So far, the whole concept has been built on HR experience, positive phycology and business models that engage a company’s talent towards a productive culture of success.
At the core of employee engagement, similar to any company’s foundation, are some values. These values determine the why, how and what of that company, presumably.
In today’s economy, you’re building your company brand both through external as well as internal efforts. Playing two battlefields at the same time can prove to be tricky, that’s why some companies decide to focus their resources only on the external branding front. Meanwhile, they neglect their internal environment, failing to provide an engaging, challenging and appealing workplace.
Enters talent management. A grey area where an HR manager meets a Talent Manager/Chief Happiness Officer. Confusing? Yes. And if it’s confusing for the person actually holding that position, imagine what it does to the employees he or she is supposed to be engaging.
So, we came up with 25 ideas that can save a manager in need of some inspiration. Enjoy!
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
This aptly crafted editable PPT deck contains sventeen slides. Our topic specific Employee Retention Strategies PowerPoint Presentation Slides presentation deck helps devise the topic with a clear approach. We offer a wide range of custom made slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates. Speculate, discuss, design or demonstrate all the underlying aspects with zero difficulty. This deck also consists creative and professional looking slides of all sorts to achieve the target of a presentation effectively. You can present it individually or as a team working in any company organization.
Employee Experience: How To Support Performance and Wellness At WorkResilienceMentor.com
Workshop slides adapted from the White Paper: Resilience In The Workplace.
Topics of these slides include:
HR Top Challenges
Staff Resilience
Staff Productivity
Talent Retention
The Arrow of HR Initiatives
The link between wellbeing and performance
Common Wellness Initiatives
Are they worth while (often not)
And what to do next
Maximum employee engagement does not come from salary or from setting performance objectives. These slides quickly identify how to achieve unprecedented levels of employee engagement.
Strategic leadership provides a clear narrative about the organization's past, present, and future direction. This gives employees a line of sight between their work and the overall vision. Managers engage and treat their people as individuals, coaching and challenging them. There is two-way communication throughout the organization to reinforce and challenge views. Employee input is sought early and explanations are provided if not adopted. Organizational integrity is reflected in daily behaviors that are explicitly defined and embraced by staff, enabling trust between employees and leadership.
Employee engagement is not an exact science. So far, the whole concept has been built on HR experience, positive phycology and business models that engage a company’s talent towards a productive culture of success.
At the core of employee engagement, similar to any company’s foundation, are some values. These values determine the why, how and what of that company, presumably.
In today’s economy, you’re building your company brand both through external as well as internal efforts. Playing two battlefields at the same time can prove to be tricky, that’s why some companies decide to focus their resources only on the external branding front. Meanwhile, they neglect their internal environment, failing to provide an engaging, challenging and appealing workplace.
Enters talent management. A grey area where an HR manager meets a Talent Manager/Chief Happiness Officer. Confusing? Yes. And if it’s confusing for the person actually holding that position, imagine what it does to the employees he or she is supposed to be engaging.
So, we came up with 25 ideas that can save a manager in need of some inspiration. Enjoy!
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
This aptly crafted editable PPT deck contains sventeen slides. Our topic specific Employee Retention Strategies PowerPoint Presentation Slides presentation deck helps devise the topic with a clear approach. We offer a wide range of custom made slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates. Speculate, discuss, design or demonstrate all the underlying aspects with zero difficulty. This deck also consists creative and professional looking slides of all sorts to achieve the target of a presentation effectively. You can present it individually or as a team working in any company organization.
This document discusses how to craft an effective employee experience through an experience value chain. It presents that employee experience drives customer impression and revenue growth. A 5 unit increase in employee attitude can lead to a 0.5% increase in revenue growth. Highly engaged companies see improved financial metrics like operating income and net income compared to low engagement companies. An engaged employee experience focuses on structure, culture, and execution. The architecture of participation involves organizing functions into communities of practice, allocating resources purposefully, and rewarding at the touchpoint level. Culture should be one of shared values and success through compensation, education, and employee involvement in decision making. Execution requires giving permission to perform, embracing risk taking, and celebrating innovation.
Want to know what your employees are thinking? We are one of the top employee engagement survey vendors providing the best employee engagement surveys, tailored to your needs. https://www.protostar-uk.com/employee-surveys.html
How Employee Lifecycle Management Will Impact the Growth of Your BusinessAPS
This document discusses employee lifecycle management and how optimizing key processes can impact business growth. It defines employee lifecycle management as the tools and processes that support an employee's journey, from hiring to retirement. The presentation reviews important components like onboarding, benefits administration, and performance management. It also discusses challenges like barriers to change and how focusing on employee experience, getting leadership buy-in, using technology, and gathering feedback can help improve processes. The presentation emphasizes having a structured approach and balanced focus across the entire employee lifecycle.
In preparation for the launch of the Engage for Success movement back in 2012, a Well-being subgroup was formed and produced this document called “Sustaining Employee Engagement and Performance – Why Wellbeing Matters”. This outlined the evidence for the links between employee engagement and employee well-being (both physical and psychological).
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
Work-life balance implies a zero-sum game that says we can't have it all. Integration lets us coordinate, blend and bring elements of work and life into a unified whole.
The result: a more engaged, healthier and happier workforce.
We collaborated with Tracy Brower, Ph.D., author of Bring Work to Life by Bringing Life to Work for a Sept. 9 webinar to dig into the topic and provide you with tips and tricks to implement integration at your company.
Download the accompanying e-book here: http://sip.limeade.com/work-life-integration
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
During my tenure with last Company, I have seen a lot of employees were leaving the Organisation on a rapid way. Finally I came to know that, we can reduce the attrition on a handsome margin if we looking in to the following very sincerely.
1. Leadership development, learning opportunities, and employee retention are correlated. When organizations invest in leadership training, employees are less likely to leave and engagement increases.
2. There are different learning approaches for different generations, including classroom, work projects, coaching, and exposure to events. Creating a challenging environment where employees can constantly learn and progress is important for retention.
3. Learning and professional growth should be acknowledged as core values for employee development, regardless of generation. Strategies like the Evergreen Project have shown organizations that focus on these areas can achieve superior long-term performance.
The document discusses the importance of employee retention for companies. It states that retaining valuable employees saves replacement costs and keeps institutional knowledge within the company. During economic downturns, investing in employee engagement through effective communication, redeploying workers, fair treatment, and flexible schedules can help companies weather recessions and emerge stronger. The document provides several strategies for retaining employees, including being an ethical leader, motivating workers, and respecting them as a company's most important asset.
Executive Briefing on the value of Employee Engagement and the dangers of dis-engaged and un-engaged employees. Contact Lighthouse Leadership Solutions at 800-592-6510 to learn how we can help you engage your employees.
The document discusses the concept of employee engagement. It defines employee engagement as the level of commitment an employee feels towards their organization and its values. Highly engaged employees are more productive and less likely to leave an organization. The document outlines factors that influence engagement, such as leadership, communication, career development opportunities, and company culture. It also discusses the importance of measuring engagement levels and providing engagement activities to keep employees invested in the company's success.
This document outlines key concepts for employee engagement from A to Z. It emphasizes that engagement begins with acceptance of all employees and ensuring everyone benefits. Strong leadership is needed to connect all parts of the organization and sustain engagement over time. Engagement provides energy that drives great performance when employees' work flows like water. It is important for managers to view employees as human beings and unlock their potential through meaningful work. Ultimately, engagement creates results when the focus is on purpose, understanding others, and a shared sense of "we" over "me".
The document discusses employee engagement and its importance. It defines employee engagement as employees being intellectually and emotionally involved in their organization, working enthusiastically to help the organization. Signs of disengaged employees include laziness, lack of motivation, not solving problems, and high turnover. The three main factors causing disengagement are anonymity, irrelevance, and lack of feedback. The methodology for managing engagement includes assessing disengagement factors, creating action plans to address them through recognition and training, monitoring plans, and surveying engagement levels. The goal is to eliminate disengagement factors and create engagement.
The document outlines the 10 Cs of employee engagement according to an article by Gerard H. Seijts and Dan Crim. The 10 Cs are: connect, career, clarity, convey, congratulate, contribute, control, collaborate, credibility, and confidence. Leaders are encouraged to foster these 10 Cs to increase employee engagement by connecting with employees, providing career opportunities, communicating clearly, providing feedback, recognizing contributions, encouraging collaboration, maintaining credibility, giving employees control, and instilling confidence. Highly engaged employees are more productive and care about the company's success.
Employee Retention in Small Businesses- Challenges and OpportunitiesMathew Mampra
This document discusses challenges related to employee retention in small businesses and possible solutions. It notes that small businesses often cannot pay employees as much as larger companies. Key challenges include lack of career growth, unclear expectations, and limited benefits. Possible solutions proposed include developing a family-like culture, providing training opportunities, sharing profits, and ensuring manager support. The document advocates for understanding and fulfilling the psychological contracts between employees and employers to improve retention.
Nutrition At Work: Fuel your team. Fuel your business. League Inc.
Cars don’t run on empty. Neither do your employees. If you want to maximize your team’s output, you need to start with their input—what they’re putting in their bodies, that is.
League, along with Holistic Nutritionist Mandy King, present a look at nutrition at work and how to fuel your team and your business in our latest webinar. Learn:
- how to boost productivity and focus by bringing nutrition into the office
- which commonly catered meals are leaving your team sluggish and tired
- how to choose healthy office snacks—on a budget
- key ingredients for stocking your office kitchen
- how to create a healthier workplace culture by shifting from junk foods to super foods
Put the employee first when assessing employee experience, wellbeing and engagement.
How do we do that?
Introducing:
The Employee Experience for Resilience Index
The Index covers 5 major themes with 2 main topics each.
This document discusses how to craft an effective employee experience through an experience value chain. It presents that employee experience drives customer impression and revenue growth. A 5 unit increase in employee attitude can lead to a 0.5% increase in revenue growth. Highly engaged companies see improved financial metrics like operating income and net income compared to low engagement companies. An engaged employee experience focuses on structure, culture, and execution. The architecture of participation involves organizing functions into communities of practice, allocating resources purposefully, and rewarding at the touchpoint level. Culture should be one of shared values and success through compensation, education, and employee involvement in decision making. Execution requires giving permission to perform, embracing risk taking, and celebrating innovation.
Want to know what your employees are thinking? We are one of the top employee engagement survey vendors providing the best employee engagement surveys, tailored to your needs. https://www.protostar-uk.com/employee-surveys.html
How Employee Lifecycle Management Will Impact the Growth of Your BusinessAPS
This document discusses employee lifecycle management and how optimizing key processes can impact business growth. It defines employee lifecycle management as the tools and processes that support an employee's journey, from hiring to retirement. The presentation reviews important components like onboarding, benefits administration, and performance management. It also discusses challenges like barriers to change and how focusing on employee experience, getting leadership buy-in, using technology, and gathering feedback can help improve processes. The presentation emphasizes having a structured approach and balanced focus across the entire employee lifecycle.
In preparation for the launch of the Engage for Success movement back in 2012, a Well-being subgroup was formed and produced this document called “Sustaining Employee Engagement and Performance – Why Wellbeing Matters”. This outlined the evidence for the links between employee engagement and employee well-being (both physical and psychological).
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
Work-life balance implies a zero-sum game that says we can't have it all. Integration lets us coordinate, blend and bring elements of work and life into a unified whole.
The result: a more engaged, healthier and happier workforce.
We collaborated with Tracy Brower, Ph.D., author of Bring Work to Life by Bringing Life to Work for a Sept. 9 webinar to dig into the topic and provide you with tips and tricks to implement integration at your company.
Download the accompanying e-book here: http://sip.limeade.com/work-life-integration
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
During my tenure with last Company, I have seen a lot of employees were leaving the Organisation on a rapid way. Finally I came to know that, we can reduce the attrition on a handsome margin if we looking in to the following very sincerely.
1. Leadership development, learning opportunities, and employee retention are correlated. When organizations invest in leadership training, employees are less likely to leave and engagement increases.
2. There are different learning approaches for different generations, including classroom, work projects, coaching, and exposure to events. Creating a challenging environment where employees can constantly learn and progress is important for retention.
3. Learning and professional growth should be acknowledged as core values for employee development, regardless of generation. Strategies like the Evergreen Project have shown organizations that focus on these areas can achieve superior long-term performance.
The document discusses the importance of employee retention for companies. It states that retaining valuable employees saves replacement costs and keeps institutional knowledge within the company. During economic downturns, investing in employee engagement through effective communication, redeploying workers, fair treatment, and flexible schedules can help companies weather recessions and emerge stronger. The document provides several strategies for retaining employees, including being an ethical leader, motivating workers, and respecting them as a company's most important asset.
Executive Briefing on the value of Employee Engagement and the dangers of dis-engaged and un-engaged employees. Contact Lighthouse Leadership Solutions at 800-592-6510 to learn how we can help you engage your employees.
The document discusses the concept of employee engagement. It defines employee engagement as the level of commitment an employee feels towards their organization and its values. Highly engaged employees are more productive and less likely to leave an organization. The document outlines factors that influence engagement, such as leadership, communication, career development opportunities, and company culture. It also discusses the importance of measuring engagement levels and providing engagement activities to keep employees invested in the company's success.
This document outlines key concepts for employee engagement from A to Z. It emphasizes that engagement begins with acceptance of all employees and ensuring everyone benefits. Strong leadership is needed to connect all parts of the organization and sustain engagement over time. Engagement provides energy that drives great performance when employees' work flows like water. It is important for managers to view employees as human beings and unlock their potential through meaningful work. Ultimately, engagement creates results when the focus is on purpose, understanding others, and a shared sense of "we" over "me".
The document discusses employee engagement and its importance. It defines employee engagement as employees being intellectually and emotionally involved in their organization, working enthusiastically to help the organization. Signs of disengaged employees include laziness, lack of motivation, not solving problems, and high turnover. The three main factors causing disengagement are anonymity, irrelevance, and lack of feedback. The methodology for managing engagement includes assessing disengagement factors, creating action plans to address them through recognition and training, monitoring plans, and surveying engagement levels. The goal is to eliminate disengagement factors and create engagement.
The document outlines the 10 Cs of employee engagement according to an article by Gerard H. Seijts and Dan Crim. The 10 Cs are: connect, career, clarity, convey, congratulate, contribute, control, collaborate, credibility, and confidence. Leaders are encouraged to foster these 10 Cs to increase employee engagement by connecting with employees, providing career opportunities, communicating clearly, providing feedback, recognizing contributions, encouraging collaboration, maintaining credibility, giving employees control, and instilling confidence. Highly engaged employees are more productive and care about the company's success.
Employee Retention in Small Businesses- Challenges and OpportunitiesMathew Mampra
This document discusses challenges related to employee retention in small businesses and possible solutions. It notes that small businesses often cannot pay employees as much as larger companies. Key challenges include lack of career growth, unclear expectations, and limited benefits. Possible solutions proposed include developing a family-like culture, providing training opportunities, sharing profits, and ensuring manager support. The document advocates for understanding and fulfilling the psychological contracts between employees and employers to improve retention.
Nutrition At Work: Fuel your team. Fuel your business. League Inc.
Cars don’t run on empty. Neither do your employees. If you want to maximize your team’s output, you need to start with their input—what they’re putting in their bodies, that is.
League, along with Holistic Nutritionist Mandy King, present a look at nutrition at work and how to fuel your team and your business in our latest webinar. Learn:
- how to boost productivity and focus by bringing nutrition into the office
- which commonly catered meals are leaving your team sluggish and tired
- how to choose healthy office snacks—on a budget
- key ingredients for stocking your office kitchen
- how to create a healthier workplace culture by shifting from junk foods to super foods
Put the employee first when assessing employee experience, wellbeing and engagement.
How do we do that?
Introducing:
The Employee Experience for Resilience Index
The Index covers 5 major themes with 2 main topics each.
App connect is a simple tool to connect your ERP[SAP/PEOPLESOFT/HRMS] transactions to the respective documents . please contact ganpath@karomi.com for further details
Using total rewards to engage healthcare’s multigenerational workforceHealthcare Software Hub
Turnover not only directly impacts the bottom line, but it makes it difficult for healthcare organizations to attract, motivate and retain their top talent – particularly in today’s complex multigenerational workforce. In this exclusive HRCI training, join Mary Mosqueda, Compensation Practice Leader at Lockton Companies, LLC to learn a proven approach for utilizing a Total Rewards Strategy to engage your multigenerational healthcare workforce. We will look at the definition of Total Rewards (with specifics around compensation) and how the concept can successfully realign cash and non-cash strategies for achieving broader financial and performance objectives with today’s diverse and changing workforce. In this session, we will share practical tips and ideas
How Customer-centricity Can Transform the Employee ExperiencePeopleMetrics
This document summarizes key findings from a 2011 employee engagement trends report. While the economy and job market have struggled in recent years, employee engagement has actually improved somewhat since 2007. Employees report increased satisfaction with the emotional aspects of their work like trust, growth opportunities, fun, recognition, purpose, and customer focus. Employees at customer-centric organizations, where customers are prioritized and employees are empowered to help customers, are much more likely to be engaged. However, 59% of employees remain disengaged. To further increase engagement, the report recommends continuing to assess engagement levels, focusing on fun in the workplace, recognizing employees for customer service, empowering employees to solve customer problems, and using customer feedback to drive engagement.
Digitalisoituminen on ravistellut kauppaa, mutta myös kuluttajat ovat hitaita oppimaan uutta. Tutkimus paljasti suuren ennakkoluulokuilun kuluttajien asenteissa verkkokauppaa kohtaan. Suomalainen ei ainoastaan karkaa ulkomaille, vaan jarruttaa myös kotimaassa.
What would it be like if we designed our companies with the same care that we design our web apps? How is a new employee welcomed on her first day, not via welcome screens and a series of help bubbles, but by the experience the organization has created for her? Jen Dary, Talent Strategist at Plucky, is interested in designing experiences for employees and helping people work better. In this talk she’ll explore the opportunities we have to treat our co-workers as our users and how, in doing so, we can build more successful teams.
How Connection Drives Employee EngagementDecisionWise
This document discusses how connection drives employee engagement. It states that connection is a basic human need according to Maslow's hierarchy of needs and resides between safety and self-esteem. Connected employees refer to their company as "we" and feel part of a community working towards a common goal, while disconnected employees say "they." Connection manifests as a sense of belonging to a special group that supports each other. Employees progress through stages of fit, belonging, and integration before achieving a deep connection where they are highly engaged and willing to expend extra effort for the organization.
Culture Summit 2015 - The Evolution of Traditional HR into Employee Experien...Culture Summit
Fairly or unfairly, ‘traditional’ Human Resources conjures images of problems, paperwork, and processes with an unhealthy amount of bureaucracy and red tape. Unlike traditional HR, which was focused on protecting the company, Employee Experience is first and foremost about protecting and supporting employees. It is geared toward enabling, supporting and growing employees to be happy and successful which ultimately boosts overall business success.
To view this talk and learn more please visit http://www.culturesummit.co
Webinar-Employee Experience: A quick tour of the new Human ResourcesPayScale, Inc.
The webinar presentation will begin at the top of the hour without a dial-in number. Participants should listen using their computer speakers or headphones. The webinar will include slides, speaker bios, resources, a media player, Q&A functionality, and tweets. Attendees can receive copies of the slides and review a recording of the webinar later. The webinar is HRCI and SHRM certified for credit.
In the workshop, Digital Clarity Group's Scott Liewehr and Cathy McKnight explored the customer experience management (CEM) Imperative and how it impacts the enterprise within the firewall, and the need to shift from an “inside-out” to “outside-in” focus for how employees work in order to support and drive CEM for their organization. They also analyzed the technologies, skills, and processes that will help employees engage and collaborate, and how to evaluate, select, and assemble the team involved in executing the CEM strategy (internal resources, outside service providers, and vendors).
How Tech Influences the Employee Experience - Angie VerrosSocialHRCamp
The explosion of highly cost-effective technology has infiltrated all aspects of the workplace. Notably, it has impacted the employee experience in every possible way from recruiting to performance
management to employee engagement and everything in between. The absence of having software to help HR Practitioners scale what they do has a huge negative effect on the employee experience. In this session we will explore these
reasons and what to do about it.
3 Steps to Deliver an Exceptional Employee Experiencemarykpierson
Jeffrey Gore, Director of HR Product Management at ServiceNow, outlines how you can transform the employee experience within your organization. During this session, Jeffrey discusses a new approach to streamlining HR interactions that improves employee satisfaction and increases workforce productivity.
Three key points:
1. The document discusses how the definition of "employee experience" (EX) has evolved from engagement to encompass all interactions between an employee and employer across their entire relationship.
2. It outlines five principles for differentiating EX: embracing the whole human, choosing connection over utility, synchronizing experience/brand/culture, aligning internal functions, and putting employees first.
3. Examples are given of companies like Google, Coca-Cola Enterprises, Etsy, and Airbnb that exemplify the principles through human-centric benefits, connecting to employee values, weaving brand into experience, and integrating employee experience roles.
Employee Experience: A quick tour of the new Human ResourcesHuman Capital Media
The webinar presentation will begin at the top of the hour without a dial-in number. Participants should listen using their computer speakers or headphones. The webinar will include slides, speaker bios, resources, a media player, Q&A, and Twitter. Recordings of certified webinars can be reviewed later on-demand. Common questions include how to access slides and whether the webinar is HRCI or SHRM certified for continuing education credits.
Human in Transformation: in the Crossfire of Employee Experience and Competen...Roope Ruotsalainen
1. The document discusses the challenges of the employee experience and competence gap facing businesses in Finland, Singapore, Poland, South Korea, Iran, Taiwan, China, Indonesia, Sweden, Russia, and the Baltic states. As the labor market becomes more polarized and digital skills are in higher demand, businesses must focus on the employee experience through higher purpose and evolving careers.
2. Bridging the competence gap requires new leadership focused on data-driven decisions, understanding where competences are lacking, and developing teams with new skill compositions. Top management must be bold enough to cannibalize existing business models to avoid disruption.
3. Overall growth happens in the crossfire between improving the employee experience and bridging the competence gap through
Based on our findings, in this year’s report you’ll find a diverse array of workplace and employee quality of life factors represented; these include trends related to the built environment, technological advances and the workforce. Each of the trends, by definition, has the ability to improve the quality of life of people and their communities. As one would expect, however, organizational commitment
to its people — both on a professional and personal level — remains a central theme among all of our trends. With more employees viewing their work and life as one, it can only benefit an organization
to become acquainted with the workplace trends that will engage and retain the workforce of 2014.
This document provides an overview of employee retention and the healthcare industry in India. It discusses that employee retention involves encouraging employees to remain with an organization. Retaining key employees is critical for long-term success. The healthcare industry in India includes hospitals, health insurance, medical software/equipment, and pharmacies. It is growing rapidly due to rising incomes and health awareness. Factors attracting corporations to healthcare include recognition as an industry, socioeconomic changes, brand development, and the opening of the insurance sector. The document then discusses characteristics of the service industry like intangibility and perishability as they relate to hospitals.
Driven by increased competition for talent and a shortage of critical skills, U.S. companies surveyed increased their talent acquisition spending by 7% on average during 2014 with Healthcare organizations having the largest increase in spending among industries at 16%. However, Healthcare also reported the highest new hire turnover of all industries.[1] So how can Healthcare organizations better attract and retain skilled employees to care for the people who need them?
In this webinar, Robin Erickson, Ph.D., VP of Research for Talent Acquisition, Engagement and Retention for Bersin by Deloitte, Deloitte Consulting LLP, and Tom Tonkin, Ph.D., Principal Consultant, Thought-Leadership and Advisory Services for Cornerstone on Demand, will discuss:
• Why hiring in Healthcare is different and the difficulties companies typically face; and
• What tools and strategies companies can used to address Healthcare hiring challenges
Participants can learn:
What’s Wrong: Why Healthcare tends to have both an easier and more difficult time in finding and keeping employees.
Diagnosis: Each organization’s hiring challenges will be different depending on its size, systems and processes, and hiring practices.
Prescription for Health: Dr. Erickson and Dr. Tonkin will discuss suggestions and tools to make more effective Healthcare hires by working on relationships between recruiters and hiring managers and developing an integrated and effective talent acquisition strategy.
Employee Benefits & Perks report: Attract & retain the best talenthibob
Employees want different benefits than employers think. A survey of 4,000 UK employees and 500 decision-makers found that while employers believe employees prioritize salary and are willing to spend 27% of salary on benefits, employees actually prioritize flexible working and are only willing to spend 11% of salary. Additionally, 84% of employees plan to stay with their company for 2 or more years, contrary to employer beliefs that employees job hop frequently. The research also found a mismatch between the billions spent annually by UK employers on benefits and employees' understanding and use of those benefits, with only 1 in 3 employees regularly using their benefits. This suggests benefits are often not meeting employees' needs.
The document discusses several trends affecting human resource management, including the need for companies to operate 24/7 to serve global customers, increasing employee dissatisfaction due to job insecurity and benefit cuts, and future labor shortages as baby boomers retire and fewer people enter the workforce. It also mentions trends like the need for backup childcare options, developing leadership in managers, and retaining talent.
White Paper analyzing innovative Human Resources trends throughout different industries and their effects on employee engagement, productivity, and overall morale. As more Millennials enter the workforce, employers are finding it more difficult to increase retention rates and aligning goals to the overall corporate goal. This paper talks directly on those concerns and how industry leaders are improving their own workforces.
The document discusses employee retention, including its definition, importance, and evolution over time. It begins by defining employee retention as an organization's ability to retain employees and the strategies used to do so. It then discusses the importance of retention for reducing costs and maintaining organizational knowledge. The document traces the evolution of retention from a focus on employee satisfaction in the 1970s-80s to a greater focus on engagement and linking it to business outcomes starting in the 1990s. It also discusses drivers of engagement like trust and the future of sustaining engagement.
Susan McRoberts - Employee Value PropagandaSarah Arnold
This document discusses how to make an Employee Value Proposition (EVP) a reality by addressing some key challenges. It outlines recruitment challenges such as skills shortages and an aging workforce. It then discusses how an effective EVP can help by defining a compelling work experience. It notes that most employees become frustrated within their first 6 months and job hopping has increased. The document advocates for engaging employees by creating purpose and positive societal impact. It provides tips for managers to deliver on the EVP such as setting clear expectations, providing feedback, role modeling good behavior, and inspiring employees.
Breaking Down Benefits: 5 Benefits Trends Driving Change In 2020Aggregage
HR is constantly evolving, and 2019 saw no shortage of changes. With new state regulations impacting everything from parental leave to classifying contract employees, all of these moving parts have made it even more critical for employers to provide benefits that meet the needs of the modern employee. Join Meisha Bochicchio, Content Marketing Manager at PlanSource, to learn the top five benefits trends driving change in 2020 and how to react to these changes.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
Would you believe managers can lower employee turnover simply by asking how they can help?
Stay interviews have been shown to reduce turnover by more than 20%, preventing high performing employees from jumping ship. How? By building trust between managers and employees.
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Study data that drives home the importance of supervisor effectiveness
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The four required skills leaders must learn to make their interviews successful
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Work Life Integration - Human Capital Insights - Vol. 6ADP, LLC
In this Issue of Human Capital Management Vol. 6:
Vacation Policies Around the World: How Adaptable Is Your Organization?
Predictive Analytics: Reaping Rewards While Avoiding Risk
What Small and Large Organizations Alike Can Learn From the First Year of Annual ACA
Employee Value Proposition (EVP) employee engagement in organizational perfor...Seta Wicaksana
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Please Subscribe to my YouTube Channel (Based on Human Resources): http://www.youtube.com/NipunSourishiya. THANKS.
All these articles are featured on various sites, and I hope it will help you in one or other way. Topics Covered:
1. Employee retention
2. Impact of Personal Lifestyle on Professional Life
3. How to crack Job Interview
Please feel free to share your feedback.
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From HR to Employee Experience: Engaging the Modern Employee - Hosted by Rob Catalano
1. From HR to Employee Experience:
Engaging the Modern Employee
2. Title: From HR to Employee Experience: Engaging the Modern Employee
Date
February 23, 2017
Description
Innovation starts with your people, and their expectations are changing. Are you thinking of your
employees like your consumers and aiming to fulfill their needs? In today’s workplace, the employee
engagement experience has taken on a new meaning.
3. About Our Host
Rob Catalano
Co-Founder, WorkTango
rob@worktango.io
@RobCatalano
5. Our mission is to enable people to be
happier and healthier everyday.
6.
7. A next-generation health experience
We’re turning benefits and insurance on its head by putting your
employees first, giving them an unparalleled experience, and you more
control than ever before.
Digital First
Flexibility &
Choice
Financial Control Health Marketplace
8. From HR to Employee Experience:
Engaging the Modern Employee
@RobCatalano
Co-founder, WorkTango
9. 1. Why employee engagement matters
2. Four themes to a winning employee
engagement strategy
3. How to develop the right mindset and
approach
4. Examples of companies that have seen
positive results
learning outcomes
18. 10X Case Era of Study
Performance
Relative to Market
Performance
Relative to Industry
Amgen 1980-2002 24X 77.2X
Biomet 1977-2002 18.1X 11.2X
Intel 1968-2002 20.7X 46.3X
Microsoft 1975-2002 56X 118.8X
Progressive 1965-2002 14.6X 11.3X
Stryker 1977-2002 28X 10.9X
Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All - by Jim
Collins and Morten T. Hansen (Oct, 2011)
Southwest
Airlines
1967-2002 63.4X 550.4X
26. 70%
Fewer sick days for employees
participating in wellness
programs
Only 22% of employees are thriving
in their well-being and engaged in
their work
22%
29. “A few years ago, I tore my ACL. I needed physiotherapy 4x
per week for 8 weeks. If I had regular benefits, I may have
been able to cover $400 for my physio and would have
been paying out of pocket in no time. Flexible benefits
spending accounts, like League’s HSA saved me because I
was able to spend my money on something that I needed.”
Adrian
Account Executive, League
30. New Deloitte Research shows that more than
40% of Millennials will select an employer
based on their health and wellness benefits.40%
31. “Why it’s time we paid employees to exercise at work”
- Ryan Holmes, CEO
34. “People join companies
and leave managers”
The manager accounts for at least 70% of
the variance in employee engagement.
50% of employees have left a job to “get
away from their manager at some point
in their career.”
Really, what we want to do is help you and your employees Be Better, whatever that means to you. You may be training for a marathon and you just want to finish without stopping. For someone else, it may just mean not eating that extra piece of cheese out of the fridge in the afternoon.
League understands what today’s employees expect from their work environment and health benefits: Innovation and customization. With League you can offer both.
We’re All DigitalEmployees use the League app for everything to do with their benefits, including paying and submitting claims via their digital wallet. Employers can say goodbye to forms, all administration through our online portalFlexibility and ChoiceYour teams can choose what to spend their benefits dollars on based on what’s important to them. As employers, you get unprecedented control over your plans by offering a combination of insurance, Health Spending Accounts, Lifestyle Spending Accounts and Workplace Health Services that match your needs and budget. Health MarketplaceYour employees get access to our Health Marketplace, where they can choose from a network of 1000s of health providers and services that they can browse book and pay for, all through the app.Financial ControlAs employers, you get financial control - with our benefits, you only pay for what gets used and you have certainty, allowing you to plan effectively and eliminate year-end surprises.
I spent the last 15 years in HR technology, most recently with Achievers in 3 different countries, and have recently moved back to Toronto the past year and started a company called WorkTango – it’s been fantastic to be back in the Canadian HR commnunity
So I want to start by setting the table for today’s conversations and identify the learning outcomes today:
First – we’ll briefly go through Why employee engagement matters… but the reality is that it’s always mattered, but we want to discuss why it is more important than ever in today’s changing workforce, especially with today's modern employee
I’ll then share four themes that you can structure your winning employee engagement strategy around – a way to ensure you’re capturing the important elements
After discussing WHAT the themes are, I will show HOW to develop the right mindset and approach to your employee engagement strategy - it will be a light framework to your approach
AND I’ll add compelling examples and stories of companies that have seen positive results in my experience – because it can at times get difficult to imagine us transforming our companies to a more engaged workplace, but we can gain confidence and learn from the success of others.
So let’s get startd
#the future of work!
It seems that everywhere i turn, espeically in HR, I see, and HEAR a lot about the #future of work... And it’s exciting!!
Think about it! The constructs of how we approach talent management is changing. New technology gives us new opportunites. AI and machine learning is coming. We can finally say the millennials aren’t coming anymore, they’re here! And the future of work is indeed exciting!
But the future of work is also scary....
There’s a massive talent shortage that’s driving war for talent. (to be quite honest, i think employees have won the war for talent!)...
The changing of generations leading to skill gaps.
and so much more....
But what’s most scary to me is our disengaged workforce.
...
If you look around you almost 3 of every 4 people you look at is disengaged... In fact..
According to Gallup, nearly 70% of North American employees are disengaged! (ref: http://www.gallup.com/businessjournal/203957/american-workplace-changing-dizzying-pace.aspx)
In fact, it costs the US half a trillion $ in lost productivity which is also pretty scary
And this isn’t just a North American problem, but a global issue, one that we need to address in our organizations.
Why? Why should we care?
Because having engaged employees have POSITIVE impact!
for example, when you have higher employee engagement, according to research by Korn Ferry and the Hay Group, there is a 14% Decrease in employee turnover. And it isn’t just turnover it impacts, but think about the bottom line when you save on recruiting costs//
But it just isn’t HR impact – employee engagement impacts actual business results
Higher employee engagement increases employee performance by 40%. It increases customer satisfaction by 18%. You see 4.5X more financial success…
When I was living in the UK, I was part of a movement called ‘Engage for Success’ that focused on how employee engagement positively influences business results. I think the world is coming around to understanding the positive impacts, but we’re not doing anything about it.
The problem is this…
- Problems are durable, and solutions change… BUT, companies aren’t changing their employee engagement approaches to reflect our modern workforce and our modern employee!
- Think about everything changing around us in HR. Even though we’ll be hard pressed to always recruit, or retain, or engage employees, those problems will always be there, and we need to start changing our approach.
And Think about WHY Solutions change? Traditionally the environment changes around us. And that environment impacts how we all change as employees, leaders, executives, and so on.
Look at what’s happening around us:
The Multi-generational workforce
A focus on diversity and inclusion
The impact digital technology has had on our workplace
The social contract and how people work from home or we have a blended workforce..
Organizational design
How people learn and absorb information
The access to people analytics
Our problems will always be there, and our SOULTIONS need to change! And what I want to offer are FOUR themes that can help you and your company create a winning employee engagement strategy.
Ref: http://www.forbes.com/sites/jeannemeister/2017/01/05/the-employee-experience-is-the-future-of-work-10-hr-trends-for-2017/2/#5e8cb96d1094
And not just ANY strategy, one that reflects our modern workforce.
So I’ll share these 4 themes that I’ve created in my experience working with so many HR and company leaders with you today and suggest ways that you can consider approaching them in your business.
But before I do that! I want to bring up the fact that you can implement all these themes, spend time and money on it, and use every tactic in the book… but if you don’t have the RIGHT PHILOSOPHY when it comes to building an environment of engaged employee, you’ll never get there.
And the best way that I’ve heard this philosophy communicated is by using the ‘Service Profit Chain’…
The service profit chain, is a realization that things start with employees first.
The concept shows that if employees conduct the right behaviours, you will get customers that love their experience and if that happens, that translates into increased shareholder value, or profitability, or donations… (or however you determine success of your company).
But what this philosophy REALLY reinforces, is the belief that customer satisfaction and shareholder value are outputs. The only thing you can really control and impact as a company are the inputs that come from employees!
Think about it, it’s the products your employees build, or the services they offer customers that keep them coming back. And when that happens, you see success in the company.
AND What I love about this model is that now, more than ever, is that I believe HR has a tremendous opportunity to make a material impact to the business and all of its stakeholders.
A company that I have admired for a long time that have LIVED this concept for decades is Southwest Airlines.
Southwest airlines took that concept and INTERNALIZED it! They said that shareholder value wasn’t #1, and the customers, and then employees were #3… they flipped the model on it’s head and called it the ‘Heart Principle’ that made employees be the number one priority, and a philosophy and belief that if they took care of their employees, customer satisfaction and profitability would come.
And it did!
And it did in arguably one of the WORST industries! The airline industry is notorious for being a challenging one.
One of my favourite business quotes is from Richard Branson, and he said if you want to be a millionaire, be a billionaire first, then buy an airline! Because airlines notoriously known for losing money!…
But Southwest saw success w/ the people principle. They even went the next step with their heart principle and put them on their planes. Their approach is that without a heart, it’s just a machine.
And if you don’t believe they were ‘successful’….
This is a chart taken from the book ‘Great by Choice’ – and what it shows is that when you look at all of the great companies of the 50 years that did great starting in the 60s and 70s, they were dominant.
As you can see, they were growing much larger relative to their market, or to their industry.
BUT, NOTHING compares to Southwest. They are dominant! Amazing even! They were 63x better than the market! And a whopping 550X better than the rest of the airline industry… it is a true testament to their approach.
So now that I’ve discussed how important philosophy is to engage the modern employee, I want to switch gears to the 4 major themes to a winning employee engagement strategy.
So the first trend…. is to “BE MORE AGILE”
It’s about changing the speed and frequency that you think about, and act upon employee engagement.
It’s happening all around us:
- Recruiting isn’t job posting anymore it’s real-time social connections
Performance management is getting away from annual ratings for more frequent feedback
Rewards & Recognition used to be about a Years of Service award after 5 years of being at a company – no there’s daily social recognition programs.
And then there’s Employee engagement. It can’t be an annual practice, yet companies still conduct the annual or quarterly engagement survey. It’s too infrequent!
Why is this important?
Because employees work in days and hours, not years! Our engagement practices have to reflect how our modern employees work, which is quicker than ever before.
Their voice needs to be heard more frequently.
Feedback needs to be instant.
We can’t do an ENGAGEMENT survey once a year because it’s too late to get insight and dig deeper to deal with issues. I work with companies that get a pulse of engagement on a weekly basis and feedback in real-time… and companies need to start embracing new agile approaches.
Oh, and what drives me crazy, is that we definitely can’t afford to WAIT for engagement data to come in, because the data becomes stale, and your leaders and managers using it have different teams by that point… and it’s just broken!
The point is, if we’re more agile, we can have more insight into engagement and feedback of our employees, and we can respond quicker.
I love this example to see what being more agile can do.
This book is called Mastering the Rockefeller Habits, and it shows how the simple practice of setting goals. In fact, setting the Top 5 goals employees will focus on EVERY week, has a huge impact on building a level of communication, accountability and alignment in companies.
Employee engagement is no different, and our modern employee expects frequent communication, transparency and feedback.
The second trend is to know the drivers of engagement. The ones that matter to you – to your company.
Too often companies spend time and money on employee engagement initiatives that they see OUTSIDE of their company.
For example…
This slide is an eye sore – but it’ s meant to be an eye sore.
It shows major studies from major organizations out there like Harvard and Aon Hewitt, and Towers Watson and shows what has the largest impact on employee engagement, or what the biggest drivers of employee engagement are.
And I have nothing against all of the models of what the largest engagement drivers are, or what has the biggest impact, but the one thing that stands out is that they pretty much say the SAME THINGS. They all have SIMILAR drivers of engagement.
So it begs the question: where do you focus your time and effort? Which drivers should you create your initiatives around?
That’s why looking outside your business is important, but what is paramount is looking INSIDE your business. And the way you do that is through…
Giving employees a voice!
When you give employees a voice, you get immediate insight into what is happening in your business. It’s so key in engaging employees because you:
ONE – show them that you are LISTENING to them
TWO – you get important feedback to identify what the key engagement issues or drivers are for YOUR business
THREE – allow companies to act in a manner that will offer an IMPACT to what matters to your company and your employees.
This theme really aligns with being more agile and frequent in how companies measure and align employees
I’m super passionate about this theme, It’s why I started WorkTango! To help companies not assume how to impact employee engagement and performance, but rather see the voice of employees in intuitive ways.
The 3rd theme I’m seeing growing rapidly when it comes to engaging the modern employee is the focus on employee well-being.
Quite simply, companies that treat their employees well, both inside and outside of the office, see higher levels of engagement and get more value from employees. When employees are treated this way, they reciprocate and are invested in making their companies great.
Actually, when I found out about League, I really liked what they were about. They empower people to be healthy everyday, which helps improve employee engagement and retention in companies, something I’m personally very passionate about.
And what I’ve found over the years is that there’s A LOT more research on employee wellness these days. For exmaple:
A few more things:
70% fewer sick days for employees participating in wellness programs than those opting out - http://www.alleghenyhealth.com/uploads/1/1/2/3/11231104/facts_about_corporate_wellness.pdf
Think about the impact on productivity, and people just not showing up to work!
And aside from just the benefits of improving employee engagement, there also are benefits of dropping medical costs, and increasing productivity.
And if employee engagement doesn’t capture your attention, think about business impact due to a lack of a focus on wellness: US employer losses at $30 billion per year in lost productivity due to sick days and absenteeism.
So, as you build out your engagement plans under the theme of wellness, you should consider what makes Human Beings tick!
These four pillars of wellness are really important to your employees and your initiatives, your flexible benefits offerings, and your overall wellness strategy should touch upon these items.
For example:
Mental Wellness – really supports mental well-being in and outside of the office and research continues to point to adding benefits to us as human beings and employees
Physical - we all see a huge influx of company facilities, or bringing in instructors for workouts or yoga. I know I love the personal trainer that is in our offices each Thursday
Social – humans need connection and a sense of belonging, and supporting company and personal social initiatives is important
Financial – 70% Of working adults feel a moderate or high level of financial stress in their lives. If they’re worried about financial (or even any other issues in their life), they’re not thinking about work and offering creativity to your company.
A quick testimonial from a League team member on how a focus on his wellness from his employer helped him in the end.
Another point on wellness, is that it’s not just an ENGAGEMENT tool – it’s a RECRUITING tool! New Deloitte Research shows that more than 40% of Millennials will select an employer based on their health and wellness benefits. It has value at all stages of the employee lifecycle.
I don’t know about you, but the more I negotiate contracts recently, the ‘benefits’ package seems important and a bit of a selling point with candidates. I haven’t been a new employee in a while where I’ve had to compare them, but we always have to look at being competitive .
Ref: http://joshbersin.com/2016/10/hr-technology-in-2017-disruption-ahead/
And If you want some inspiration – read Ryan Holmes (the CEO at Hootsuite - a good Canadian company) that had a LinkedIn post called…. “Why it’s time we paid employees to exercise at work”
It talks about:
Hootsuite making it clear that anyone could block off an hour for exercise during the day, provided it didn’t conflict with meetings
found that workers who spent 30-60 minutes at lunch exercising reported an average performance boost of 15 percent. 60% of employees said their time management skills, mental performance and ability to meet deadlines improved on the days they exercised.
Healthy, active employees take fewer sick days and bring more energy to the workplace
Last slide: Also – 78% believe wellbeing is a key component of their business strategy
87% currently do or plan to invest in employee wellbeing as a part of their employee engagement strategy
And why? Companies are responding to this modern employee. They understand that wellness is important to people. A fulfilling life isn’t just about 24/7 work on the clock… it’s the way of the world now, and now the way of the workforce.
Why it’s time we paid employees to exercise at work
Published on January 26, 2017
Ryan Holmes
CEO at Hootsuite
The clanking of weights. The thump of bass from a Bluetooth speaker. The squeak of sneakers on rubber mats. People sucking wind and straining for a few more pull-ups or squats or lunges.
These are the sounds of my office — or at least one small corner of it — each and every day. We’re a technology company with around 1,000 employees, not a gym. But from the start, I’ve built fitness into how we do business. For health, for morale and, yes, for the bottom line, it’s the best decision we could have made. And it didn’t require much of an investment or sacrifice — just a commitment to enable exercise in the office.
For other companies out there, here’s my look under the hood at why and how we built fitness into our company culture … and why it may make sense for you to do the same.
For starters, there’s the health and wellness factor. Nearly 80 percent of American adults don’t get the recommended amount of exercise each week (2.5 hours of moderate aerobic activity or 1 hour and 15 minutes of vigorous activity). Given how critical fitness is to overall health, I think it’s worth taking a look at exercise in the one place where nearly all of us will spend a good chunk of our lives: the workplace.
At Hootsuite, most of the actual work we do is digital: our platform helps 15 million users and thousands of top companies around the world manage their social media. But old-fashioned physical exercise before, during and after working hours is encouraged. When we moved into our headquarters several years ago, we installed a small gym and yoga studio, as well as showers and changing rooms. Facilities are modest compared to those at some companies, but they’re well used. Yoga classes are packed at lunch and after work. In the gym, volunteers from inside the company, as well as pro trainers, lead sweaty bootcamps, cross-training classes and even boxing and MMA. Groups set out from our office for lunchtime runs and evening hikes. Over the years, we’ve had a hockey team, a road biking team and even a Quidditch team that does battle on broomsticks in the park.
But, when it comes to promoting fitness on the job, dedicated facilities and organized teams like these are hardly necessities. Having the right workplace culture is far more important. From the beginning, we tried to foster a culture of fitness. Back in the day, in our original, cramped startup offices, we couldn’t afford a gym (in fact, we couldn’t even afford phones). But we did hang a fingerboard on the wall for pull-ups. We brought in yoga balls for chairs. We encouraged employees to bike to work, even though that meant cramming our office entryway full of bikes because it was too sketchy to park outside. And we made it clear that anyone could block off an hour for exercise during the day, provided it didn’t conflict with meetings and they made up the time (by having lunch at their desks, for instance).\
I’m picturing some managers out there rolling their eyes. The manager’s job, after all, is to get results from employees, not keep them fit. But even on a ruthlessly practical level, allowing and encouraging employees to exercise at work makes good sense. I see employees return from workouts refreshed and better focused on their jobs. Time lost on exercise is made back and more in terms of improved productivity. And research backs this up. A study presented to the American College of Sports Medicine, for instance, found that workers who spent 30-60 minutes at lunch exercising reported an average performance boost of 15 percent. Sixty percent of employees said their time management skills, mental performance and ability to meet deadlines improved on the days they exercised. Workers in the study were less likely to suffer from post-lunch energy dips after exercising and also reported improvements in mood.
Then there are the longer-term benefits to keep in mind. Healthy, active employees take fewer sick days and bring more energy to the workplace. A 2011 study published in the Journal of Occupational & Environmental Medicine showed that incorporating just 2.5 hours of exercise per week into the workday led to a noticeable reduction in absences. Perhaps most importantly, fit and healthy workers are less prone to exactly the kinds of preventable, debilitating illnesses that take such a heavy toll on families and on society.
On a personal level, I don’t think I could have steered my company to where it is now without regular exercise. Over the past decade, we’ve grown from seven employees to a global operation with offices around the world. In the very beginning, I was responsible for everything from marketing and HR to sales, product development and finance, often working 16-hour days for weeks at a stretch. Later came the stresses involved with scaling a tiny company into a worldwide operation, adding dozens of new employees a week and outgrowing offices every few months. For an entrepreneur, of course, these are all good problems to have. But I wouldn’t have been able to maintain composure and focus in the midst of this chaos without taking at least a little time each day for exercise and, in particular, for yoga.
Growing up, I had always been active - playing lots of ultimate frisbee, mountain climbing and cycling. But right at the time that Hootsuite was ramping up, back injuries caught up with me. I turned to yoga as a way to strengthen my core and give my body time to heal. But I quickly discovered that the physical benefits were easily matched by the mental benefits. It gave me time to clear my head, unpack the volumes of new information I was absorbing each day and then come back with a new, clearer perspective on the problems at hand. On top of that, it’s a great workout.
At the end of the day, however, it’s not the type of exercise that matters so much as providing a space in the workplace where fitness can thrive. There’s a saying that couples who sweat together stay together. I think it’s just as true that companies that sweat together stay together. Over the years, the culture of fitness in our office has grown with the enthusiasm of new employees and taken on a life of its own. Our staff has included ultramarathoners who run 50 miles at a stretch, elite cyclists and triathletes, personal trainers, avid rowers and sailors, yogis and hardcore hikers and, of course, lots of people like me who just like a good workout from time to time.
Exercise in the office isn’t a new idea. But it’s such a clear win-win — in terms of health, morale and productivity — that I think it deserves to be put in the spotlight once more. It doesn’t take much to bring fitness into the workplace: a little space, a few pieces of equipment, willingness to embrace some sweat and exertion. But the impact can be surprising.
1. Tell achievers Top 1 Goals story - $250, etc..
So no matter what you CHOOSE to do w/ your engagement strategy, or how you choose to ACT on feedback – the final theme is about LEVERAGING YOUR SECRET WEAPONS – your Managers!
HR can’t do it themselves –especially in large companies. They NEED to leverage managers! Why?
Because a recent Gallup study shows that Managers account for 70% of the variance in employee enagement scores – they have the biggest influence! !
And we’re clearly not adressing this correctly when 50% of empoyees leave companies to get away from their managers - that’s scary!
The old addage is true. People join companies, and leave managers – and we’re not doing enough to leverage, and up-skill our managers.
Remember, the modern employee won’t stand for a poor experience at work, or a poor manager. How many people do you know (or yourself) have left a job for less money? The modern employee requires a great experience at work that is heavily influenced by their manager.
So I want to offer some things to remember regarding this theme:
First, don’t forget managers!
Ask yourself, are managers part of the strategic narrative of your company? Are they part of the journey of goal-setting? And regarding today’s topic, are they ACTIVELY involved in your employee engagement strategy? Or do they just get a report from the engagement survey that was done 3 months ago (you know, once it got filtered by HR, and then the exec team... And it’s pretty old data that they can’t use)?
Managers are the ones that have massive impact on every employee each day, and see more than the HR department & executives combined, but too often companies forget about them. You need to build practices that involve them. For example, offer them the real-time insight into engagement of their teams compared to the rest of the company.
Also, don’t forget that they ARE managers! Give them AUTONOMY to impact their teams and make the accountable for engagement of employees. I know a few companies that make the engagement levels of their employees part of the compensation plan. It shows an organizational commitment to how important it is.
Second - Don’t enable bad management – I’m sorry, but managers can be the face of crappy HR practices that are antiquated and need to change. Smart companies are implementing real-time engagement data for managers, mandating 1-on-1 meetings, offering mentorship
And also, don’t leave managers in the dark!
How can managers be accountable for the engagement of their teams if they’re not involved? Or without real-time data? Or mechanisms to get feedback in real-time?
Are they part of the process when you’re measuring, or implementing your engagement strategies? If not, they need to be!
Smart companies are not only getting pulses of engagement in a more frequent manner, but serving that information to managers in real time. They’re giving them the information to offer them some AUTONOMY with their teams.
The fact of the matter is that all of the themes we’ve talked about today, if they are part of the process
The best way I can show ho important managers are is by looking at them like a cog in a machine. They are so KEY in translating the strategic narrative and goals of the company into daily behaviours of employees. They bridge the gap between executives an employees. If you remove managers from the equation, it’s like removing a cog form the machine – and the machine shuts down.
And the other point I’ll make is that all of the themes we discussed earlier can be reinforced by managers. They can ensure agile practices happen. They can use engagement data to impact what matter to THEIR team. They can reinforce the wellness principles in a company to ensure it really lives within your organization. They have a huge impact, and need to be a big part of your engagement strategy if you want it to be successful.
Especially with the modern employee in the fast-changing workforce where organizations are getting flat, and much work in companies happen in smaller teams.
So those are the 4 themes, but before wrapping up today, let’s add a few more ideas about HOW do you get this done?
I wanted to offer 3 quick tips to consider that I’ve seen companies.
First – teat employees like customers! Another way to look at it, and it’s happening, is that we’re having the consumerization of employees. The lines between the two have blurred… and for good reason! I love this model from Gartner…
If you can’t see – look at how you focus on your customers – and how companies are trying to engage with employees the same way
And today, it isn’t equal! In fact, companies spend over 4 TIMES on CRM type software as opposed to HR tech software, but I think the times are changing!
Second tip – they’re not only employees, they’re people too. People and employees aren’t mutually exclusive.
We can’t just manage people’s hands, and what they physically do everyday, but rather employees’ hearts and minds that is required in today’s knowledge economy, this new modern workforce, this new modern employee! – we need to treat them like Human beings, not Human ‘RESOURCES’
And I start most weeks looking at this quote…
It’s an important reminder that plays well with the philosophy we discussed earlier.
And last…
Engagement is not a tactic… it’s a strategy.
Engaging the modern employee isn’t one initiative. It’s not a bake sale.
You need to look at the 4 themes, over the course of a year or two, and think about your long-term engagement strategy. Too often companies get their engagement data, act quickly, and it’s good, but a bit of a sugar rush and isn’t scalable or continuous. So it needs to be viewed as an organizational strategy, not just a flavour of the month or moment in time.
So just a recap..
Engagement has value – we discussed all the reasons, and if you have any issues selling it into your organization, let me know… I can help share some great research or approaches with you.
We discussed Building the right philosophy, and that’s integral in setting yourself and your company up for success.
We also dove into the Four themes to a winning engagement strategy. Being agile, focusing on drivers of engagement that matters to your company, how work is just a part of life now and we need to support overall employee wellness, and that managers are key in leveraging for your engagement strategy.
Then we ended it off with some bonus tips on approach and really reinforcing that Employees are other things. People that have needs and a tolerance for work that is very different than the workers before them.