How to Measure the Impact of a Great Employee Experience - 12/10/2019
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Demonstrating the real value of well-being and engagement in the workforce is critical. Join us as we share a successful measurement framework and learn how to apply it to your organization.
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How to Measure the Impact of a Great Employee Experience - 12/10/2019
- 1. 1 Impact/im-pact/ verb have a strong effect onsomeone or something
- 2. Goals 1. Past, present and future definitions of impact 2. Understand the opportunity 3. Leave with tangible actions you can take to define and measure impact 2
- 3. 3 How do you currently measure the impact of your program?
- 4. 4 Who’s asking to see impact data?
- 5. 5 What’s done with the information? How is it used?
- 10. 10
- 11. Successful PROGRAMS foster participation and help people build habits that improve their WELL-BEING. This impacts how PEOPLE feel and perform at work, which leads to better BUSINESS RESULTS. 11
- 15. Take Action 15 • Create and define YOUR success metrics • Meet and create alignment • Connect what YOU do to what your leaders CARE about • Use technology to measure success
- 16. Q&A 16
- 17. Thank You! Prove value with program insights and analysis
Editor's Notes
- Lindsay – definition STRONG effect
- Laura
- Laura – ask, reflect and share what we hear Laura to start by listing out some metrics – registration, completion, etc. Completion of compliance training Getting flu shots Completing an annual engagement survey Registered for a new program Lindsay to say – from our customers we tend to hear that metrics they're focused on are basic participation or registration Fun anecdote – Definition of Engagement – Laura MAU is how we think about utilization NOT THE SAME as engagement – deep sense of commitment Benefits team using engagement as clicking a button – EX teams thinking about it as a feeling
- Lindsay – ask reflect share Who's in the room when you review this data Just your direct manager? Leadership at the table? Laura – who isn't in the room? Why aren't your leaders begging for this information? Could it be because you're using metrics that don't align with their priorities?
- Lindsay – when a bill become a law If your report just ends up in the folder somewhere – could it be that your report doesn't contain important enough information Are you just comparing one year’s completion to the next? Laura – best in class organization connect this information to the people and business strategy. The things they measure move the needle on the people and business needs. 3 more people do weight management program this year than last year – vanity metrics = thinking small, thinking programs Decrease in turnover because they perceive care. Have more energy during the day and are energized by their work = thinking big, thinking impact
- Laura What is working in this space is we're trying to measure thing Desire to quantify something that's hard to quantify Starting to see leadership and more diverse teams understanding the importance of Well-being. Breaking down siloes Lindsay Meetings with people who don't know each other shake hands, find value in the data
- Laura We’re playing small with the importance of well-being We’re focusing on transactions not impact Not willing to stop measuring small things To measure the stuff that matters Not my job Too big Need challenge the status quo Lindsay Or not – if you don't want to challenge the status quo – are you going to attract talent. Organizations may stop investing in these programs if we keep playing small. Have higher level conversation and then customers ask for the same report as last year
- Laura It makes sense why we are where we are Foot in two boats, need to take the leap We’re also so traditionally siloed. We each have our specific transactions we’re supposed to facilitate and competing with other siloes for employee bandwidth. Best case: To have your own data for your program and your own data for the results you are seeking to impact That you conduct the statistical analyses and use those results But not all of us have that data, so what can you do instead? Look at your program data side by side with other data (e.g., well-being and safety—put it in a heat map) Look at existing academic research Look at industry norms Partner with your employee engagement team—put an item on the employee survey, use existing items that get to what your program is influencing
- Think about this idea of your feet in two boats and needing to jump to the other, to just commit In well-being, it’s moving away from thinking that we should just measure the number of people who participate in particular benefits and moving into measuring the ultimate impact of our well-being programs—do they actually improve well-being? Does employee engagement improve? Are we attracting and retaining talent? In Diversity and Inclusion, it’s moving away from just focusing on hiring diverse candidates, but also making sure they feel included after we hire them…do they feel engaged? Are we able to retain them? In Learning, it isn’t how many people take the online class or show up to an onsite class. Did they actually learn? Are they applying it in their day to day work? Do they feel like they are growing?Is it making them more engaged? Is it improving the culture? Do they feel more engaged? Are we able to retain them? In Engagement, it’s not how many people take the survey. It’s not how many people got their reports in x number of weeks. But is engagement actually improving? Are our managers and leader getting better? Are we getting better business results? Is it improving our culture? No matter which area of HR you are in, this idea applies—let’s move past basic butts in seats metrics to showing the impact on important people and business results
- Laura How can you think about this… Lindsay – helpful activity – do this in reserve – start with what the business cares about You’ll likely all have the same business goals, but the cross departmental efforts will become evident with people goals.
- Laura
- Lindsay - the reason is the numbers are so much bigger! - helping 14 more people quit smoking is great, and saved money likely, and we're not saying to stop any of that, we're just encouraging you to also think about these other metrics, that tend to have far higher dollar values attached to them.
- Lindsay
- Lindsay to walk through the exercise, note web address and note that it is in the follow-up email Laura – Jump in on cost of disengagement – absenteeism, lack of productivity etc. https://www.limeade.com/impact/
- Laura - Think bigger about your metrics - Don't necessarily need to abandon what you're doing now, but if it's not telling a compelling story, how can you reallocate that energy to measuring something more impactful - Alignment is critical – if you decide on some amazing new metrics, but your leaders continue to ask for the same thing, you're spinning your wheels - It's easier to get alignment when what you do help with what your leaders care about
- Notes here: Introduce new section. Take a moment for any questions.
- Notes here: Thanks for the opportunity to meet with you today. Introduce yourself. Introduce attendees, remote / phone first.