In today’s era of big data and mobile apps, the engagement technology landscape is being rapidly disrupted by startups offering solutions for weekly employee “pulse” surveys and continuous 360-degree feedback. These apps overcome a major flaw in traditional annual engagement surveys: They provide companies with an up-to-date measure of engagement and how it is changing. However, they do not solve the ultimate challenge of understanding what actually engages, motivates and retains an employee. In the next few years, employee engagement will evolve dramatically. In an era of big data and mobile apps, the employee engagement revolution presents both enormous promise and, if not managed right, pain to HR. Join workforce analytics expert Dave Weisbeck as he examines this important topic. In this webinar, analytics expert Dave Weisbeck will explore: The global workforce trends driving the need for a more engaged and productive workforce than ever before. HR’s critical role in connecting organizational innovation to technology innovation to achieve better performance. The intersection of leadership, culture, and engagement. The past, present, and future of measuring and understanding workforce engagement. Practical examples of how to uncover insights that move the needle for the business.

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The Future of Employee Engagement: HR’s Critical
Role in Driving Business Outcomes Through an In-
Depth Understanding of Employee Sentiment

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Dave
Weisbeck
Chief
Strategy
Officer
Visier
The Future of Employee Engagement: HR’s Critical
Role in Driving Business Outcomes Through an In-
Depth Understanding of Employee Sentiment

8. The Future of Employee Engagement:
HR’s Cri:cal Role in Driving Business
Outcomes through an In Depth
Understanding of Employee Sen:ment
Dave
Weisbeck,
CSO,
Visier
DECEMBER
2015

9. Maximize
your
business
outcomes,
through
your
people
Analyze:
Go
from
data
to
insights
Align:
Go
from
insights
to
plans
Act:
Go
from
plans
to
outcomes

10. Where are our
recruiting
bottlenecks?
How can we
retain critical
employees?
What if?
How well did we
plan?
How do our total
workforce costs
breakdown in our
plan?
Should I give
my team
member a
raise?
What are our
total workforce
costs and how
are they
changing?
How can we connect
Total Rewards to our
bottom line?
How will
turnover
impact our
future
workforce?
Which
workforce
scenario will
best meet our
business goals
and budget?
Where should we
allocate people to
support the
business?
Which Critical
Talent is at risk of
resigning?
Who should I
promote?
Workforce Analy:cs
Workforce Planning
Visier
Workforce
Intelligence
Visier
is
about
making
both
HR
and
the
business
beNer

11. Enabling
HR
and
your
business
with
Visier
could
be
the
most
impacPul
acQon
you
take
in
2016.

12. How did we get here?
A short history of
employee
engagement.

13. A
Timeline
to
Engagement
How
happy
an
employee
is
in
their
environment
Employee
SaQsfacQon
Are
employees
loyal
to
the
company?
Employee
Commitment
70s and 80s 1990s
Will
employees
invest
their
discreQonary
efforts
into
the
company?
Employee
Engagement
2000
What
does
it
take
to
get
the
best
work
from
employees?
HolisQc?
Sustained?
2010
Changing
SenQment
Manufacturing
Economy
Services
Economy
Changing
Workforce
PrioriQes
A
job
and
a
pension
My
career.
War
for
talent
Freelance
Economy?
Skills
for
hire

14. A
Timeline
to
Engagement
How
happy
an
employee
is
in
their
environment
Employee
SaQsfacQon
Are
employees
loyal
to
the
company?
Employee
Commitment
70s and 80s 1990s
Will
employees
invest
their
discreQonary
efforts
into
the
company?
Employee
Engagement
2000
What
does
it
take
to
get
the
best
work
from
employees?
HolisQc?
Sustained?
2010
IMPROVED
BUSINESS
OUTCOMES
Concept
of
‘engagement’
conceptualized
by
Kahn
(1990)
Harter
et
al.
(2002)
make
first
connecQon
of
“enthusiasm
for
work”
to
profitability
Saks
(2005)
first
academic
research
to
show
connecQon
of
engagement
to
consequences

15. What is driving the
need for a more
engaged and
produc:ve workforce
than ever before?

16. Engagement
Affects
Business
Outcomes
Source:
Gallup
Work
Units
Comparing
Top
QuarQle
Engagement
to
BoNom-­‐quarQle
Companies
with
an
average
of
9.3
engaged
employees
for
every
acQvely
disengaged
employee
in
2010-­‐2011
experienced
147%
higher
EPS
compared
with
their
compeQQon
in
2011-­‐2012.”
“

17. We
Haven’t
Moved
the
Needle
Source:
Gallup

18. Aging
workforce

19. Decreasing
labor
supply,
reducing
producQvity

20. It
is
increasingly
tough
to
find
people

21. And
it’s
tough
to
keep
them
30
years
ago
there
were
more
skilled
people
than
there
were
available
jobs
and
employee
turnover
was
around
4%.
Today
workers
are
in
short
supply,
with
an
average
turnover
above
10%.

22. CEOs
increasingly
worried
about
finding
key
skills

23. Q:
To
capitalise
on
the
top
three
global
trends
which
you
believe
will
most
transform
your
business
over
the
next
five
years,
to
what
extent
are
you
making
changes
to
the
following
areas?
Talent
Strategies
is
a
top
area
of
focus
for
CEOs

24. HR’s
CriQcal
Role

25. HR
is
the
expert
on
organizaQonal
dynamics

26. The
intersecQon
of
leadership,
culture,
and
engagement

27. a
a
a
a
a
a
Leadership
CollaboraQon
Engagement

28. UNDERSTANDING WORKFORCE ENGAGEMENT
Why
Engagement
Surveys
Aren’t
Enough

29. The
problem
with
engagement
surveys:
the
“great
engagement
hoax”
Surveys
have
inherent
bias,
and
only
take
a
snapshot
of
engagement:
§ at
the
Qme
of
year
the
survey
is
delivered
(employees
focus
much
more
heavily
on
recent
events)
§ providing
a
self-­‐assessment
of
perceived
level
of
engagement
§ with
the
potenQal
for
gaming
–
how
does
what
do
you
want
to
hear
impact
what
you
hear
§ and
the
results
are
only
being
seen
by
leaders
months
later

30. “Let’s
be
average”
Annual
engagement
surveys
encourage
companies:
§ To
measure
against
the
average
§ To
treat
benchmarks
as
goals
§ To
be
blind
most
of
the
year
Engagement
surveys
are
lagging
–
not
leading
–
indicator
of
organizaQonal
health,
providing
limited
value

31. BIAS IS INHERENT
IMPACT
ISN’T
APPARENT
Four
Challenges
With
Engagement
Surveys
1. Recent
events
2. Self-­‐assessment
&
gaming
3. No
insight
into
how
to
improve
engagement
4. No
connecQons
to
outcomes
How
can
we
improve
the
engagement
survey?

32. 1.
DisrupQng
the
engagement
market
with
mobile
&
cloud
apps
§ Mini
“pulse”
surveys
§ Real-­‐Qme
feedback
§ Up-­‐to-­‐the-­‐moment
results
Increase
frequency,
to
overcome
‘recent
event’
bias
of
annualized
survey

33. An
engagement
survey
report
is
not
analyQcs.
The
quesQon
remains:
What
ulQmately
engages,
moQvates,
and
retains
your
workforce
and
how
can
you
improve
on
it?

34. So
much
data,
so
liNle
insight.
Your
transacQonal
HR
systems
contain
reams
of
data
that,
if
connected
and
analyzed,
can
answer
your
deepest
quesQons.

35. Workforce
AnalyQcs
is
the
art
and
science
of
connecQng
data
to
discover
and
share
insights
about
your
workforce,
leading
to
beNer
decisions.

36. 2.
Measure
Impacts
to
Engagement
Start
with
the
basics:
§ Changes
in
Absenteeism,
or
employee
segments
with
increased
levels
of
absenteeism
§ Changing
rates
of
Turnover
in
different
employee
segments
§ Safety
incidents,
and
changes
in
frequency
Then
progress
to
leading
indicators:
§ DiscreQonary
effort
being
applied
outside
normal
hours,
or
to
solve
business
or
customer
issues
outside
of
regular
tasks
§ Drop
of
in
adhoc
collaboraQve
events
such
as
meeQngs
and
projects
Measure
behaviors
associated
with
low
engagement
to
determine
if
people
say
they
are
engaged,
or
if
they
are
engaged

37. 3.
Measure
Impacts
to
Business
Great
workforce
analyQcs
look
across
all
the
hundreds
of
employee
aNributes
(taken
from
all
your
different
HR
systems)
to
answer
the
WHY
and
HOW
quesQons
like:
§ Why
does
a
specific
team
or
role
have
an
issue
with
engagement?
§ What
is
the
connecQon
between
engagement
and
performance
or
retenQon?
§ Is
engagement
driving
resignaQons
or
absenteeism
in
a
way
that
impacts
business
performance?

38. BIG
DATA
Techniques
for
Engagement

39. 4.
Uncover
Root
Causes
Great
workforce
analyQcs
look
across
all
the
hundreds
of
employee
aNributes
(taken
from
all
your
different
HR
systems)
to
answer
the
WHY
and
HOW
quesQons
like:
§ What
is
the
connecQon
between
engagement
and
performance
or
retenQon?
§ How
can
we
measure
the
results
of
HR
programs
designed
to
drive
engagement
and,
ulQmately,
business
outcomes?
§ Is
engagement
driving
resignaQons
or
absenteeism
in
a
way
that
impacts
business
performance?

40. Establishing
the
RelaQonship
to
Business
Outcomes

41. Resources
available
at
www.visier.com
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your
copy
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42. dave.weisbeck@visier.com
Thank
you

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