Crafting the employee experience
•
1 like•662 views
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.
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to Crafting the employee experience
Similar to Crafting the employee experience (20)
Recently uploaded
Recently uploaded (14)
Crafting the employee experience
- 1. what we know… crafting the employee experience Presented by: Peter Baverso
- 2. what we know Experience Value Chain Three Value Propositions Employee Experience Customer Experience Financial Value Proposition return in assets operating margin revenue growth customer impression customer loyalty attitude about the job attitude about the company employee retention employee behavior employee attitude drives customer impression drives revenue growth
- 3. what we know Experience Value Chain Employee Value Chain Employee Experience Financial Value Proposition 5 unit increase employee attitude 0.5 % increase revenue growth drives return in assets operating margin revenue growth FLOW Behavior Company JOB Retention
- 4. Employee Engagement Drives Customer Loyalty ● 5% increase in customer loyalty = ● 25% increase in profits ● 26% return to shareholders ● 29.5 % increase in market value ● 57% higher returns than peers
- 5. Employee Engagement Making the Case HIGH ENGAGEMENT COMPANIES ● High engagement companies improved operating income 19.2% ● 13.2% improvement in net income growth over a one-year period ● 27.8 per cent improvement in EPS growth LOW ENGAGEMENT COMPANIES ● Low engagement companies operating income declined 32.7% ● 3.8% decline in net income over a one-year period ● 11.2% decline in EPS over the same period.
- 6. what we know Experience Value Chain Employee Value Chain Employee Experience Results 24 unit increase employee attitude 20 % decrease in operating costs drives 52 % increase in response time $1 MM margin revenue growth Employee Engagement FLOW Behavior Company 46% decrease in vacancies JOB 90th Percentile Retention 97% decrease in turnover
- 7. “The architecture of participation” —Tim O’Reilly
- 8. Architecture of Engagement Execution FLOW Structure Culture
- 9. Structure
- 10. “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, trust.” —Howard Schultz, Starbucks
- 11. Organizational Structure Organize functions into five communities of practice focused on member experiences and illumination Provide organizational and member support in four key areas – touchpoint critical
- 12. Structure to Engage ● Clearly articulate strategy and vision ● Develop an organization of leaders – at all levels of the organization ● Create a structure that transfers decision making to the most appropriate level of the organization ● Allocate resources purposefully to allow employees to succeed ● Allow fluid boundaries across communities of practice ● Reward at the touchpoint level
- 13. People ● Know your employee ● Who are they? ● What do they want? ● Why are they there? ● What excites them? ● How do we make money? ● Vanilla Syndrome?
- 14. People Listen to Them Qualitative Passive Quantitative
- 15. Culture
- 16. “We are a ‘Life Success Company”’ founder, RE/MAX
- 17. Cultural Artifacts ● Traits and behaviors ● Language and symbols ● Heritage and traditions ● Shared values ● Performance standards ● Quality standards ● Reinforcement strategies
- 18. “In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner
- 19. Culture of Success ● Compensate and reward purposefully ● Educate and enlighten ● Benefits ● Financial Education ● Professional Development ● Involve employee in decision making ● Choose providers that fit overarching strategy
- 20. Execution
- 21. “Nothing is so contagious as enthusiasm.” —Samuel Taylor Coleridge
- 22. Execute to Engage ● Give permission to perform ● Expand the boundaries of performance ● Be authentic and align choices ● Hire good people and get out of the way ● Embrace expansive thinking and risk taking ● Celebrate risk taking and innovation
- 23. “It’s always showtime.” —David D’Alessandro, Career Warfare