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USING THE EMPLOYEE LIFECYCLE
AS YOUR ROADMAP TO
EMPLOYEE ENGAGEMENT
Elizabeth Lupfer | @socialworkplace
ATTRACTION RECRUITMENT ONBOARDING DEVELOPMENT RETENTION SEPARATION
“I THINK THE MODEL FOR
STARTING EMPLOYEE
ENGAGEMENT ACTIVITIES
HAS TO BE EMBEDDED IN
EVERYTHING YOU DO.”
RICHARD BRANSON, CHAIRMAN
VIRGIN GROUP
2
3
TALENT
ACQUISITION
EMPLOYEE
REFERRAL
BENEFITS AND
COMPENSATION
OD&L
RECOGNITION
AND
INCENTIVES
PERFORMANCE
MANAGEMENT
ETHICS AND
COMPLIANCE
TERMINATIONS
SAFETY
EMPLOYEE
CHAMPION
EMPLOYEE
RELATIONS
WORKFORCE
PLANNING
4
ADAPTABILITY
RELEVANCY
SUSTAINABILITY
EXECUTION
A
R
S
E
5
FOUR DIRECTIVES OF THE LIFECYCLE
FOUR DIRECTIVES FOR THE LIFECYCLE
A
R
S
E
6
The foundation for every
successful relationship
ATTRACTION
Candidates are savvy. A good candidate will research a company
extensively and ask their personal and professional circles about a
company’s value proposition.
7
ADAPTABILITY Employers must listen to external and internal conversation and
contribute and influence as much as possible.
RELEVANCY What your employees say internally and externally will attract or
detract talent.
SUSTAINABILITY Listening to the chatter generated by candidates and employees.
Influencing those conversations when applicable.
EXECUTION Brand Ambassadors
Reputation Management
RECRUITMENT
Even though recruiting has become a social process, nearly 70% of
new hires come from employee referrals. But those referrals don’t
happen when employees are disengaged.
8
ADAPTABILITY Companies need to adjust to the fact that recruiting is no longer
a singular conversation between the recruiter and a candidate.
RELEVANCY One of the greatest gifts an employee can give to his or her
company is the recommendation of qualified candidates.
SUSTAINABILITY Keep consistent messaging around why you are an employer of
choice and use your employees as champions of that message.
EXECUTION Talent Pools; Peer-to-Peer Referrals
Proactive talent pipeline
ONBOARDING
Of 75 possible drivers of engagement, the most important was the
extent in which employees believe senior management have a
sincere interest in them.
9
ADAPTABILITY Companies, specifically managers, need to make sure new hires
feel welcome otherwise you risk creating a poor first impression,
and slowing down time to productivity.
RELEVANCY Managers don’t always have the time to onboard, so quickly
connecting new employees to work partners is important.
SUSTAINABILITY Ongoing feedback via 90-day interviews, focus groups and
surveys are essential to continued refinement.
EXECUTION Job Aid Wiki Boards; Mentoring; Gamification
ADAPTABILITY We need to get to know the employees and their skills so we can
understand their specialized talents. STEM employees need
active educational engagement so they can leave a legacy.
RELEVANCY Provide learning and teaching opportunities for employees, both
internally and externally.
SUSTAINABILITY Set clear expectations, get agreement about those expectations.
Managers should be assessed and rewarded based on the
success and development of their employees.
EXECUTION Idea Generation; Collaboration Sites; Learning Communities
Teaching Opportunities (Internal and External); Job Shadowing
DEVELOPMENT
STEM employees have an entrepreneurial desire to grow, feel
inspired, and to be presented with innovative opportunities.
10
11
IDEATION AND INNOVATION
RETENTION
Employees don’t always feel valued and appreciated, nor validated
in a way that evokes inspiration. 43% of highly engaged
employees receive feedback at least once a week to only 18% of
employees with low engagement.
12
ADAPTABILITY Employee recognition align employees to business objectives by
reinforcing behaviors tied to business results. Recognize the
individual contributions that build lasting legacies.
RELEVANCY Establish public and private recognition for managers and peers.
Managers need tools to drive recognition and engagement.
SUSTAINABILITY Managers are critical because they touch key drivers such as
accountability, work processes, compensation, recognition and
career opportunities.
EXECUTION Raves & Recognition Walls; Peer-to-Peer Acknowledgement ;
Continuous Recognition
SEPARATION
89% of employers thinks employees leave for more money. But
only 12% of people actually do. In reality, 75% people voluntarily
leaving aren’t leaving their jobs, they’re leaving their bosses.
13
ADAPTABILITY Understand why employees are leaving. Especially during times
of change, it’s important to identify and keep high performers.
RELEVANCY Employees stay in touch with former colleagues. Employees who
leave are your best candidate pool for rehire. But they can also
be your biggest enemy if they leave feeling unappreciated
SUSTAINABILITY Managers need to understand what they are expected to do
more of, less of, and what they need to do differently.
EXECUTION Alumni Networks; Reunions; Feedback
14
http://www.forum.com/blog/how-do-great-leaders-drive-employee-engagement-infographic/
A SOCIAL WORKPLACE
CONSIDERS
EMPLOYEE BEHAVIOR
TO ESTABLISH
A TRULY INSPIRED
AND ENGAGED
SOCIAL EXPERIENCE.
15

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Presentation to Using the Employee Lifecycle as Your Roadmap to Employee Engagement Presentation

  • 1. USING THE EMPLOYEE LIFECYCLE AS YOUR ROADMAP TO EMPLOYEE ENGAGEMENT Elizabeth Lupfer | @socialworkplace ATTRACTION RECRUITMENT ONBOARDING DEVELOPMENT RETENTION SEPARATION
  • 2. “I THINK THE MODEL FOR STARTING EMPLOYEE ENGAGEMENT ACTIVITIES HAS TO BE EMBEDDED IN EVERYTHING YOU DO.” RICHARD BRANSON, CHAIRMAN VIRGIN GROUP 2
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  • 6. FOUR DIRECTIVES FOR THE LIFECYCLE A R S E 6 The foundation for every successful relationship
  • 7. ATTRACTION Candidates are savvy. A good candidate will research a company extensively and ask their personal and professional circles about a company’s value proposition. 7 ADAPTABILITY Employers must listen to external and internal conversation and contribute and influence as much as possible. RELEVANCY What your employees say internally and externally will attract or detract talent. SUSTAINABILITY Listening to the chatter generated by candidates and employees. Influencing those conversations when applicable. EXECUTION Brand Ambassadors Reputation Management
  • 8. RECRUITMENT Even though recruiting has become a social process, nearly 70% of new hires come from employee referrals. But those referrals don’t happen when employees are disengaged. 8 ADAPTABILITY Companies need to adjust to the fact that recruiting is no longer a singular conversation between the recruiter and a candidate. RELEVANCY One of the greatest gifts an employee can give to his or her company is the recommendation of qualified candidates. SUSTAINABILITY Keep consistent messaging around why you are an employer of choice and use your employees as champions of that message. EXECUTION Talent Pools; Peer-to-Peer Referrals Proactive talent pipeline
  • 9. ONBOARDING Of 75 possible drivers of engagement, the most important was the extent in which employees believe senior management have a sincere interest in them. 9 ADAPTABILITY Companies, specifically managers, need to make sure new hires feel welcome otherwise you risk creating a poor first impression, and slowing down time to productivity. RELEVANCY Managers don’t always have the time to onboard, so quickly connecting new employees to work partners is important. SUSTAINABILITY Ongoing feedback via 90-day interviews, focus groups and surveys are essential to continued refinement. EXECUTION Job Aid Wiki Boards; Mentoring; Gamification
  • 10. ADAPTABILITY We need to get to know the employees and their skills so we can understand their specialized talents. STEM employees need active educational engagement so they can leave a legacy. RELEVANCY Provide learning and teaching opportunities for employees, both internally and externally. SUSTAINABILITY Set clear expectations, get agreement about those expectations. Managers should be assessed and rewarded based on the success and development of their employees. EXECUTION Idea Generation; Collaboration Sites; Learning Communities Teaching Opportunities (Internal and External); Job Shadowing DEVELOPMENT STEM employees have an entrepreneurial desire to grow, feel inspired, and to be presented with innovative opportunities. 10
  • 12. RETENTION Employees don’t always feel valued and appreciated, nor validated in a way that evokes inspiration. 43% of highly engaged employees receive feedback at least once a week to only 18% of employees with low engagement. 12 ADAPTABILITY Employee recognition align employees to business objectives by reinforcing behaviors tied to business results. Recognize the individual contributions that build lasting legacies. RELEVANCY Establish public and private recognition for managers and peers. Managers need tools to drive recognition and engagement. SUSTAINABILITY Managers are critical because they touch key drivers such as accountability, work processes, compensation, recognition and career opportunities. EXECUTION Raves & Recognition Walls; Peer-to-Peer Acknowledgement ; Continuous Recognition
  • 13. SEPARATION 89% of employers thinks employees leave for more money. But only 12% of people actually do. In reality, 75% people voluntarily leaving aren’t leaving their jobs, they’re leaving their bosses. 13 ADAPTABILITY Understand why employees are leaving. Especially during times of change, it’s important to identify and keep high performers. RELEVANCY Employees stay in touch with former colleagues. Employees who leave are your best candidate pool for rehire. But they can also be your biggest enemy if they leave feeling unappreciated SUSTAINABILITY Managers need to understand what they are expected to do more of, less of, and what they need to do differently. EXECUTION Alumni Networks; Reunions; Feedback
  • 15. A SOCIAL WORKPLACE CONSIDERS EMPLOYEE BEHAVIOR TO ESTABLISH A TRULY INSPIRED AND ENGAGED SOCIAL EXPERIENCE. 15