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The Employee Journey: the Foundation of Employee Experience Design

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The Employee Journey: the Foundation of Employee Experience Design

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At a time when financial capital is cheap and readily available, but human capital isn’t, there’s an urgency to increase Employee Lifetime Value (or eLTV). But to do that, we have to understand the employee journey. We have to know what brings them in and causes them to stay. We have to know what engages them and causes them to perform.

Armed with that understanding, we can begin to architect an employee journey that reduces time to value, increases time in value, and increases time in role (the core elements of eLTV).

In this session you’ll learn the fundamental elements of the employee journey and the building blocks of employee success. You’ll learn how to diagnose disengagement, how to detect emotional distancing, and how to architect intervention opportunities with analytics and “stay Interviews”. You’ll learn the importance of onboarding, and re-boarding. You’ll also learn how this employee journey becomes a core component of culture, and the gravitational pull your organization has on your employees.

At a time when financial capital is cheap and readily available, but human capital isn’t, there’s an urgency to increase Employee Lifetime Value (or eLTV). But to do that, we have to understand the employee journey. We have to know what brings them in and causes them to stay. We have to know what engages them and causes them to perform.

Armed with that understanding, we can begin to architect an employee journey that reduces time to value, increases time in value, and increases time in role (the core elements of eLTV).

In this session you’ll learn the fundamental elements of the employee journey and the building blocks of employee success. You’ll learn how to diagnose disengagement, how to detect emotional distancing, and how to architect intervention opportunities with analytics and “stay Interviews”. You’ll learn the importance of onboarding, and re-boarding. You’ll also learn how this employee journey becomes a core component of culture, and the gravitational pull your organization has on your employees.

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The Employee Journey: the Foundation of Employee Experience Design

  1. 1. bamboohr.com bizlibrary.com
  2. 2. bamboohr.com bizlibrary.com Twitter: @RustyLindquist LinkedIn: …/in/rustylindquist Rusty Lindquist VP, Thought Leadership BambooHR
  3. 3. bamboohr.com bizlibrary.com The Commoditization of Innovation
  4. 4. bamboohr.com bizlibrary.com Innovation: The keystone of differentiation
  5. 5. bamboohr.com bizlibrary.com Competitive Abundance GLOBALIZATION has shrunk the world TECHNOLOGY has leveled the playing field LOW ENTRY BARRIER has increased startups
  6. 6. bamboohr.com bizlibrary.com Differentiation decay
  7. 7. bamboohr.com bizlibrary.com Value Entropy TIME PERCEIVED VALUE of INNOVATION Remarkable Expected L H Expected
  8. 8. bamboohr.com bizlibrary.com Focus on Who You Are PEOPLE Relentlessly attracting, inspiring, and empowering great people. CULTURE Creating a great place to work, so great work can take place.
  9. 9. –Bersin by Deloitte
  10. 10. Ram Charan Best-selling Author, Business Advisor
  11. 11. bamboohr.com bizlibrary.com Top CEO “Critical Issues” HUMAN CAPITAL the last three years in a row
  12. 12. bamboohr.com bizlibrary.com TIME TALENT ENERGY Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team’s Productive Power Harvard Business Review Press
  13. 13. bamboohr.com bizlibrary.com TIME TALENT ENERGY
  14. 14. bamboohr.com bizlibrary.com PERFORMANCE/ENERGY TIME / MATURITY Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity Gartner Hype Cycle
  15. 15. TIME EMPLOYEE ENGAGEMENT Date of Hire Peak of inflated expectations Trough of disillusionment Slope of enlightenment Plateau of productivity Employee Journey
  16. 16. TIME EMPLOYEE ENGAGEMENT Date of Hire Peak of inflated expectations Trough of disillusionment Slope of enlightenment Plateau of productivity Slope of Disengagement Slope of Re-engagement Trough of disengagement Employee Journey
  17. 17. bamboohr.com bizlibrary.com Employee Journey
  18. 18. bamboohr.com bizlibrary.com Moments of Peak Engagement At-Risk Employee Exit Points Employee Journey
  19. 19. bamboohr.com bizlibrary.com TreatmentOnboarding Engagement Diagnostics Treatment Engagement Diagnostics Employee Journey
  20. 20. bamboohr.com bizlibrary.com Life’s Journey
  21. 21. Life’s Journey The day you were born The day you find out why Ultimate Individual “Why”
  22. 22. bamboohr.com bizlibrary.com Life’s Journey Ultimate Individual “Why” The day you were born The day you find out why Your organization e Your employee The Orbit of Employee Engagement
  23. 23. bamboohr.com bizlibrary.com Orbit of Employee Engagement Moment of Peak Engagement (Flow) Departure / Disengagement Triggers Your Company e
  24. 24. bamboohr.com bizlibrary.com Your Company Departure / Disengagement Triggers Maximum Risk of Departure Decision to Re-engage Re-Entry Emotional Refueling Journey of Re-engagement Moment of Peak Engagement (Flow) Journey of Disengagement Optimal Employee Orbit (Circular) Disengagement Diagnostics Intervention Opportunities Maximum Emotional Sensitivity Lowest Gravitational Pulle Organizational Waste 20% Productive Power Orbit of Employee Engagement Emotional Distancing Escape Velocity
  25. 25. bamboohr.com bizlibrary.comJourney of Re-engagement Journey of Disengagement ee Orbit of Employee Engagement
  26. 26. bamboohr.com bizlibrary.com It’s all about engagement
  27. 27. Whatyou need togetworkdone Getting workdone Whatyou get fromwork Factors that fuelwork
  28. 28. bamboohr.com bizlibrary.com
  29. 29. bamboohr.com bizlibrary.com This is about both knowing where you’re going and caring about it. It’s having a clear destination, a higher cause, or a purpose. Objective WHAT YOU NEED TO GET WORK DONE INPUTS:
  30. 30. bamboohr.com bizlibrary.com Doing work that fits. Being tasked with work we love, are good at, and can succeed at. Alignment WHAT YOU NEED TO GET WORK DONE Competency Opportunity Passion The sweet spot INPUTS:
  31. 31. bamboohr.com bizlibrary.com Knowing what to do next, or just knowing how to move forward. Plan WHAT YOU NEED TO GET WORK DONE INPUTS:
  32. 32. bamboohr.com bizlibrary.com Having what you need to move forward, no roadblocks. Space WHAT YOU NEED TO GET WORK DONE Autonomy Ownership Permission Trust Empowerment Influence Tools Time Point me in the right direction, then get out of my way. INPUTS:
  33. 33. bamboohr.com bizlibrary.com Having impact. Getting things done and feeling like you’re making a difference. Contribution GETTING WORK DONE ACTION:
  34. 34. bamboohr.com bizlibrary.com Being able to measure progress, impact, and be accountable. Score GETTING WORK DONE ACTION:
  35. 35. bamboohr.com bizlibrary.com Having a sense of motion, of moving forward, making progress. Momentum GETTING WORK DONE People in motion tend to stay in motion, people at rest tend to stay at rest. ACTION:
  36. 36. bamboohr.com bizlibrary.com Feeling like you have skin in the game, or something to lose. Investment GETTING WORK DONE Loss Aversion ACTION:
  37. 37. bamboohr.com bizlibrary.com Feeling like you’re gaining mastery, or progressing personally or professionally. Growth WHAT YOU GET FROM WORK OUTPUT:
  38. 38. bamboohr.com bizlibrary.com Finding meaning, fulfillment, and a sense of purpose in what you do. Meaning WHAT YOU GET FROM WORK OUTPUT:
  39. 39. bamboohr.com bizlibrary.com Feeling appreciated, valued, and rewarded for your work. Total Rewards. Value WHAT YOU GET FROM WORK OUTPUT: Rewards Recognition Compensation
  40. 40. bamboohr.com bizlibrary.com Knowing who you are, what you’re capable of, and believing in yourself. Identity WHAT YOU GET FROM WORK OUTPUT: Functional Fixedness
  41. 41. bamboohr.com bizlibrary.com Knowing who you are, what you’re capable of, and believing in yourself. Identity WHAT YOU GET FROM WORK OUTPUT: Beliefs Results Behaviors
  42. 42. bamboohr.com bizlibrary.com Knowing who you are, what you’re capable of, and believing in yourself. Identity WHAT YOU GET FROM WORK OUTPUT: The two most important days in your life are the day you are born, and the day you find out why. Mark Twain
  43. 43. bamboohr.com bizlibrary.com Having a guide, a mentor, someone who believes in us, sees our value, challenges us, and shows us the way. Leadership FACTORS THAT FUEL WORK INFLUENCERS:
  44. 44. bamboohr.com bizlibrary.com Having connection and camaraderie and relationships, doing things with people you care about. Relationships FACTORS THAT FUEL WORK INFLUENCERS:
  45. 45. bamboohr.com bizlibrary.com This is about having surroundings that support and enable our effort. Culture, environmental cues, and a supportive ecosystem. Environment FACTORS THAT FUEL WORK INFLUENCERS:
  46. 46. bamboohr.com bizlibrary.com This is about having surroundings that support and enable our effort. Culture, environmental cues, and a supportive ecosystem. Environment FACTORS THAT FUEL WORK INFLUENCERS:
  47. 47. bamboohr.com bizlibrary.com Finding restoration and renewal through balance and moderation. Renewal FACTORS THAT FUEL WORK INFLUENCERS:
  48. 48. bamboohr.com bizlibrary.com TIME TALENT ENERGY
  49. 49. bamboohr.com bizlibrary.com Employee Lifetime Value eLTV Reducing Time-To-Value Increasing Time-In-Value Increasing Time-In-Role++
  50. 50. bamboohr.com bizlibrary.com Alignment (Competency): Do you feel like you are able to accomplish what you are being asked to do? Do you feel like your job is helping you to grow and progress in some important way? Alignment (Passion): Do you feel like you enjoy doing it? Plan: Is it clear what your next step is, and the one after that? Space: Do you have what you need to get your work done? Contribution: Do you feel like you're getting work done, and that the work you do matters? Score: Do you have a sense of whether or not you are winning or losing? Momentum: Does it feel like you're making progress and moving forward? Do you feel a sense of personal investment in your role? Objective (Personal): do you have something that you were ultimately working toward right now? Objective (Organizational): is it clear what value our organization is ultimately trying to provide? Do you feel a sense of purpose in the work you do every day? Do you feel the work you do is valued and recognized? Identity: Do you feel like the company's mission aligns to something you care about? Leadership: Do you have immediate access to someone who understands what you do, helps you when you get stuck, challenges you to be better, and mentors you on your way? Are there people at work that you care about personally? Do you feel like our culture is one that helps you be your best self? Do you feel you have a healthy work/life balance right now? Disengagement Diagnostic 0 101 2 3 4 5 6 7 8 9
  51. 51. bamboohr.com bizlibrary.com Emotional Capital is the most important capital in our organizations.
  52. 52. bamboohr.com bizlibrary.com Thank you! BambooHR Receive a free job posting on our ATS and full HRIS for one week. We will contact everyone within a few days to set this up. Start your free 30-day trial with BizLibrary BizLibrary www.bizlibrary.com
  53. 53. bamboohr.com bizlibrary.com Questions? Rusty Lindquist VP Product Marketing BambooHR Twitter: @RustyLindquist LinkedIn: …/in/rustylindquist

Notas del editor

  • I wanted to talk about a phenomenon we are seeing in the marketplace, which is really interesting generally, but it’s especially interesting to us because of the dramatic impact it has on our prospects and customers… these fledgling organizations trying to compete, trying to stand out in an overcrowded marketplace.
  • See, innovation has always been the keystone of differentiation. 

    You build something unique, and put it in the market, and it sets you apart, and that differentiation sustains you for some time. 

    But we live today, in the middle of the most competitive economic battleground in history. 
  • It’s an era of competitive abundance.

    Globalization has shrunk the world, vastly increasing the number competitors we have to compete with.

    Technology has leveled the playing field, making it easier for competitors to replicate WHAT YOU DO faster than ever before.

    And a low barrier to entry for startups, has further increased the number of competitors capable of doing so.

    And all of a sudden… innovation itself has become a commodity.

    And in this era of competitive abundance and the commoditization of innovation
  • What we find is differentiation decay.

    Where the ability for something we’ve built, to sustainably set us apart in the market is failing. 

    And that rate of decay is accelerating. We’re witnessing the crumbling of one of the most fundamental pillars of business.
    And it’s not just differentiation, it’s also value. 
  • See, the perceived value of any innovation diminishes over time. What’s perceived as remarkable today, over time becomes expected.

    And this is what that line used to look like.
  • Which is why in today’s market, success is less about what you do, and more about who you are…

    Who you are as a company - your culture, mission, values, and beliefs
    Who you hire - the way you attract, empower, and inspire top talent
  • and so we’ve got to focus on our people, relentlessly attracting, inspiring, and empowering great people.

    And Culture, creating a great place to work, so that great work can take place.
    And who owns these two, most mission-critical organizational priorities?

    It’s HR!
  • BHR

    It’s no wonder, then, why Bersin recently stated that “right now, perhaps more than in the last 20 years, human resource jobs are some of the most important roles in business, forcing HR to up their game."

    And that’s because with a leveling of the playing field of technology, our organizations ability to produce differentiable value increasingly comes down to talent, not technology.
  • Because businesses don’t create value, people do.

    So if an organization cares about creating and sustaining market value, then we need to care more about your people. And if you’re going to care more about your people you need to care more about the people responsible for those people… HR
  • And today, the organizations that learn to focus on people and culture, to create value at speed, are the organizations that will win.

    AND HR STANDS AT THE CENTER OF THIS CIRCLE.
  • But organizations everywhere are reluctant to so empower HR, because HR is so often just broken.

    HR continually fails to successfully unshackle itself from it’s operational past in order to deliver on its strategic future.
  • And yet when asked “what is your number once business concern” for the last three years in a row CEO’s have said “HUMAN CAPITAL"

    And I want to say “well guess what… there happens to be a department in every one of your organizations specifically designed to solve these problems…

    It’s just the department you pay the least attention to. It’s the department with the least authority, the least permission, and the least budget.
  • RUSTY
  • BHR
  • Filler – will likely skip, but it’ll be here if we need it.
  • Filler – will likely skip, but it’ll be here if we need it.
  • Crystal TIME: ~ 5 min

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