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Digital Brands are social brands and they engage with employees using information that employees can act on and allow them to connect and compare.

Digital Brands are social brands and they engage with employees using information that employees can act on and allow them to connect and compare.

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Michele berkhout employee_value_proposition_slideshare

  1. 1. Hearts and Minds: Engaging Employees Communicating Employee Value Proposition Using Leading Indicators to manage employee engagement
  2. 2. TOP PERFORMING COMPANIES BUILD LOYALTY TO AN EMPLOYEE THE SAME WAY A CONSUMER BRAND BUILDS LOYALTY TO A PRODUCT (Towers Watson 2007/2008 Communication ROI Study Report)
  3. 3. Measuring Performance* Analytics-driven organisations outperform their peers in every metric that matters *MIT-Sloan Research – 2009-2011
  4. 4. Employee Engagement and Measurement Effective communication of EVP and measurement of its resonance attracts & retains scarce talent Real-time measurement of employee sentiment, satisfaction& engagement manages risk, enables opportunities with fact- based planning, decisions & management of essential talent pools Revenue performance, market differentiation, employer of choice
  5. 5. Social Business Hyper connectivity and the socialisation of business has created new challenges for attracting and retaining employees People have access to information and resources that can help them find new jobs, evaluate current positions and understand their market value Employees are also “gossiping” about work in the office and online where social media outlets provide a place for individuals to let off steam and provide positive and negative feedback This can impact the opinions of current and future employees
  6. 6. Employee Value Proposition (EVP) The EVP is the deal the organisation makes with its employees in exchange for their skills, knowledge and experience It should reflect the entire employment benefit and experience and be aligned to the brand and the organisational values. Its communication should be consistent, regular and interactive otherwise there is the risk of employee cynicism, disengagement and lower productivity or they may leave the organisation completely
  7. 7. Revenue and EVP Employees are the face of a company. When they are engaged and committed to the organisation, they are more likely to deliver the brand promise, service and innovation This improves market competitiveness, word of mouth opinions & translates into higher credibility & profitability Active measurement using lead indicators also significantly improves an organisation’s performance and competitiveness
  8. 8. Communicating EVP Effective brand alignment requires Human Resources and Marketing to work together to develop a fully integrated and aligned employee and customer experience Communicating and delivering on the EVP helps identify, engage and retain critical workforce segments This requires personalised & customised communications on the company’s vision for its future success, opportunities, expectations, encouraging feedback on the strategies, goals, products, services, procedures and processes. Intrinsic to this is the organisational value and culture In the same way that the organisation communicates with its customers and shareholders, it must similarly respectfully communicate with its employees
  9. 9. Measuring Engagement A considerable amount of data within the organisation only has value for historical purposes A performance management system that contains only end of period, or lagging metrics is missing the crucial element of how you expect to drive future value - the predictive measures vital in generating strategic success. An important question to ask when creating a performance management system is: What are the leading indicators you believe will propel your future success? The exercise of critically examining your business and identifying activities key to driving future value creates benefits in enhanced knowledge and enhanced results.
  10. 10. Implementing Effective EVP: Connect, communicate & measure Plan • Insights • Competitive Scan • Segmentation, personalisation and customisation requirements by employee type Build • EVP Framework • Gap Analysis and Priorities • Socialisation Implement • Metrics and Communications Framework • Individual and Group Management Dashboards • Creative articulation of messaging and channels Improve • Lag metrics to fine tune framework • Lead metrics to fine tune messaging • Lead metrics to empower
  11. 11. The Importance of Measurement to Improve Every metric, whether it is used explicitly to influence behaviour, to evaluate future strategies, or simply to take stock, will affect actions and decisions Employees empowered with metrics they can influence are more engaged, satisfied and committed to an organisation
  12. 12. Good metrics are... Clearly measured, quantified and easily influenced by the individual activities and the organisation Of fundamental importance in gaining competitive advantage or a make or break component in the success or failure Provide leading information on future performance and potential in your market
  13. 13. What to do next? Outline potential issues & discuss current state Workshop to engage stakeholders, determine current state and identify gaps Framework outline development supported by key metric development – lag and lead Small group and key stakeholder testing and feedback Implementation schedule, dashboard presentment and fine tuning
  14. 14. Analysis, Workshops, Implementation Advanced Analytics Quotient • Leading • Lag • Predictive • Line of sight application Advanced analytics - Steps • How does your business work? • How do you want to measure it, understand it and predict what will happen next? Data Flows Workshop • Business strategies & objectives • Project Roadmap • Information Infrastructure • Governance of data management & tools Social Business Quotient • Internal • External • Governance • Measurement • Culture Social Business - Steps • Social Business Quotient • 10 steps to social business maturity • Social Business Development workshop Engaging customers as individuals • Customer Intimacy Quotient • Customer Experience Mapping • Unlocking the potential: Behaviours, content, conversations, business rules Engaging Employees as Individuals • Employee Engagement Quotient • Employee Analytical quotient • Organisational Analytical Culture Quotient Fact driven talent management • Five steps to organisational EVP alignment and Social connectivity • Metrics that matter to “me” – line of sight performance
  15. 15. Let’s start a conversation Michele Berkhout Michele Berkhout©

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