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Susan McRoberts - Employee Value Propaganda

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Susan McRoberts - Employee Value Propaganda

  1. 1. Employee Value Propaganda? How to make the Employee Value Proposition a reality
  2. 2. www.linkedin.com/in/ susan- mcroberts-59842a4/ The Curated Consultancy Susan McRoberts OwnerThe Curated Consultancy takes 20 years’ of HR experience, latest thinking and best practice to offer advice and solutions ‘curated’ to your business. People plans don’t need to be complicated. They need to be practical, effective and engaging. Ultimately they need to drive a difference in your business.
  3. 3. Employee Value Propaganda? Recruitment challenges What the challenges are and the difference an Employee Value Proposition can make 1 Recruitment reality Why employee engagement matters, what the data tells us…. 2 Translating theory to reality How to create a buzz in your organisation and transform work in to a compelling experience. 3 Practical solutions and ideas Simple, curated, ideas to help managers unlock the potential in your workforce. 4
  4. 4. 1 • 71% of manufacturing firms and 63% of service firms report issues inrecruitment SkillsAvailability 2 3 • Potential loss of talent, need for skilled and low-skilled route. • UK’s future trading relationship with the EU and employers’ decision around relocation, No clear immigration policy Unemployment at an all time low… …candidate attraction needs to be at a high. Top 3 Recruitment challenges •28% decreasein number of apprenticeships taken up in 2017/18 Training / Apprenticesystem
  5. 5. EVP Definit ‘A compelling and promise that defin experience’ Get a modern PowerPoint Presentation that is ion beautifully designed. differentiating es the work The Employee Value Proposition
  6. 6. The Promise v Reality 97% Frustrated 89%* Job change? Job Hopping is a more regular trend 37% Frustrated within 6 months the average employee +£30kcost to replace
  7. 7. Frustration affects Engagement Engaged • Employees who work with passion • They feel a profound connection to their company • Drive innovation and move the organisation forward Not Engaged • ‘Checked out’ • Sleepwalking through their work day Actively Disengaged • Employees that are not just unhappy…. • They act out their unhappiness • Every day they undermine what engaged workersaccomplish 16% 56% 28%
  8. 8. Engagement impacts bottom line 66% Of workers have personally experienced mental ill- health. 1 in 3 people say their work life is very or quite stressful. Agree or strongly agree that employees in their organisation give discretionary effort. 20% 44% More productivity from fully engaged employees. Drive better customer experience. 90% Believe there’s solid evidence linking engagementto performance. Strongest impact believed to be on customer service and productivity. Employeedisengagement costs to the UK economy £340bn / year.
  9. 9. Making the Proposition meaningful SOURCE: Mercer ‘Thriving in an Age ofDisruption’ SOURCE: Mercer ‘Thriving in an Age ofDisruption’ “This is what we will give you to work here” “This is the deal. In exchange we receive your best work”
  10. 10. How to Create Compelling Purpose Redefine Success • Inspire individuals with a sense of purpose. • Move beyond the profit principle Agile & Resilient • Embrace new ways of working. • Continually review people practices • Diverse skill-set, strong bench-strength relevant to future needs Positive Impact on Society • Focus on attracting individuals who are inspired by their vision and proud to give their energy. Leading organisations obsess about their customers. Thriving organisations obsess abouttheir people. Employees want to be treated like the employer’s best customer.
  11. 11. We Have a Singular Focus. We have come together to laugh, learn, and work hard to bring our mission to life-to empower organizations to build the best teams by delivering the world’s most innovative and essential recruiting platform. In other words, we are proud to have a shared and positive purpose in the world-to help companies growand people get jobs. “ JobVite
  12. 12. VaynerMedia is a full-service digital agency built for the now. We partner with clients to drive their business outcomes with best-in-class video production, media planning & distribution, influencer marketing and everything in between. Our people aren't just our greatest asset; they're family. We're writers, artists, comedians, entrepreneurs, foodies, photographers, and data junkies. We live and breathe emerging tech, and we are always growing. Curious? What will you teach us? Check out the jobs below: “ Vayner-Media
  13. 13. • People Strategies set direction. • Day to day events shape employee experience. • Existing employees have to see consistency in the image you sell and the day to day reality. • ‘Manager’ responsible for 70% of variances in employee engagement • 50% of workers’s reason for leaving is ‘manager’ • Ineffective management one of the biggest causes of low productivity • 0.1% improvement in management effectiveness results in 10% increase in productivity • Don’t think of the relationship as transactional • Unlock the full potential of your workforce, one employee at a time Make Strategy Reality Get the Best from People Managers are the differentiator Day to Day is the Reality Managers are key to moving from ‘EVP’ to ‘IVP’ 1 2 3 4
  14. 14. • Invest more in identifying and developing future managers & leaders • Career paths and recognitionfor individual contributors • Review people metrics when assessing for promotion Hire and Promote for Leadership & Management Skills • Experience good management at every level, from the top down • Most of the way we behave is based onwhat we experience • Talk about productivity and ROI impacts Role modelling at Board and Leadership levels Processes & Systems that optimise people managementculture • Identifythe barriers to line managers managing well • Score-card • Move away from bureaucracy to brilliant conversations • Feedbackisn’t saved up and poured out, it’s in the momentand built on trust Performance Culture based on real time feedback • Identifygaps and market programmesthat engage and inspire managers to address them • Developmentcentres for aspiring managers • Value the skill of managing people brilliantly Inspire Managers to want to be their best 1 2 3 4 5 Setting Managers up for Success
  15. 15. Ambitious but realistic expectations Set clear direction and high expectations through objectives and day to day management expectations. Set targets that challenge and provide great support. How HR can help make common sense common practice 2 Know your people, earn their trust To bring out the best in employees, managers have to understand them. What interests them, what bothers them, what they care about, what motivates them. 1 3 Provide regular honest, insightful feedback Don’t avoid the hard stuff or overlook the positives. If people don’t get feedback they can’t do anything about it Build confidence with positive feedback, acknowledge effort and achievements. Communicate regularly Explain changes in the wider organisation, give context and own company messages. Share progress on projects, goals, deadlines. Encourage feedback and make sure people feel they can approach you. 4 Set a good example and be real People should look to their manager for guidance and inspiration. Have good intent and want your people to succeed. 5 • Simple template to record goals and measure progressto make the documentdynamic. • Creative comms and regular nudges to encourage focus,from individuals and managers • Coach managers on giving feedback • 30 day challenges to create habits and focus on action e.g recognition, feedback etc. • Change management training for leaders • ‘Compelling stories’workshops formanagers • Briefing packs to cascade and own key messages • Encourage 2 way dialogue • Make roadshows and walk the floor days part of comms plans forsenior leaders • Coach managers on earning trust • Encourage managers to spend time with their people • Know your managers, earn their trust • Set your expectations of them • Be honest, give feedbackand tell managers when they fall short. • Inspire them to want to be a brilliant and explain the ROI
  16. 16. Thank You The Curated Consultancy

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