Susan McRoberts - Employee Value Propaganda

1. Employee Value Propaganda?
How to make the Employee Value Proposition a reality

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. • 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. • 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. 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. Thank You
The Curated Consultancy