Resilience, Equity and Employee Experience

Kathi Enderes, PhD

Vice President,

Josh Bersin Research

April, 2021

@Kathi_Enderes

© 2021 JOSH BERSIN | ALL RIGHTS RESERVED | NOT FOR DISTRIBUTION | LICENSED MATERIAL

Resilience, Equity and Employee Experience: Listening Matters

2021: Business Transformation At Scale and Speed

© 2021 JOSH BERSIN | ALL RIGHTS RESERVED | NOT FOR DISTRIBUTION | LICENSED MATERIAL PAGE 2

2021 Theme: Business Transformation

CoronavirusCrash

GlobalPandemic

Back toWork

TransformedBusiness


The New War for Talent


The Big Reset – In Context Over Time

The Response

React to the crisis. Respond to employee

needs. Realign resources. Set in place

response. Create shared awareness. Communicate a lot.

March, 2020 Summer, 2020 Fall and Winter, 2020 2021 and Beyond

The Reset

Sending people home, working with facilities and operations and

legal, new policies, new playbooks, new

procedures, relax performance processes.

The Return

Making workplace safe, connecting people

online, attestation and testing and reporting, giving people choices

and options.

The Reinvention

New business models, products, services.

New work environment, dynamic work experience.

Can we keep the culture?

5

Pandemic Responses:A Journey Towards Resilience


The Ten Practices That Matter In The Pandemic

1. Focus support on employee health and

safety

2. Aggressively listen to the workforce to

define return to work plans

3. Create integrated support for families

and the entire worker’s life

4. Reinforce and invigorate focus on

purpose and mission

5. Communicate and support agile teams to

deal with ambiguity

6. Quickly adopt technology to develop new

products and services

Health & Wellbeing

Take care of people and their families

Business Agility & Change

Drive agility and change through mission

Adaptive Transformation

Reinvent work, jobs, and talent practices

7. Rapidly, creatively, and strategically

hire new, needed talent

8. Heavily leverage contingent and part-

time workers

9. Facilitate and support teams to

experiment and learn quickly

10. Simplify and speed up performance

management

Source: Business Resilience Study, Josh Bersin Research, September 2021


Staffing up is critical because the pandemic is an economic transformation, not just a public health crises.

Organizations that hire needed talent are...

4.4x MORE LIKELY TO

meet or exceed financial targets

6.5x MORE LIKELY TO

adapt to change effectively

5.3x MORE LIKELY TO

provide meaningful work to the workforce

Quick Hiring has the Strongest Financial Impact



Organizations with highly satisfied customers are...

5.2x MORE LIKELY TO

focus on mission and purpose

5.3x MORE LIKELY TO

attract and recruit needed talent

5.1x MORE LIKELY TO

adapt performance management

Motivated, Aligned Workers = Happy Customers



Organizations with the most engaged employees are more likely to focus on holistic wellbeing.

6.7x Support worker health and safety

6.8x Support families and life

7.6x Help people deal with ambiguity

Holistic Wellbeing Drives Worker Engagement


Companies Are At Different Stages of Response

Telecommunication

Financial Services

Technology

Media

Energy & Utilities

Consumer

Life Sciences

Healthcare

Hospitality

Transportation

Professional Services

Public Sector

Stage 1: Hope for the bestTry to keep operations running, furlough or layoff people, focus on financial survival

Stage 2: Care for the peopleAggressively protect workers, workplace, customers, suppliers, and all supply chain from infection

Stage 3: Drive agility and cultureEducate and support employees and families to move fast, develop cross-functional solutions, and stay resilient and productive

Stage 4: Transform and reinventReinvent hiring, job design, performance management, and pay to transform to new business / operating model

21%

15%

46%

18%


11

Elevating Equity:The Real Story of

Diversity & Inclusion


The Pandemic -Great Equalizer or Widening Inequalities?

Source: COVID-19 and gender equality: Countering the regressive effects, McKinsey July 2020

'The pandemic is a great equalizer:

Everybody from the CEO to the summer

intern is a square on the video conference.’

Chief Learning Officer of Fortune 50 Company

Women are more vulnerable to COVID-19–related economic effects because of existing

gender inequalities


Diversity Behind the Vaccines

"As a teenager I dreamed of living in the US. Like many immigrants drawn here, the US was not just a country, but an animating idea where people from different places, different religions, different races, could come together as one."

Noubar Afeyan, co-founder and chairman of Moderna, immigrant from Lebanon

"I left Greece as an adult, I left when I was already 34-35 years old and this resulted in me spending the years that shape a person's character in Greece."

Albert Bourla, CEO of Pfizer, immigrant from Greece


Defining What Good Looks Like: Lists Are Part Of The Problem

America’s Best Employers For Diversity

Top 50 Companies for Diversity

Diversity & Inclusion Rating

THE JUST 100Companies Leading the New

Era of Responsible Capitalism

The 100 Best Workplaces for Diversity

5 'Best of DEI' lists compared

205 companies

1 company on all 5 lists

3 companies on 4 lists



157 companies on 1 list

An analysis of 5 'Best of DEI’ lists, Josh Bersin Academy Research, November 2020


Listening to Employees is the Top Driver of Excellence in DEI – And Business

3.6x MORE LIKELY TO

innovate effectively

6.6x MORE LIKELY TO

adapt well to change

8.4x MORE LIKELY TO

inspire a sense of belonging

8.5x MORE LIKELY TO

satisfy and retain customers

12x MORE LIKELY TO

engage and retain employees

Organizations that listen to employees and act accordingly are...

A Complete Listening Architecture

Source: DEI Excellence Study, Josh Bersin Research, February 2021


Metrics and Goals are Mandatory for Success

Invest in DEI benchmarks

Outside-in

Set outcome goals for inclusion

Inclusion focused

Communicate metrics internally

Transparent



The Four Maturity Levels of DEI Excellence

Life Sciences

Technology

Consumer

Education

Professional Services

Financial Services

Public Sector

Energy & Resources

Manufacturing

Healthcare

Level 1: Risk Mitigation & ComplianceFocus on diversity only, prevent harassment, try to hire from a diverse pool of candidates, no comprehensive DEI strategy, head of DEI only partners with HR, not with the business

Level 2: Listening & RespondingListen to employees, enable dialogue about difficult topics, leaders believe in benefits of DEI,Head of DEI partners with HR and CEO/COO, DEI strategy reactive and stand alone

Level 3: Strategic Focus & CommitmentEmbed DEI in HR programs, develop HR capabilities, actively committed CEO, DEI part of business strategy, measure what matters, focus on inclusion, communicate results transparently

Level 4: Accountability & Outcome-FocusDEI ecosystem, partnerships, citizenship, accountability at all levels,All processes are built with DEI as an outcome, sustainable

20%

16%

24%

40%




"After doing surveys and talking in our

town hall meetings, we realized our

definitions do not match.

We talk about racism, diversity, equity,

equality, inclusion, belonging…

We have discovered our people of color

are tired, so we've assured them that

they do not have to be the subject

matter experts in our learning, and that

frees them to only talk when they feel

like they want to.“

Chief Diversity Officer, Fortune 50

company

DEI is An Ever-Evolving Field

19

Beyond Engagement: EX Strategies That Matter


Problem: Employee Experience Today

Wellbeing, Engagement, Belonging, Growth

Collaboration

Payroll

Productivity

HR, Benefits

Learning


The Link Between Performance and Engagement

▪ When researchers looked through the job logs of thousands of workers for clues to their engagement, they found one overriding need:

▪ The need to “get things done.”

▪ Performance and engagement are two sides of the same coin.


When People Perform Well, They Become Engaged

Engagement Performance

enables

fuels

The Relationship Goes In Both Directions – Not One Way

75% agree that “high engagement”

drives high performance

69% believe “you cannot improve performance”

without improving engagement

Glint, Harvard Business Review Study, September 2019, 717 corporate respondents


People Are Struggling In The New Environment

‘The data is clear: our people are struggling.

And we need to find new

ways to help them.’

Jared Spataro, Vice President, Microsoft

Microsoft Work Trend Index, April 2021


MeaningfulWork

StrongManagement

PositiveWorkplace

Health & Wellbeing

GrowthOpportunity

Trust in the Organization

Job and values fit Clear goals with stretch opportunity

Tools, processes and systems to get work done productively

Safety and security in all aspects of work

Open, facilitated job and role mobility

Mission and purpose beyond financial goals

Autonomy and agency Regular coaching and feedback

Appreciation, recognition, and rewards

Personal fitness, health, and physical wellbeing support

Career growth in multiple paths

Transparency, empathy, and integrity of leadership

Agile teams, supportive coworkers

A focus on management development

Flexible hours and workspace

Psychological and emotional wellbeing and support

Many forms of learning as needed

Continuous investment in people

Time to focus, innovate, and recover

Transparent, simple performance management

Inclusive, diverse, and sense of belonging and community

Family and financial support

A culture that supports learning

Focus on society, environment, and community

Beyond Engagement: A Holistic View Of EX

25

What You Can Do Now


Listen At Scale for Performance and Engagement

Integrated Reporting & AnalyticsSentiment AnalysisOrg Network Analysis

Candidate Experience

Case ManagementEmployment Brand

Customer Experience

CrowdsourcingOpen Feedback

Pulse Surveys

AnnualSurvey

PerformanceCheck-ins

ExitInterviews

PerformanceAppraisals

Email,Calendar,

Work Behavior

LocationTravel, Badges

HelpTickets


Empower Human-Centered Leadership

Business Centered Human CenteredLead the businessPeople coming along for the ride

Lead the peopleThey drive the business forward

Goals, rewards, incentives, and alignment Inspiration, skills, empowerment, relationships

Drive innovation with execution, innovation in a silo Execution demands innovation every day

Focus on growth and change Learn from problems to evolve organization

Proud, confident, knowledgeable, decisive Humble, empathetic, listener, growth mindset

Focused on the inside, managing the company Focused on outside, listening to customers, market

Pick favorites, rely on trusted confidants to succeed Look for diverse performers, open to new people

Focused on problem solving, accountability Focused on systems thinking, why problems occur

Targets, budgets, plans Vision, goals, and growth perspectives

Driven by financial success, job promotion Driven by purpose, mission, grit, and passion

Massive change programs and initiatives Iterative change, series of small measurable steps

Business FirstPeople Second

People FirstBusiness Second

“People as ameans to an

end”

“People as athe purpose

of the business”


Amplify Culture

‘When we exercise a growth mindset by

being customer-

obsessed, diverse and

inclusive, and act as

One Microsoft, that’s when we can truly

make a difference in

the world.’

Satya Nadella, CEO, Microsoft


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Resilience, Equity and Employee Experience