Harnessing the power of AI foran agile approach to Employee Experience

Emil Minev

Senior L&D Consultant and Programme Manager

Paysafe Group

The changed world of work

Forces disrupting organizations today

Changes in Demographics

War for Skills and Talent

Radical Changes inExpectations for

Work and Employers

Emphasis on Engagement,Productivity and

Employee Experience

Employee Experience: moments that matter

Job Candidate

New HireOnboarding

Goal Setting &Performance

Parental Leave

Development Planning

Learning Accreditation

New Role orPromotion

Off Boarding Alumni

But too many options… Where do we start?

InspirationalLeadership

Management

Training Great

Technology

Health Clubs

Email Policies

Mental Health

Employee Feedback

Health Insurance Wellness

Programs

Game Rooms

Fitness

Safety Programs

CommuteVouchers

Free Food

Parties

Talent Development

Career Paths

Recognition Platform

Parental Leave

Volunteer Time Off

Employee Assistance

Resource Groups

Compensation and Bonuses

Fast Growth

Team Buildings

CSR

Flex Desks

Home Office

Values

Paysafe’s world

All the ways people payEverything you need to accept payments online,

in-store and anywhere else you do business.

Paysafe Group today

15+Global

locations

3000+Employees

35+Nationalities

$85BNTransaction

volume

$1.3BNNet Revenues*

200+Payment types

200k+Merchants

Feb 2016Paysafe acquires

Meritcard Solutions

Sep 2016Paysafe acquires

Income Access

Aug 2017Paysafe acquires

Merchant’s Choice Payment Solutions

(MCPS)

Jun 2018Paysafe acquires

iPayment

Dec 2015Paysafe listed on

London Stock Exchange

Mar 2016Paysafe included in

FTSE 250 index

Dec 2017Paysafe acquired by

investment funds Blackstone-CVC

Our recent journey

Complex employee journeysand ongoing organizational change is the norm

Hire Onboard GoalSetting

PerformanceFeedback

New Team

Goal Setting

NewManager

Performance Feedback

Promotion Training Performance Feedback

Exit

New Product Launch

Market Expansion

Acquisition LeadershipChanges

Reorganization New BenefitsPackage

TransformationProjects

New MarketingStrategy

Re-Orgs

Em

plo

ye

e

Jo

urn

ey

C

om

pa

ny

J

ou

rne

y

Employee Experience: Agile, Holistic, Employee Centric…

My work goals

My team

My recognition

My performance appraisal

My managerMy work and

workload

My pay and rewards

My career My

environment

Agile, Real-time, Ongoing

Managers are empowered and actionable

Growth Mindset

Forward Looking

Simple, integrated habits

Oriented around dialog and actions

The Paradigm Shift

“Engagement” as a Program Agile Employee Experience

Rigid Process, Annual Cycle

Managers get directives from the center

Fixed Mindset

Backward Looking

Heavy action planning

Oriented around metrics

Led by Business ManagersLed by HR

How do we move to a more agile employee experience strategy?

Processes

People Technology

Processes

New, more agile approach

‘Old Way’ ‘New Way’

Survey once per year 3 Pulses per year+ Lifecycle surveys+ Ad-Hoc

30-40 Questions 10-20 Questions per survey

Top-down cascading of results Release results immediately to everyone

Presentations and Excel spreadsheets Interactive dashboards with predictive insights

Difficult to track action plans Regular conversations and continuous improvement

Shorter, more concise survey content

Traditional approach Agile approach

Drivers*Reasons for

Joining

Resources

Career Progression

Rewards & Recognition

Role & Responsibilities

Diversity & Inclusion

Recommend

Holistic view over Employee Experience

Onboarding EngagementManager

EffectivenessExit

*Example drivers

Simple, check-in conversationsinstead of heavy action planning

A

C

T

Acknowledge where we are.

Collaborate on where we want to go.

Take one step forward.

People

Who are the champions?

Line Managers

• Lead the change

• Identify key challenges

• Regular dialogue

Employees

• The frontline voices

• Involved in the change

HR

• Facilitates the process

• Provides the right tools

• Build manager capabilities

Leadership

• Reinforce the value

• Communicate changes

• Hold teams accountable

EVERYONE

Managers as Coaches andPeople Success Leaders

Managers get team-specific engagement insights in real time, so they can immediately begin to have more focused, meaningful conversations with their teams —conversations that lead to action.

HR as Facilitator of behavior change

Rather than serving as compliance officers, HR builds manager capability and ownership for integrating engagement into the fabric of the organization.

Technology

Technology design principles

123

Make it easy to give feedback.

Make it easy to understand results.

Drive relevant conversations and action.

Empowering managers with

✓ Interactive dashboards

✓Driver impact reports

✓Predictive insights

✓Recommended action areas

✓Guided action planning

The Power of AI

I am overall happy working here. Our executives have a strong vision for the future and are amazing. Working with my current team is sometimes great, sometimes challenging. However,I wish my supervisor would stop constantly micromanaging everyone. As is, he doesn’t inspire confidence.”

Enjoyment Vision

Micro-management

Confidence in Leadership

Teamwork

Prescriptive

GLINT Narrative Intelligence™

Discover trending topics

Performance Evaluation Meetings Recognition

Performance Evaluation Meetings Communication

Performance Evaluation Meetings Communication

Performance Evaluation Meetings Communication

Mid-Year End of Year Beginning of Year Mid-Year

Cross-survey analytics in action

Engagement

Retention

Manager

Role Fit

Culture

+20%Employees with positive onboarding experience after the first 90 days are more favorable towards engagement and high impact drivers.

+24%

+26%

+29%

+32%

Early catch of risks for the organization

Significant change in scores of High Impact Engagement Drivers of employees, who left the organization in the last 90 days

Manager GrowthCareer Goals15ppt

Manager

27ppt

Growth

23ppt

Career Goals

IMPACT TO ENGAGEMENTV

S C

OM

PA

NY

Lessons Learned

Employees who changed opinion and become favorable towards feedback from their manager, indicate increased engagementwith 11 points and feel more recognized and empowered.

11ppt

Engagement Score

21ppt

Recognition

19ppt

Empowerment

Action of any kind matters

42%Higher favorability

on Career Goals

Employees who had meaningful career discussions with their managers are 42% more favorable about meeting their career goals at Paysafe.

70%for Software

Engineering roles

Role of the manager

We are at the beginning of a journey

Predictive business insights

Getting managers to

It is a habit

AC

T

Make it happen!