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9/11/2017
1
Mega Trends Impacting HR and Business Leaders Now & In the Future
Kei th WWW – SaaS Di rector
THREE MEGATRENDS TO WATCH
E n g a g e m e n t g i v e s w a y t o t h e E m p l o y e e
E x p e r i e n c e
M o v i n g t o w a r d c o a c h i n g
c o n v e r s a t i o n s P e r f o r m an c e
T r an s f o r m at i o n
T h e W o r k f o r c e i s B e c o m i n g m o r e
F l u i d - t h e d a w n o f W o r k f o r c e F l u i d i t y
Optimize the Employee Experience
vs engagement initiatives
#1
9/11/2017
2
Optimizing the Employee Experience
Employee experience is the culmination of every conversation, every transaction, every interaction with person or machine
in the pursuit of one’s work.
Continuous Innovation – Re-imagine Pulse Surveys – Data Analysis
5
• 20-25% annual revenues in Research and Development
• 1/3 of Our Team is Development
• 1 Product = 1 Focus 3,400 Live Customers
• 30 MM Employees in the cloud
• > 97% Customer Retention
The Employee Experience Playbook
T E C H N O L O G Y
Smart Assistant Technology for your
People
C U L T U R E
Culture of Trust Through
Listening and Acting
L E A D E R S H I P
A New Role for
Managers
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3
Experience Matters
Companies that
emphasize the employee experience
grow profits as much as 3X faster than their competitors
*2015 Harvard Business Review (2013 CLC Study)
DESIGN A BETTER
EXPERIENCE!
Just like great customer
experiences, great employee
experiences don’t happen by accident. They have to be actively designed.
Source: Kerry Bodine, Independent Customer Experience Consultant
and former Forrester Research analyst
Designing the Employee Experience
C u l tu r e o f T r a n s p a r en cy ,
L i s ten i n g & Ac t i n g
Sm a r t As s i s ta n t Tech n o l og y
New R o l e fo r L ea d er s
9/11/2017
4
Research studies conclude that ‘on average,’ managers are worse at developing their employees than at anything else they do.
“If I could take all my training dollars for 2016, I’d put it toward manager training.”
- HR Directors
Leadership Development
“Top Focus”
Source: “How Your Brain Responds to Performance Rankings” – David Rock, Josh Davis, and Beth Jones – 10/14/15
ITS HARD TO PERFORM AT
YOUR BEST WHEN YOU DON ’T TRUST YOUR LEADER
9 out of 10 employees say trust
in a direct supervisor and their co-
workers is important to remain satisfied at work.
Open communication with their manager has the most significant direct effect on an employee’s sense of fulfillment.
… more than having clearly defined tasks!
MANAGER
COMMUNICATION IS FUNDAMENTAL
9/11/2017
5
A New Mandate
for Leaders
People don’t want to be ‘managed’ – they
want leaders who coach, listen to,
inspire, challenge, and communicate openly with them
Create Stronger Leaders
H e l p m an ag e r s b e c o m e b e t t e r L e ad e r s
M ak e f r e q u e n t & m e an i n g f u l C h e c k - i n s a p ar t o f w o r k l i f e
E n s u r e l e ar n i n g i s i n h e r e n t t o e v e r y d ay w o r k
M an ag e r i n v o l v e m e n t i s n o t o p t i o n a l
I t’s about Quality, Not Quantity
Source: Corporate Executive Board
Low HighIneffective
Effective
Daily Manager Time Spent on Development
Ma
na
ge
r D
eve
lop
me
nt
Dis
cu
ssio
n E
ffe
ctive
ne
ss
Less than
5 mins.
15-30
minutes
5-15
minutes
1-2
hours
30-60
minutesMore than
2 hours
9/11/2017
6
Employee Experience Playbook
C u l tu r e o f T r a n s p a r en cy ,
L i s ten i n g & Ac t i n g
Sm a r t As s i s ta n t Tech n o l og y
New R o l e fo r L ea d er s
L I S T E N I N G
Voice of the Employee (VoE), Culture,
& Surveys
U N D E R S T A N D I N G
Natural Language Processing of
Open-ended Responses & Text
A C T I N G
Real-time Results, Guided Insights &
Recommended Actions
Listen to the “Voice of the Employee” (VoE) and Follow Through with Action to Establish Trust
75% of employees
say having their work concerns addressed
affects their decision to stay longer.
9/11/2017
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• Demonstrate follow-
through on survey findings
• Keep behaviors that
support your culture front and center for
your leaders
Employee Experience Playbook
C u l tu r e o f T r a n s p a r en cy ,
L i s ten i n g & Ac t i n g
Sm a r t As s i s ta n t Tech n o l og y
New R o l e fo r L ea d er s
1 in 3would quit a job if the
technology the company uses is outdated!
9/11/2017
8
Transition from Self-service to
“Smart Assistant” technology
THREE MEGATRENDS TO WATCH
E n g a g e m e n t g i v e s w a y t o t h e E m p l o y e e
E x p e r i e n c e
M o v i n g t o w a r d c o a c h i n g
c o n v e r s a t i o n s P e r f o r m an c e
T r an s f o r m at i o n
T h e W o r k f o r c e i s B e c o m i n g m o r e
F l u i d - t h e d a w n o f W o r k f o r c e F l u i d i t y
Transforming
Performance Management
Dynamic, ongoing, coaching-focused
#2
9/11/2017
9
What’s Wrong with Performance?
It’s Costly
$3,500 average cost per employee
x 1,000 employees
$3.5 million
It’s Broken
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10
Employees say it has a negative impact on their productivity
Managers agreeisn’t worth the amount of time spent
HR Leaders feel doesn’t provide relevant or accurate information
People Don’t Trust The Results
66% 95% 90%
JUDGMENT IS BIASED
The Idiosyncratic Rater Effect
of your rating of an employee is more a reflection of you
61%
Source: Ultimate Software, The Center for Generational Kinetics and Kelton Global Research, ©2015
Today’s Worker’s Demand Change
9/11/2017
11
A Way Forward for Performance
• From annual reviews to
continuous feedback
and coaching
conversations
• Develop the employee
and the manager
• Use your HR & Pay data
Focus on Leaders
Managers have the most direct and
greatest potential impact
Make Objectives and Key
Results and deliberate
conversations about goals
and progress natural and
inherent to work
Again: It does not have to be time
consuming, nor change compensation
Create A Culture Of Valuable & Frequent Feedback
9/11/2017
12
THREE MEGATRENDS TO WATCH
E n g a g e m e n t g i v e s w a y t o t h e E m p l o y e e
E x p e r i e n c e
M o v i n g t o w a r d c o a c h i n g
c o n v e r s a t i o n s P e r f o r m an c e
T r an s f o r m at i o n
T h e W o r k f o r c e i s B e c o m i n g m o r e
F l u i d - t h e d a w n o f W o r k f o r c e F l u i d i t y
The Workforce is Changing
Things are getting fluid…#3
0
10
20
30
40
50
60
70
2000 2005 2010 2013 2015
Boomers
GenX
Millennials
Traditionalists
In Millions
3.7
44.6
52.7
53.5
iGens
Generational Shifts in the WorkplaceLabor Force by Generation, 2000-2015
MORE i-centered demographically diverse
LESSaccepting of hierarchytrusting of authority
9/11/2017
13
Introducing Workforce FluidityA Paradigm Change for our Workplaces & Workforce
C h an g i n g J o b s & J o b D e s c r i p t i o n s
O r g an i z i n g A r o u n d W o r k
I d e n t i t y t h at D e f i e s C at e g o r i z a t i o n
Jobs Will Look Different
Job Fluidity
Jobs and Job Descriptions are
Too Limiting!• People switch jobs more often
today
• Programs allow people to explore different jobs… but only temporarily
• Job changes provide people the best opportunity to develop and gain new experience
9/11/2017
14
50%Of the class of 2017 will end up in jobs and
careers that don’t exist
Ten High Paying Jobs That Don’t Yet Exist
Korn-Ferry 2013
Bot Lobbyist
Organizations Look Different
Organizational
Fluidity
9/11/2017
15
Today’s Organizational Models Look Different
Only 25% of large companies are still organized by functionality.
83% are reorganizing—or planning to this year.
A
B
C D E
BA
CF D
GE
Source: Different by Design, Josh Bersin, 2016
People Are Different
Identity is not a binary construct
Identity Fluidity
Are You an Ambivert? Inc. Magazine, June 15, 2016Based on research by Adam Grant, Wharton Business School
of people don’t strongly identify as introverts or extroverts
2/3
9/11/2017
16
“Employees risk losing their identity when
they are part of a workplace environment
that feels forced and unnatural to them.”
- 5 Workplace Dynamics That Fuel An Employee Identity Crisis
Forbes, January 27, 2014
Workforce Fluidity will require a
new approach for HR Leaders…
True HR Agility…
QUESTIONS?