ATTRACTION

RECRUITMENT

ONBOARDING

DEVELOPMENT

RETENTION

SEPARATION

Using the Employee

Lifecycle as Your

Roadmap to

Employee Engagement

Elizabeth Lupfer | @socialworkplace

Let’s Get Cozy

• The new work

environment

• HR’s changing role

• Strategic focus

through the

Employee Lifecycle

2

Frequent

organizational

change

More

interdependent

work

An increase in

knowledge work

Time is not frozen

Frequent Change

No more Milton

More Interdependence

Ability to share

knowledge

How we share is different

Fighting fire with fire will

only burn everything to

the ground

Managers Manage

Employees Against the Past Not the

Future

Technology is part of the

solution but it’s also part

of the problem

Technology is most effective

when it is invisible

We need leaders and change

champions, not just managers

To get different results we need different actions

The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh

How Work has Changed

What does this mean?

Technology is most effective

when it’s invisible

Technology is part of the

solution but it’s also part

of the problem

Technology is most effective

when it is invisible

We need leaders and change

champions, not just managers

To get different results we need different actions

The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh

How Work has Changed

In the new work environment, we need to use technology as a seamless enabler to get work done.

Fighting fire with fire will

only burn everything to

the ground

What does this mean?

To get different results we need different actions

The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh

How Work has Changed

Managers Manage

Employees Against the Past Not the

Future

Managers Manage

Employees Against the Past Not the

Future

We need leaders and change

champions, not just managers

Fighting fire with fire will

only burn everything to

the ground

The development and adoption of technology outpaces the systems capabilities of a company.

Technology is part of the

solution but it’s also part

of the problem

What does this mean?

To get different results we need different actions

The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh

How Work has Changed

Technology is most effective

when it is invisible

We need leaders and change

champions, not just managers

Fighting fire with fire will

only burn everything to

the ground

Technology is part of the

solution but it’s also part

of the problem

Manager roles need changed into those of leaders who represent the new work environment or the empowerment that technology provides

Managers Manage

Employees Against the Past Not the

Future

What does this mean?

To get different results we need different actions

The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh

How Work has Changed

We need leaders and change

champions, not just managers

Fighting fire with fire will

only burn everything to

the ground

Technology is part of the

solution but it’s also part

of the problem

Managers Manage

Employees Against the Past Not the

Future

Technology needs to be an enabler of something more natural – an extension of corporate culture and embedded into employee behavior

Technology is most effective

when it is invisible

What does this mean?

To get different results we need different actions

The Digital Renaissance of Work, Paul Miller and Elizabeth Marsh

How Work has Changed

Fighting fire with fire will

only burn everything to

the ground

Technology is part of the

solution but it’s also part

of the problem

Managers Manage

Employees Against the Past Not the

Future

Technology is most effective

when it is invisible

Change can come from anywhere in the organization but managers are the leaders who drive it all the way through the organization

We need leaders and change

champions, not just managers

Partners in Engagement

13

Corporate

Communications

Human

Resources

Strategic brand Tactical Events

Storytellers Informers

Collaboration Transactional

Indirect messages Direct messages

Broad Audience Targeted

Audience

•Developing

tomorrow’s leaders

•Building engagement

•Defining employer brand

•Measuring outcomes

•Planning and communicating

change

•Leveraging internal

platforms

HR Functions as Verticals

14

TALENT

ACQUISITION

DEVELOPMENT COMPENSATION ADMIN BENEFITS SEPARATION

RECRUITING

ONBOARDING

CAREERS

TALENT

REFERRAL

PERFORMANCE

RECOGNITION

DIVERSITY &

INCLUSION

TOTAL

PERFORMANCE

LEADERSHIP

TRAINING

PAYROLL

JOB ALIGNMENT

GLOBAL

MOBILITY

401K

DEFERRED

COMPENSATION

HRIS

ETHICS

HR SYSTEMS

COMPLIANCE

SAFETY

WORKFORCE

RELATIONS

ANNUAL

ENROLLMENT

HEALTH AND

WELLNESS

BENEFITS

PARTNERS

TERMINATIONS

RETIREMENT

EXIT

INTERVIEWS

EMPLOYEE EXPERIENCES

PHAT ASIAN

PHAT BABY

• Timing of steps taken by

me and benefits available

before, during, and after

• Short Term Disability

• FMLA

• Medical Coverage

• Life Insurance

• Maternity Management

Programs

• Adding Baby to Benefits

• Planning Childcare for

my return to work

• 401K – Future Savings

• 529 Savings

• Creating/Updating a Will

• Transitioning back to

Work

Phat Asian’s Experience

17

Intranet

Work Life

Illness & Injury Initiating Federal FMLA & State

Leave

Time Off & Leave Mgmt & West

Non Bargained for Hourly EE’s

Vacation

Personal

Leave of Absence Personal, Military,

FML, Medical, GRW

Life Events Having a Baby

EAP

Health

Medical Future Moms

Your Health Disability STD Disability SPD

Related Links Your Benefits

Resource

Money Wealth

Accumulation Savings Plan

18

RECRUITING

ONBOARDING

BENEFITS

LEARNING

RECOGNITION

PERFORMANCE DEVELOPMENT

ETHICS AND COMPLIANCE

TERMINATIONS

SAFETY

PAY

POLICIES

WORKFORCE PLANNING

20

21

ENJOYMENT THROUGH

COMMUNICATION ACCOMPLISHMENT

RECOGNITION ADVANCEMENT

Key Drivers of Engagement

What do employees want or need?

The foundation of the employee lifecycle

Adaptability

Relevancy

Sustainability

Execution

A

R

S

E

24

Four Key Principles

How the Principles Work

25

EMPLOYEE ADVANTAGE BUSINESS OUTCOMES LEADER / HR ROLE

Adaptability

Needs of the business are

met at the same time as

the needs of employees

Adjust to the demand and

supply of the workforce

Interactions are more

consistent - content is

standardized

Relevancy Develop engagement

opportunities that are

relevant to employees

Connect with real work

goals and processes

Reorient managers to

guide and empower

knowledge workers

Sustainability Align employee

performance with business

performance

Build on existing processes

and target technology

investments to the evolving

needs of employees

The manager is critical

to sustained

engagement

Execution Interactive and engaging

platforms and solutions

Technology Investments

that meet the evolving

needs of the organization

and employees

Drivers of tools and

programs and can guide

employees

ATTRACTION Candidates are savvy. A good candidate will research a company extensively and ask their personal and professional circles about a company’s value proposition.

26

ADAPTABILITY Employers must listen to external and internal conversation and contribute and influence as much as possible.

RELEVANCY What your employees say internally and externally will attract or detract talent.

SUSTAINABILITY Listening to the chatter generated by candidates and employees. Influencing those conversations when applicable.

EXECUTION Brand Advocates; Reputation Management

SocialChorus makes it easy for employees and ambassadors to actively participate in your brand’s content marketing, social selling, social recruiting, and employee engagement initiatives.

RECRUITMENT Even though recruiting has become a social process, nearly 70% of new hires come from employee referrals. But those referrals don’t happen when employees are disengaged.

28

ADAPTABILITY Companies need to adjust to the fact that recruiting is no longer a singular conversation between the recruiter and a candidate.

RELEVANCY Engaged employees are champions of your recruiting message and their recommendations can build your talent pipeline.

SUSTAINABILITY Implement new technologies that embody a new work environment.

EXECUTION Talent Pools; Peer-to-Peer Referrals; Video Recruiting

ONBOARDING Engaged employees are not only excited about joining a new company, but they enjoy helping other employees transition into their new roles as well.

30

ADAPTABILITY Companies, specifically managers, need to make sure new hires feel welcome otherwise you risk creating a poor first impression, and slowing down time to productivity.

RELEVANCY Managers don’t always have the time to onboard, so quickly connecting new employees to work partners is important.

SUSTAINABILITY Ongoing feedback via 90-day interviews, focus groups and surveys are essential to continued refinement.

EXECUTION Job Aid Wiki Boards; Mentoring; Gamification

Typical MSS

31

Employee-focused MSS

32

Development Recognition

Recruitment Onboarding

Learning and Development

Wheeldo is a cloud-based platform that provides context-driven social games for training needs.

ADAPTABILITY We need to get to know the employees and their skills so we can understand their specialized talents, moreover, we need to create a place where employees can share their skills and use them.

RELEVANCY The best learning comes from learning from each other. Employees can be your best teachers and idea generators.

SUSTAINABILITY Sustainability comes in unexpected ways, sometimes through the intrinsic return of employees feeling valued while other times it comes in the form of actual business revenue.

EXECUTION Idea Generation; Collaboration Sites; Learning Communities Teaching Opportunities (Internal and External); Job Shadowing

DEVELOPMENT Employees have an entrepreneurial desire to grow, feel inspired, and this often comes in the form of collaboration or community.

34

Wheeldo is a cloud-based platform that provides context-driven social games for training needs.

ADAPTABILITY In order to retain employees, we need to provide tools that reinforce their changing work, connect them with their global work teams and recognizing them for their efforts.

RELEVANCY Employees need to feel an emotional connection to the company cares about their well-being as much as they feel connected to their functional work.

SUSTAINABILITY Identify key HR programs that will benefit from technology: benefits, health and safety and recognition.

EXECUTION Corporate Wellness, Raves & Recognition Walls; Peer-to-Peer Acknowledgement ; Continuous Recognition

RETENTION Companies who enable collaborative work environments and also recognize employees for their work see the highest levels of retention.

36

37

Social Incidence

Reporting –

a new climate

for Safety

Tapmyback is a simple social and mobile tool that drives employee engagement and motivation through the power of peer-to-peer recognition

SEPARATION

39

ADAPTABILITY Understand why employees are leaving. Especially during times of change, it’s important to identify and keep high performers – losing specialized knowledge can be detrimental.

RELEVANCY Employees stay in touch with former colleagues. Employees who leave are your best candidate pool for rehire. But they can also be your biggest enemy if they leave feeling unappreciated

SUSTAINABILITY Conduct separation surveys and make sure you have knowledge transfer processes in place.

EXECUTION Knowledge transfer, Alumni Networks; Reunions; Feedback

89% of employers think employees leave for more money. But only 12% of people actually do. In reality, 75% people voluntarily leaving aren’t leaving their jobs, they’re leaving their bosses.

Knowledge Transfer Alumni Networks

“I think the model for

starting employee

engagement activities

has to be embedded

in everything you do.”

Richard Branson, Chairman

Virgin Group

42

How the Principles Work

43

EMPLOYEE ADVANTAGE BUSINESS OUTCOMES LEADER / HR ROLE

Adaptability

Needs of the business are

met at the same time as

the needs of employees

Adjust to the demand and

supply of the workforce

Interactions are more

consistent - content is

standardized

Relevancy Develop engagement

opportunities that are

relevant to employees

Connect with real work

goals and processes

Reorient managers to

guide and empower

knowledge workers

Sustainability Align employee

performance with business

performance

Build on existing processes

and target technology

investments to the evolving

needs of employees

The manager is critical

to sustained

engagement

Execution Interactive and engaging

platforms and solutions

Technology Investments

that meet the evolving

needs of the organization

and employees

Drivers of tools and

programs and can guide

employees

Let’s Connect

Elizabeth Lupfer

The Social Workplace elizabeth@thesocialworkplace.com

Twitter: @socialworkplace

44

Sources and further reading

• “The Digital Renaissance of Work” by Peter Miller and Elizabeth Marsh

• “How Do Great Leaders Drive Employee Engagement” by Forum

• “Breakthrough Performance in the New Work Environment” by the Corporate Executive Board

• “Technology and Communication: How to Leverage Technology to Improve Employee Engagement” by ElevatePoint

• “From Hire to Retire: Optimize Productivity Throughout the Employee Lifecycle” by Cisco

• “Social Media and the Employee Lifecycle” by HR Ringleader

• “Contemporizing the Employment Lifecycle through HR’s Deployment of Social Media & Electronic Technology” by Tiffany Scheff and Josie Trine Cornell University

• “The Virtual Edge: How HR Professionals Can Use Tomorrow’s Tools Today” by iMeet by PGi

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