Employee as Consumer: Building a Differentiated Experience … · 2017-02-14 · Experience...
Transcript of Employee as Consumer: Building a Differentiated Experience … · 2017-02-14 · Experience...
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Employee as Consumer: Building a Differentiated Experience Through
the LifecycleSponsored by
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Employee as Consumer: Building a Differentiated Experience Through
the LifecyclePresented by Alexandra Levit
February 14, 2017
@alevit
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It’s Valentine’s Day!
How do you get
your employees to
LOVE you?
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The Netflix Experience• Everyone accesses via their own device(s)
• All digital content is available on demand
• Friendly user-interface
• Online delivery is agile, automated
• Analytics-driven, personalized
recommendations
• Experience is social
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Employee
engagement is just
one part of the puzzle.
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Strong, Rewarding Experiences = Fully Activated Talent
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First, Understand The Experience You Currently Offer, Then Identify Gaps
• Find: What the candidate did to learn about the company
• Apply: The process by which the candidate engaged with recruiters or hiring managers
• Evaluate and Decide: How the candidate learned sufficient information about the organization to make a decision (interviews, assessments, job shadowing, etc.)
• Join: Onboarding activities in which the new hire participated
• Learn: Projects and training opportunities that facilitated integration into the organization
• Contribute: How the organization fostered an environment of innovation and collaboration
• Grow: Opportunities for promotion and new responsibilities offered by the organization
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5 Chapters of Experience BuildingRecruiting, Onboarding, Learning,
Performance, Transitions
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Experience Building: Recruiting• Target job boards, employee referrals, and
internal career sites/social media platforms to attract top talent
• Convert top talent by telling a compelling story online, tuning candidates into company messages early
• Leverage mobile and one-click apply apps to simplify your process
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Experience Building: Recruiting• Create and deliver personalized messages for
consistent touchpoints• During interviews, provide insight into brand
and talent goals• Solicit feedback on the recruitment experience• Provide an e-offer letter• Upon acceptance, launch new hire onboarding
experience with personalized message
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Your experience must answer the questions: What is this
organization about and why would I want to work there? Is
this the right organization and role for me? How can I be a
part of what this company delivers its customers?
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Experience Building: Onboarding
• Deliver personalized content and solicit feedback on job location(s), schedule, and role
• Enable new hire to easily complete new hire paperwork
• Introduce new hire to team, mentors, and leaders
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Experience Building: Onboarding
• Set job scope and performance expectations• Connect individual goals to overarching
strategic goals• Survey new hire about experience and monitor
performance
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Your experience
must answer the
question: What can
I expect here, and
what’s expected of
me? Where and how
should I work?
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Case Study: Google
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Experience Building: Learning
• Serve up relevant content via a mobile-responsive interface at the right time in the right dose
• Recommend supplementary content to ensure continuous development
• Provide interactive touchpoints to reinforce performance objectives
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Experience Building: Learning• Create an automated process to monitor
completion, ensure compliance• Provide constant feedback that illuminates
development paths, mentor and skill acquisition opps
• Empower employees to take charge of their development throughout the journey
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Your experience
must answer the
question: How will I
continue to grow my
career?
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Case Study: Alaska Airlines
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Experience Building: Performance
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• Check in regularly to monitor progress, improve relationships, recognize accomplishments
• Leverage ongoing reviews to identify skills gaps, create learning plans
• Adjust short-term goals to achieve long-term objectives
• Foster a culture of giving, requesting, receiving feedback continuously
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Your experience must answer the question: How will I give and receive feedback?
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Case study: IBM
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Experience Building: Transitions
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• Maternity/paternity: prepare for leave and ramp up on return
• Internal transfers: deliver new info about location, role, expectations
• Promotions: Communicate succession plan, offer congratulations, outline expectations
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Experience Building: Transitions
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• Retirement/Voluntary Exits: Communicate succession plan, conduct exit interviews, complete knowledge transfer
• M&A/Re-orgs: Communicate changes, align on goals, clarify expectations, obtain contact info
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Your experience must answer the questions: How
do personal or organizational
changes affect my
path? What are the high and
low points of my experience
here? Should I stay or should I
go?
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Case Study: Ford
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At which stage of the employee journey are you currently excelling at providing
the best experience?• Recruiting
• Onboarding
• Learning
• Performance
• Transitions
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Your employer brand: a foundation of your employee experience.
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Component 1: Value Proposition
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Component 2: Communication
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Component 3: Digital and mobile delivery
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Component 4: Big data analysis
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Component 5: Measurement
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Case Study
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Employing Design Thinking
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OR IN PART, WITHOUT THE EXPRESS CONSENT OF SILKROAD, INC.
[email protected]@Alevit
Thank You!
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