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How to Attract, Retain and Motivate the Next
Generation of Knowledge Workers
Rohit Behera
Georgia Tech FT MBA 2017
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Future of Work
Summary1. Almost everyone is open to your job
opportunities
2. But people don’t know much about your
company or jobs
3. Once you have the right message, you need
to share it in the right way.
4. People don’t see themselves at one
company for long.
Global Talent Trends – Key Findings
Source: LinkedIn 2016 Global Talent Trends
The biggest roadblocks candidates
face when changing jobs1. Not Knowing what it’s really like to
work at the company
2. Not understanding what’s expected of
the role
3. Not hearing back after applying to a
company
4. Difficulty negotiating salary, title, role,
etc.
5. Unclear communication during the
recruiting process
Most professionals are passive, but the
number of active candidates is steadily
increasing
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What candidates want to know most about your company
Direct advice from candidates on what to
share about your company• Give an honest perspective
• Share employee views
• Explain what makes you different
• Clarify the vision and strategy
• Be open about retention
Professionals want more than a job, they want career growth
The most common reason why people leave their jobs:
What candidates want to know about a new job• Career trajectory
• Expectations and workload
• Day in the life
• Employee perspectives
Global Talent Trends – Key Findings
Source: LinkedIn 2016 Global Talent Trends 4
U.S. Recruiting Trends – Key Findings
Filling positions in a candidate-driven market is more expensive and
takes longer. Therefore, it’s in an employer’s best interest to
proactively optimize recruiting practices and focus on retention,
so that changing jobs is not the fastest way to a promotion.
Source: Talent Acquisition Factbook 2015, Bersin by Deloitte, April 2015
Source: Recruiter Sentiment Study 2015 2nd Half, MRI Network, 2015
• 47% of declined offers in the second half of 2015
were due to candidates accepting other jobs,
up 10 points from first half of 2015
• 47% of small businesses report there are few or
no qualified applicants for the positions they
are trying to fill.
• 51% of employees are considering a new job
• One in three employers are concerned voluntary
exits will increase.
• 67% of employers believe retention rates would
be higher if candidates had a clearer picture of
what to expect about working at the company
before taking the job.
• 52% of hiring decision makers say passive
candidate sourcing has been less effective for
their company.
Source: Glassdoor 2016 Statistical Reference for Savvy Recruiters
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WORKPLACE – AN
EXPERIENCE
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High Price of Employee Disengagement
Workplace
Experience
Workspace
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Workers
• Employee Engagement is a serious bottom – line issue. It fuels organizations during times of economic growth and more critically, when
market conditions are uncertain and volatile.
• When workers become disengaged, it costs companies money, slows projects, drains resources and undermines company goals, as well as
efforts of their engaged counterparts. Gallup estimates that actively disengaged employees cost the U.S. $450 billion to $550 billion in lost
productivity per year.
• Organizations with an average of 9.3 engaged employees for every actively disengaged employee in 2010-2011 experienced 147% higher
earnings per share (EPS) compared with their competition in 2011-2012. In contrast, those with an average of 2.6 engaged employees for
every actively disengaged employee experienced 2% lower EPS compared with their competition during that same time period.
Source: 2013 Gallup State of the American Workplace
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Employee Engagement
5% increase in
employee
engagement
3% Revenue Growth
in subsequent year
Workplace
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Source: Deloitte Global HR Trends 2015
Designing Employee Experience – Why is it Important?
The ongoing war for talent is intensifying,
particularly in emerging disciplines
The Millennial mindset is permeating the
entire workforce
Employees are approaching the
workplace as consumers
Organizations are realizing the
recognizing the relationship between
customer experience and employee
experience.
Research continues to show linkages
between employee engagement and
productivity
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Source: Napby New Model and Best Strategy for Employee Engagement
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Designing Employee
Experience
Employee experience is created by
interactions across three spheres:
employees’ physical environments, their
social connections and the work to be
done.
Companies use five strategies to improve
their overall employee experience:
personalization, transparency,
simplification, authenticity and
organizational responsiveness.
Four methods for enhancing employee
experience: leverage analytics,
understand differentiation touchpoints,
build a cross-functional experience
coalition and apply rapid, iterative design
principles.
• 77% of employees in companies that have significantly
better financial performance than their peers are highly or
moderately engaged, compared with only 49% of
employees in companies with lagging financial
performance.
• Customer experience leaders have 1.5 times as many
engaged employees as do customer experience
laggards.
• Highly engaged employees are more than four times as
likely to recommend the company’s products and services
and do something good for the company that is not
expected of them, 2.5 times as likely to stay at work late
if something needs to be done after the normal workday
ends, and seven times as likely to recommend that a
friend or relative apply for a job at their company.
Customer & Employee Experience
are linked
Workplace
Experience
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Source: Temkin Group report Employee Engagement Benchmark Study, 2016 Source: Designing Employee Experience, IBM Institute of Business Value
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Components of Employee Experience
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Source: Designing Employee Experience, IBM Institute of Business Value
CommunityLinkedIn: Extending community
across employee population. Each
year, the company holds a theme –
based “inDay” focused on fostering
a sense of connection within and
across individual offices.
If you are looking to connect with your
employees, in whatever way resonates
with your company, here are a few ideas
for how you can be their champion:• Establish a “no meetings” day. Cancel all non-
critical meetings and provide your employees
the opportunity to carve out an hour or two to
enrich their learning with an online class, such
as offered through lynda.com.
• Be an advocate. Whatever events or activities
are happening in your Company, encourage
your employees to join in.
• Inspire involvement. Ask team members to
volunteer to plan a team event.
• Show up and participate. Employees often
model their manager’s behavior, so make the
time to show up, be present and participate
with your team.
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Influencing Employee Experience: Five Practices
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Source: Designing Employee Experience, IBM Institute of Business Value
Personalization• Empowering individuals to configure their
work areas to match both their work
requirements and their personal tastes.
• Personalized learning, which is geared
towards an employee’s specific learning
objectives based on job performance and
personal career objectives.
• National Australia Bank developed action
plan to recruit people with disabilities and
make all branch sites accessible and foster
an inclusive culture.
Collect “people” data —from
geolocation systems, social signals
and face-to-face interactions —with
wearable electronic sensing badges.
The collected data, which is
anonymized and aggregated, can
help organizations align internal
metrics, adjust structure and
resources, and identify operational
gaps.
Created an internal, proprietary
enterprise operating system called
Genome that harnesses big data and
social technologies to deliver a
personalized and engaging work
experience. Klick collects and shares
team member performance, project
management and other information,
and can mine that data to anticipate
potential employee needs. It can
then provide the output in various
ways, from individual feedback to
continuously updated scorecards on
personalized Genome dashboards.
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Culture of Feedback – case of IBM® ACE App
Giving and receiving
feedback is not always
comfortable," she said.
"We hear from a lot of
people that they want
feedback to grow and to
improve, but providing
constructive feedback is
not always easy.
ACE users have the
option to check out an
IBM learning tool that
outlines best practices for
giving and receiving
constructive criticism.
Users learn to identify
what the person did, how
it affected them or the
team, and how that
person can improve in
the future.
Key Questions for Leaders How do we build a feedback – rich culture?
What does it take to cultivate an ongoing
commitment to interpersonal feedback?4 essential elements
• Safety and Trust
To create safety and trust
Get to know each other
Talk about emotions
Make it OK to say no
• Balance
To establish Balance
Offer some positive feedback … and
stop there
Start small
Praise effort, not ability
• Normalcy
To make feedback normal
Don’t wait for a special occasion
Work in public
• Personal Accountability
To walk the talk
Be Transparent
Ask
Workplace
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Environment and practices drive the emotional
connection
Balance and workload
• Work/life imbalance
• Impact of the workload
• Manageability of the workload
Engaging work, development and opportunities
• Work that is interesting and meaningful
• Support for professional and development
• Knowledge and influence about opportunities
People and teams – community
• The team
• Mentors and supervisors
• Friendship at work
Competitive pay and job opportunities
• Perceived pay equity
• Job opportunities at PwC vs. elsewhere
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3
4
Emotional connection
drives retention
• Thriving
• Commitment to the
company
• Job satisfaction
Retention
Employee Retention
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EMPLOYEE EXPERIENCE OFFICER – ACTION PLAN
MYSELF• What can I do to learn more about
providing a compelling experience in
the workplace?
• How can I use design thinking to
reimagine the employee experience?
• What are our competitors doing in this
area?
• What opportunities and barriers do I
see in partnering with other functional
areas, such as marketing, internal
communication, IT, real estate to
provide an extraordinary employee
experience?
MY TEAM• How does our current employee
experience impact the attraction and
retention of new employees?
• What new skills does my team need to
partner with other functions, such as
marketing, IT, internal communications,
real estate, and global citizenship?
• What track record does my team have
in partnering with these functions?
MY ORGANIZATION• Are we doing enough to capture
insights about the employee
experience?
• How could improving the employee
experience at our company impact
employee engagement?
• What can we learn from the
customer experience and use
internally with employees?
• Who has primary responsibility for
designing employee experience at
my company? What functions are
involved today in doing this, and
what functions can be recruited to
join this effort?
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Total Motivation Framework
Workplace
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6 main
reasons
people work
are:
Play is when you are motivated by the work itself. Play is our learning instinct,
and it’s tied to curiosity, experimentation, and exploring challenging problems.
Purpose is when the direct outcome of the work fits your identify. You work
because you value the impact of your work. For example, a teacher driven by
purpose values or identifies with the goal of educating and empowering children.
Potential is when the outcome of the work benefits your identity. the work
enhances your potential. For example, a teacher driven by purpose values or
identifies with the goal of educating and empowering children.
Emotional Pressure is when you work because some external force
threatens your identity. If you’ve ever used guilt to compel a loved one to do
something, you’ve inflicted emotional pressure. Fear, peer pressure, and shame
are all forms of emotional pressure. When you do something to avoid
disappointing yourself or others, you’re acting on emotional pressure.
Economic Pressure is when an external force makes you work. You work
to gain a reward or avoid a punishment. Now the motive is not only separate
from the work itself, it is also separate from your identity.
Inertia is when the motive is so far removed from the work and your identity
that you can’t identify why you’re working. When you ask someone why they are
doing their work, and they say, “I don’t know; I’m doing it because I did it
yesterday and the day before,” that signals inertia.
Source: How Company Culture
Shapes Employee Motivation
HBR 2015
High
performing
culture
maximizesthese 3
reasons
High
performing
culture
minimizesthese 3
reasons
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Total Motivation Framework – Case of Amazon
Workplace
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With continued
innovations in
publishing, retail, cloud
computing, and
logistics—not to mention
a market capitalization
that recently surpassed
retail goliath Walmart—
the company is clearly
doing something right.
Play"Amazonians" reportedly enjoy great freedom to experiment, create, and adapt rapidly.
Amazon has found a number of ways to cut through the red tape that holds back disruptive
thinking at other companies of its size.
PurposeAmazon's "customer obsession" is built into its DNA. Meetings kick off with a discussion of
complaints and product quality issues, and staff from across the organization are
empowered to re-engineer any process it takes to improve the customer experience.
PotentialEmployees are encouraged to push the envelope regardless of their rank or tenure. Drone
delivery, the New York Times reports, was in part the brainchild of a low-level engineer.
Emotional PressureAbility to give anonymous feedback on your coworkers (read: admissible hearsay) is a form
of emotional pressure.
Economic PressureEven more destructive are stack ranking and Amazon's approach to performance reviews.
Both are forms of economic pressure that cause employees to fixate on avoiding
punishment or earning a reward. Together, these forces stall collaboration, innovation, and
other adaptive behaviors by shifting focus from the work towards self-preservation
Inertiathe company's light-speed pace, despite its equally rapid turnover, suggests it doesn't suffer
much from the last and most destructive of indirect motives, inertia, where the brute force of
habit is the main thing driving an employee's work.
EMPLOYER BRAND - GE
As GE transitioned its image from a dull, unglamorous
industrial manufacturing company to a modern technology
company, they needed to rebrand the way that potential
employees viewed the company in order to attract top talent
in the field.
They used a series of funny ads about a young software
developer who was recently hired by GE to reach potential
future employees, specifically millennials, with their
message about the new GE.
In the ads, the software developer, named Owen, tries to
explain his excitement about his career to his seemingly
disappointed family and friends. Owen describes his new job
as having the potential to change the world, a message that
appeals to millennials.
According to Business Insider, GE experienced a jump in
applications and an increase of 66% in traffic to the career
website after the campaign launched.
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At SunTrust, “Lighting the Way to
Financial Well-Being” positions the bank to
be a leader in purpose-driven organizations by
building financial confidence into its employer value
proposition and creating an offering for both its
customers and employees.
Employer Brand - Reinforcing Company Missions
Tom’s Shoes became one of the
best known brands to millennials through
its purpose-driven call to action, where
for each pair of shoes sold to a
customer, Tom’s Shoes buys a pair of
shoes for a child living in poverty.
Workplace
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The onUp MovementPeople who visit onUp are able to:
• Join the movement to take charge financially and set a
goal.
• Take a "Mental Wealth Quiz" and receive specific
actions, tools and tips tailored to their situations.
• Make their own version of the SunTrust Super Bowl
commercial through Facebook Connect using photos
from their Facebook library. Their personalized video can
be shared with their family and friends on Facebook.
• Share their goals and actions, and inspire others through
social media.
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EMPLOYER BRAND – Target Internal and External Markets
United AirlinesIn the late 1990s, United Airlines launched a new tagline,
“Rising.” This tagline acknowledged that the airline had
work to do for its customer experience, but was trying to
improve.
However, employees were displeased with the slogan,
because they felt like they were being rebuked for
providing a poor customer experience. This made the
changes that United promised unfeasible since employees
were dissatisfied and discouraged.
United Airlines corrected their mistake by launching a more
inclusive tagline, “United for a better journey.” This
appealed to both their internal market of employee-owners
and their external markets and was reflective of the
company’s core values.
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EMPLOYER BRAND PLAYBOOK
• Ensure your message to your external market align
with your message to your employees.
• Engage in actions that support your company values
and mission, building employee trust.
• Build a connection for employees so that they feel
like the work they do is meaningful and purpose
driven.
• Use a marketing campaign to build your employer
brand.
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Workspace Design
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At Google, we design our workplace to build community, to increase
velocity, and to inspire and motivate, while eliminating friction and focusing
on employee health. There isn't a one-size-fits-all solution. It starts with our
users and listening to our employees. It's about creating a workplace that
supports their needs and our company's culture. Case4Space is the perfect
reminder that just as our business is constantly evolving, so must our
physical environment remain a strategic advantage. We must use spaces
differently, try new things, be flexible, adapt…and keep listening.
David Radcliffe
Vice President, Real Estate and Workplace Services, Google
WORKSPACE DESIGN
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In the current office environment, facilities and real estate managers are
evaluated by cost per square foot rather than how useful a space actually
is. “People who work in real estate should be evaluated based not on how
many more people can be crammed into smaller offices but much more
around how the physical space affects collaboration,”
Ben Waber
CEO/Founder, Humanyze
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WORKSPACE DESIGN
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
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Workers
Drive culture. Workspace is a physical
manifestation of an organization’s values and
mission. How could we use workspace to drive our
values and mission?
Enable choice. Employees want to choose how,
when, and where to work. How could we enable
more employee preferences for where to work?
Promote wellness. Workspace influences the
health and well-being of employees. How could we
ensure our workspace enables and facilitates
wellness, instead of proliferating health issues?
Enhance engagement. Employee engagement
is influenced by workspace. How could we design
our workspace to improve employee engagement?
Nurture community. Coworking spaces and
community managers’ roles are being inspired by
the gig economy and adopted by established
organizations. How could we apply coworking
practices to nurture an authentic sense of
community?
Five drivers for Workspace
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WORKSPACE DESIGN – Worrying Signs
0 10 20 30 40 50 60 70 80
Actively Adding Value
Just Staying out of the Way
Actively draining the economy
PERCENTAGE OF EMPLOYED POPULATION
The cost to business from the harm done by
CAVE dwellers is roughly 3 percent of U.S.
GDP.
$19,800 annual
cost per toxic
employee,
draining
company
resources
• Only 1 out of 10 international employees are invested, 6 are coasting,
and 3 are actively working against their companies. Tragically, these
numbers have not budged since 1997.
• 96 percent of engaged employees trust their companies, this drops to
46 percent with disengaged employees.
• Companies with low engagement suffer from a 32 percent decrease in
operating income, an almost 4 percent decline in net income, and an
11 percent reduction in earnings. Up to 3 percent of a company's
gross revenue is lost in turnover.
Workplace
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Workspace
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WORKSPACE DESIGN – Design Matters
Workplace
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The design of the workplace impacts performance, employee
engagement and innovation. Only 1 in 4 U.S. workers are in optimal
workplace environments. The rest are struggling to work efficiently,
resulting in lost productivity, innovation and worker engagement.
Source: 2013 U.S. Workplace Survey Gensler
Increased Workspace Density
From 2010 to 2012, the average
square foot per person dropped
from 225 to 176. This number is
predicted to drop to as low as 100
sf/person by 2017.
Source: CORENET GLOBAL
A World of Distractions
53% of employees are disturbed
by others when trying to focus.
42% use makeshift solutions to
block our distractions in the
workspace.
A Search For Quiet
77% of employees prefer quiet
when they need to focus.
69% are dissatisfied with noise
levels at their primary workspace.
Face – to – Face Endures
A study by MIT researchers was
able to predict 35% of a team’s
performance simply by measuring
the number and quality of face-to-
face interactions between team
members.
Choosing The Workplace
16% of employees believe they
could focus most effectively at
home. 73% believe they could
focus most effectively in an office
setting.
Autonomy Drives Performance,
Reduces Turnover
A Cornell University study of 320
small businesses showed that
companies that grant employees
choice in how to do their work grew
at 4 times the rate and had one-
third turnover v/s control – oriented
firms
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WORKSPACE DESIGN – Technology Drain
150
times
90
mins
20
mins
We check our mobile devices in a
day
Time spent by 35% of employees
browsing internet
Time required after an interruption
or a distraction to return to
workflow when focused on a
complex task
Understanding
Context
Thinking about
What - Ifs
Drafts /
Prototypes
Synthesis
At least 2
hours
of
uninterrupted
time
• Space is a powerful tool in that defining process. It can help us
avoid the tyranny of technology. Space can craft new habits and
norms.
• Some organizations like CBRE, Google, and GSA are defining
space by the kind of work: quiet zones, private room for
focused work, small interactive spaces, larger co-working
spaces, and so forth. These workplaces in addition to offering
more choice, are also shaping new and more productive behavior.
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
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Workplace
Experience
Workspace
DesignAgile Leadership
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Multiple
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WORKSPACE DESIGN – Autonomy & Choice drive Employee Engagement
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WORKSPACE DESIGN – Important Considerations
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
Introverted employees need to find a place
to concentrate on their work and also
collaborate in the workplace. Companies
need to ask: How can we accommodate
both our introverts and our extroverts in our
workspaces?
• Where do you go to do your best work?
(Engagement spaces)
• Where do you go to get the job done?
(Production spaces)
• Where do you avoid meeting or
working? (Toleration spaces)
• Where do you go to recharge?
(Restoration spaces)
• Broader choice among open space,
collaboration space, huddle rooms, quiet
rooms
• The space where employees choose to do
their best work often depends on what the
employees are working on at the moment.
• Employees can be encouraged to leverage a
number of quantified self apps, such as
RescueTime, a tool to track how you spend
your time during the workday.
• Some employees may be more productive in
private areas wearing noise-canceling
headphones, while others may thrive in
large, shared spaces with constant
stimulation.
Workspace has 4 distinct segments
Engagement Spaces
Where Employees Go To Do Their Best
Work
Production Spaces
Where Employees Go To Get Their Job
Done
Toleration Spaces
Where Employees Avoid Meeting or
Working
Restoration Spaces
Where Employees Go To Recharge
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Flexible Workspace - Aetna
• Insurance giant Aetna uses flexible workspaces to
boost its bottom line. Of Aetna’s 35,000 employees,
14,500 do not have a desk at Aetna, a move goes a
long way to cut real estate costs.
• Another 2,000 Aetna employees work from home a
few days a week, meaning that a total of 47 percent
of the company’s work force uses flexible
workspaces.
• Thanks to those policies that impact 47% of the
workforce, the company has been able to get rid of
2.7 million square feet of office space. At $29 a
square foot, that’s given the company savings of
about $78 million per year, once you add utilities,
housekeeping, mail service and document
shredding.
• Build Your Culture Around Flexible Workspaces
• Craft Robust Communication:
• Conduct On-going Research
• Develop Online Employee Training
o How to use new technology tools
o Tips/Trick on how to be a mobile employee
o How to lead in a mobile environment
• Track Business Benefits
Flexible Workspace Playbook
Workplace
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WORKSPACE DESIGN
Workplace
Experience
Workspace
DesignAgile Leadership
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Gig Economy
Workers
• Explicit lack of seating or office
assignment to combat territorial
thinking and silo departments
• Provides employees with the choice
to work at a desk that can convert to a
standing desk at the push of a button.
• In some rooms there are even desks
with walking treadmills underneath,
for those who wish to talk on a
conference call or type while they
walk.
• Multiple room formats for conference
rooms and workrooms
• Break away from the unwritten rule of
conference rooms only being used for
meetings
3 core design principles for its new workspace: Connective, Collaborative, and Fun
Connectivity
Employees to have a visual line of sight to others but not be disrupted by others
• Visual connectivity: A unique interior atrium housing two stories of conference rooms
• Multiple break areas to enable chance encounters
Collaboration
• open office design
• bright colors on the walls, open staircases between floors, and transparent doors to
enhance visibility and openness
Fun
• Explicit areas where employees could come together to play, recharge, and interact
• Pet-friendly environment
• Relaxed casual dress code
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WORKSPACE DESIGN – Important Considerations
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
A workplace needs to be a destination:
Inspiring, inviting and comfortable.
Allow employees choice and control in how
they work.
Strategic workspaces are designed to
balance both collaboration and focus work
Furniture should be flexible, multi-functional
and easy to install and reconfigure.
Employees need easy access
to power and data.
Connecting to technology
should be intuitive, seamless
and quick
Collaboration spaces should
allow all participants equal
opportunity to participate and
share.
Integrating all the components in a space
ensures a holistic solution.
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Neuroscience – The Next Competitive Advantage
3 minutes How frequently the average office worker is
interrupted or distracted
23 minutes How long it takes to return to a task after being
interrupted
204 million Emails sent per minute
8 Average number of windows open on worker’s computer at the
same time
30 Average number of times per hour an office worker checks
their email inbox
221 times How often the average smartphone user in the UK
checks their phone every day
200 percent Increase in average time spent on mobile
devices since 2012
49 percent Workers who can’t choose where to work
depending on the task.
WHY ARE WE
SO
DISTRACTED?
TOO MUCH OF
INFORMATIONWEALTH OF
INFORMATION
CREATES
POVERTY OF
ATTENTION
“Never in history has the human brain been
asked to track so many data points.”EDWARD M. HALLOWELL
AUTHOR AND PSYCHIATRIST
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
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Gig Economy
Workers
Source:360 Magazine 2015 Think Better
33
Design Ideas to prevent distractions
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Technology
EnablerPeople Analytics
Multiple
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Gig Economy
Workers
The Brody WorkLounge settings support views to the
outside and shield distractions. The Bivi workbench
provides boundaries between individuals to allow for
focused work.
1. Screen eliminates visual distractions
2. Adjustable table orients user to work
3. Light illuminates personal content
4. Ottoman enables ergonomic wellbeing
Source:360 Magazine 2015 Think Better
34
Design Ideas to stimulate regeneration and inspiration
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
This social zone, placed at an intentional crossroad, hosts
a variety of nurturing activities: grabbing a cup of coffee,
taking a few minutes to be mindful, having a relaxed
conversation with coworkers or simply taking a deep
breath to recover brain energy.
1. A fireplace surrounded by natural wood encourages
calm contemplation and is also a hub for quiet
conversation.
2. The Visalia Lounge chair by the fireplace creates a
calm contemplative place for reflection.
A coffee bar provokes serendipitous
encounters and conversations, while a
media wall invigorates the mind with
interesting company information and
news from around the world.
Easy access to colleagues, nourishment and places to rest the mind
helps cognitively-overwhelmed workers gain a new perspective.
Source:360 Magazine 2015 Think Better
35
Design Ideas to stimulate Activation
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
These settings incorporate opportunities for movement—
whether a stand-up brainstorm session or a walk during a
conference call, this activity refreshes the mind as well as
the body.
1. This private retreat supports an
immersive experience and
connection to nature.
2. A Walk station Treadmill Desk can
stimulate the brain through
movement while doing routine
tasks.
Physical activity has proven to stimulate the brain. Provide easily accessible settings that encourage
workers to move throughout the workday to activate their minds and also take care of their bodies.
Source:360 Magazine 2015 Think Better
36
Workspaces to boost Collaboration - Microsoft
Workplace
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Workspace
DesignAgile Leadership
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EnablerPeople Analytics
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Gig Economy
Workers37
Microsoft workplace analytics group worked
with CBRE to calculate the cost savings
associated with relocating a 1,200-person
Microsoft engineering organization from five
buildings into four other buildings. This resulted in
more employees per building – and fewer
buildings to travel between , a moved
hypothesized to increase collaboration.
Research revealed challenges in four key areas:
• communication in planned meetings,
• ad-hoc conversations,
• awareness of teammates and their work, and
• building trust relationships between
teammates.
Research corroborated classic facts as
• People located closer in a building are more
likely to collaborate
• A distance of 100 feet may be no better than
several miles
• Even at short distances, 3 feet vs. 20 feet,
there is an effect of decreased collaboration
with increased distance
IMPACTAlong with CBRE, Microsoft
analyzed the metadata attached to
employee calendar items in order to
calculate the travel time associated
with meetings before and after the
office move and converted this
difference into monetary savings
based on time usage. As a result of
the relocation, each employee spent
a few minutes less walking to each
meeting — a 46% reduction in travel
time per meeting that, when added
up, resulted in a combined total of
100 hours saved per week across all
1,200 employees involved in the
move. This resulted in an estimated
cost savings of $520,000 per year in
employee time and increased
collaboration within teams.
Reinventing Workspace - Airbnb
• Built around Behavioral Patterns
• Kindergarten styled landing spots
(teams of staffers can drop off their
things in the morning and charge
gadgets overnight)
“In a typical environment, the cubicle is
your world and the rest is the company’s
world, and they’re very territorial about the
cubicles. We wanted to evaporate that
territorialism and turn it into a collective
place.”
- Aaron Harvey, Airbnb’s lead internal
environments designer
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Source: Wired Magazine
Corporate Wellness Programs
A 2013 report by the National Business Group on Health
and Towers Watson discovered that companies that invest
in their employees’ health report superior business results.
The talent and career management company, Right
Management, found that company performance rose 2.5
times in companies with “well-managed” health and
wellness programs.
According to a survey of business leaders conducted by
the Health Enhancement Research Organization in 2015,
90% of the business leaders surveyed believed that health
had a very significant or significant influence on productivity
and performance.
Source: ADP- Employers See Wellness Programs As Key To Improving Employee Health
And Containing Rising Healthcare Costs 2012
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Gig Economy
Workers39
Corporate Wellness Program – Johnson and Johnson
Source: Johnson & Johnson 2015 Citizenship and Sustainability Report
• J&J established its wellness program in 1979.
• Leaders of the company indicate cumulative savings
of approximately $250 million in health care costs
between 2000 and 2010.
• During the period of 2002 to 2008, the return on
investment was $2.71 for every dollar spent on the
program.
• J&J has shown its commitment to the program from
top leadership of the company and the initiative has
been built into the culture throughout the organization.
• They understand their employees’ internal motivations
and have created a program that is intended to be
lifestyle-oriented and relevant.
Workplace
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EnablerPeople Analytics
Multiple
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Gig Economy
Workers40
Corporate Wellness Program- SAS
• SAS offers a wellness program that includes a recreation
center, on-site health services, and campus trails.
• The recreation center, which features a large swimming
pool, is used by 70% of employees at least twice a week.
• About 90% of employees used the on-site health services
and 73% chose the center for primary care in 2009.
• The company saved $1.41 in health plan expenses for
every dollar it spent to operate the on-site health care
center in 2009, for a total of $6.6 million.
• SAS recognizes an additional benefit of an average of
approximately two fewer hours of work that employees
missed per visit by using on-site health services.
Workplace
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DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
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Gig Economy
Workers41
Corporate Wellness Program- Wearables
Providing employees with discounts on the purchase of
wearable fitness trackers is a great way to increase
participation in corporate wellness programs and can give
companies aggregate information about employee health data.
With the use of wearables, such as Fitbit, companies can now
easily orchestrate fun competitions that can boost engagement
in the wellness program.
IBM’s VP of benefits found that after giving Fitbits to 40,000
employees 96% of them routinely logged their health data and
63% continued to wear their devices months after a company
step challenge ended.
Appirio bought Fitbits for approximately 400 employees. Using
the data from the devices, the company was able to convince
Anthem to cut 6% of its annual health insurance cost.
Workplace
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WORKSPACE DESIGN – Health Risks
10%
50 to
70%
25%
Workforce is taking
antidepressant
Of primary care doctor visits are
for stress
Workforce are overweight but
more than 40% are obese (body
mass index of 30 and above)
90% Drop in enzyme catalyzed fat
breakdown when sitting
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
A British BBC/University of
Chester study found that
both heart rate and energy
expenditure were raised
significantly by standing
work and that sit-stand
desks were effective in
generating more favorable
movements in blood
glucose, calorie
expenditure, and heart rate
metrics.
43
Wellness Plan Don’ts
• Conduct health risk assessments without
providing resources to help employees
change their behaviors.
• Begin short-lived campaigns like a one-time
pedometer challenge
• Hire different vendors to address different
issues, which causes overlapping or
duplicated work.
• Direct employees to their insurance
company’s health plan website and call it a
day.
• Rely only on financial incentives to motivate
people to change their behavior.
Build an Emphasis on Health into Your Culture
Gain Support from Top Leadership
Include Employees at All Stages
Communicate Frequently, Varying the Message
& the Way The Message Is Delivered
Develop Incentives That Appeal to Employees
& Help Provide Internal Motivation for Change
Seek Feedback Frequently & Alter Program to
Increase Engagement
Measure Return on Investment and Value of
Investment
Wellness Plan Playbook
Workplace
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EnablerPeople Analytics
Multiple
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Gig Economy
Workers44
AGILE LEADERSHIP
45
THE AGILE LEADER OF THE FUTURE
Be Transparent
• When in doubt, share
• Walk the walk
• Admit mistakes
Model Behaviors
Be Accountable
• Set a good example
• Offer constant and immediate
feedback
• Think beyond finding a
technology solution
Be Intrapreneurial
• Create a culture of innovation
• Believe in experimentation
• Give credit where credit is due
Be Future Focused
• Embrace disruption
• Step out of your comfort zone
• Watch for change
Be Team Intelligent
• Identify great team leaders
• Accelerate team performance
• Examine how to impact key
HR processes through the
team lens
Be Inclusive
• Talk inclusiveness up
• Encourage diverse opinion to
be shared
• Host events that put new
perspectives on display
Be People Developer
• Be comfortable going beyond
traditional learning providers
to integrate consumer learning
• Seek opportunities to enable
peer – to – peer teaching
• Share your own learning
journey
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
Enabler
Data driven
recruiting
Multiple
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Gig Economy
Workers46
Agile Leadership – People Development AT&T’s Vision 2020
• Ambitious Corporate Education
Program to help employees
modernize their skills.
• Challenging endeavor since
• Average tenure at AT&T is 15+
years
• Many employees don’t have
experience writing open –
source software or casually
analyzing terabytes of customer
data.
• AT&T reimburses up to $8,000 a
year in tuition.
• A year into the program, over half
of the workforce, mostly
managers, has started training,
sometimes with dozens of short
online courses.
• Launched Online Masters of
Science in Computer Science in
collaboration with Udacity &
Georgia Tech
One of my co-workers has been
looking at the same database for 20
years. It sounds harsh, but if she
doesn’t adapt, there won’t be room for
her.
Eboni Bell, 24,
product manager for smartphone software in
AT&T Atlanta office
Workplace
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DesignAgile Leadership
Technology
Enabler
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Multiple
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Gig Economy
Workers 47
Agile Leadership – Rethinking Performance Reviews (Adobe®)
“If performance evaluations
were a drug, they would not
receive F.D.A. approval,” he
said, because “they have so
many side effects, and so
often they fail.”
Bob Sutton
Stanford Professor and Co-Author of
SCALING UP EXCELLENCE
SITUATION
Annual reviews required
80,000 hours of time from the
2000 managers at Adobe
each year, the equivalent of
40 full-time employees. After
all that effort, internal surveys
revealed that employees felt
less inspired and motivated
afterwards—and turnover
increased.
IMPACT
• Bolsters accountability
• New system less cumbersome than older ones
• 78% of employees report that their manager is open to feedback from
them, a sizeable improvement over past surveys.
• Involuntary departures have increased by 50%
• Voluntary attrition at Adobe has dropped 30%
ACTION
In 2012, Adobe Inc. moved from yearly
performance rankings to
frequent “check-ins” where managers provide employees
targeted coaching and advice.
Workplace
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DesignAgile Leadership
Technology
Enabler
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recruiting
Multiple
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Gig Economy
Workers 48
Agile Leadership – Be Intrapreneurial
Obstacles
getting in
the way of
entreprene
urial
thinking
Intuit’s recipe for Intrapreneurial success• Make it easy to conduct the first experiment
• Add structure to unstructured time
• Support, don’t control
• Value “Return on Intelligence”
• Create supporting stakeholders
Workplace
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DesignAgile Leadership
Technology
Enabler
Data driven
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Multiple
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Gig Economy
Workers 49
THE AGILE LEADER OF THE FUTURE - Enablers
Role Modeling the Culture
Key Questions to be asked• How important is it to you that your leaders model the
company culture?
• Are your leaders role-modeling the culture?
• How often do you see examples of your organizations
tolerating behaviors that do not reflect the stated
company culture?
Key Questions to be asked when business
expands/scales up
How do you protect your culture when you will have more
employees two years from now than you have hired
cumulatively over the last six years?
Screen for cultural fit
during hiring process
Workplace
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DesignAgile Leadership
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Multiple
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Gig Economy
Workers 50
TECHNOLOGY
DRIVEN WORKPLACE
EXPERIENCE
TRANSFORMATION
51
Workplace Experience Transformation – Technology as Enabler & Disruptor
Enabler of WorkflowCommunication Collaboration
Digital Motivation fostering
Engagement
PwC Multipoly allows job candidates
to see just how ready they are to work at
PwC by placing them on teams and
presenting them with business problems
similar to those they would encounter on
the job. After a simulated job interview,
candidates can try out roles such as
consultant, senior consultant, and
manager. Job candidates tap into their
business acumen and digital skills to
play the game.
Results• 190% Growth in Job
Candidates
• Increased Time Learning
about PwC in Job
Process
• 78% of Those Who
Complete Interested in
Working With PwC
• Best HR Project for 2014
Workplace
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DesignAgile Leadership
Technology
Enabler
Data driven
recruiting
Multiple
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Connected Workplace
Workplace
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DesignAgile Leadership
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Enabler
Data driven
recruiting
Multiple
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Gig Economy
Workers
Current Device Usage• The majority of professionals
(Gen X, Gen Y and HR) use
two to three work and
personal devices in their daily
lives.
• If forced to choose one
device, the largest proportion
of Gen X, Gen Y and HR
professionals (about 40%)
would select a laptop for both
work and personal use.
Use of Applications• The vast majority of
professionals (92%) have less
than 20 work-related apps on
their smartphones.
• While one quarter think websites
will always be prominent, roughly
4 in 10 professionals believe one
day websites will disappear and
be replaced by apps,
Advanced Note-Taking• Though most professionals
continue to use the traditional
note-taking method of using a
notebook, 13% use smartphones
to take notes during meetings
• The largest proportion (39%) of
Gen Y professionals who use a
technology-driven device to take
notes indicate doing so using
Microsoft Word, distantly
followed by Google Docs.
Greater Work Flexibility• The majority of
professionals believe an
organization that has
adopted a flexible, mobile
and remote work model
has a competitive
advantage
• The majority of
professionals would not
be willing to accept a pay
cut in return for greater
work flexibility
Current Work Life• Though somewhat evenly split,
slightly more professionals believe
there should be a traditional time
(9-to-5 Workday) for work and time
for personal life.
• Overall, Gen Y professionals who
have the opportunity to work
remotely are more likely to prefer
working from the office, relative to
their Gen X counterparts.
Super tasking• Among self-described
Supertaskers, Gen Y
professionals were slightly
more likely to indicate they
Supertask best on a
smartphone than Gen X
professionals.
Source: 2014 Cisco Connected World Survey
53
Technology driven Workplace Experience Transformation - Gamification
Engagement
Collaboration
DR
IVE
Using Gamification• Think Strategy First
Identify and articulate
specific business
objectives you are trying
to achieve with
gamification.
• Understand what
motivates your
employees
Gamification is 75%
psychology and 25%
technology
• Engage employees at
the emotional level
More than points,
badges and
leaderboards,
gamification engages at
a core emotional level.
• Gamification to train its 75,000 workers on safety
procedures
• Partnered with Axonify for a six-month pilot in 2012
with 5,000 Walmart logistics workers in 8 distribution
centers.
• 54% decrease in incidents among 8 DCs used in pilot.
Walmart uses short burst of
gaming to reinforce safety training
ILL
US
TR
AT
ION
S
• Retail store rep faced on an average 12 new phone
launches each month. Amount of knowledge a store rep
has to retained was huge.
• Training – combination of traditional paper based and 6
min video burst
• Better knowledge retention and an estimated savings of
$5 million across Verizon Wireless retail stores.
Verizon Wireless experiments with
hybrid training model
Workplace
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DesignAgile Leadership
Technology
Enabler
Data driven
recruiting
Multiple
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Gig Economy
Workers54
Appification of Work – Enterprise Mobile Apps for Manufacturing companies
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
Enabler
Data driven
recruiting
Multiple
Generations
Gig Economy
Workers
Enterprise App for a
Manufacturing company• The key to creating
enterprise mobile apps is
following a structured
process to analyze an
organization’s
manufacturing-related
processes and systems in
order to prioritize and
aggregate the features
and functionality of the
role-based apps
• This structured process
allows businesses to
rationalize what is
important and create a
roadmap for various apps
that drive maximum
benefit and adoption.
• More importantly, the
process needs to consider
the existing ERP/ legacy
landscape and leverage
this back-end
infrastructure.Source: 2011 Cognizant 20-20 Insights
55
Appification of Work – Enterprise Mobile Apps for Manufacturing companies
Workplace
Experience
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DesignAgile Leadership
Technology
Enabler
Data driven
recruiting
Multiple
Generations
Gig Economy
Workers
Source: 2011 Cognizant 20-20 Insights
3 Types of Mobility Play• Business Effectiveness
Mobility Play
• Business Transformation
Mobility Play
• Disruptive Business Model
Mobility Play
o A field sales app
o A retailer/distributor
app
o A consumer app
56
Engaged Leadership(case of IBM® Connections)
IBM Connections is a market-leading business social
network platform that can help you:
• Empower people. Innovate anywhere—mobile, web
and desktop, even offline.
• Engage people. Filter out the noise and illuminate
ideas.
• Inspire innovation. People-centric platform allows
ideas and communities to thrive.
• Trust people and extend technology. Safely
collaborate with customers and partners, bringing
them into the conversation.
Key Takeaway:• Take a thoughtful approach in utilizing the
multitude of digital tools to listen to your employees
in a focused way, share ideas and engage with
your workforce more effectively.
• Do not chase every bright shiny app or platform
that comes along.
Workplace
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Action Points
Workplace
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DesignAgile Leadership
Technology
Enabler
Data driven
recruiting
Multiple
Generations
Gig Economy
Workers
Regardless of industry, technology is enabling,
enhancing, advising and disrupting jobs.
Lesson for HR professionals• Stay on top of these technology shifts in order to
avoid the dreaded skills gaps that leave people and
technology underutilized.
• If employees are undertrained and unable to take full
advantage of the current technologies within a
company, the benefits of that technology decrease
significantly, and the employee is no longer capable
of achieving maximum potential at the company.
• If technology is underutilized, then so are employees,
and this can lead to an erosion of resources, morale,
jobs, and ultimately efficiency
Myself• How could I avoid being disrupted in my job?
• Who could introduce me to new apps or technology that could I use to
improve my productivity?
• What do I need to learn to be prepared for intelligent technologies in
the workplace?
My Team• What technologies and wearables should we be experimenting with
next year?
• What new technologies did we pilot in our workplace in the past year
and with what results?
• What intelligent technologies (apps, wearables, AI, Internet of things,
machine learning) can we envision being used inside our organization
and for what purpose?
• How could we push further on reshaping our work behaviors using
technology?
My Organization• How could we use technology to make better business decisions?
• What roles are prone to technological unemployment in our
organization over the next two to three years?
• What roles will be enhanced or created because of the new
technologies we are bringing into the organization?
• What new job roles will technology create in our industry?
58
PEOPLE ANALYTICS
59
Identifying Employees with Leadership Potential
Data Analytics Driven Approach• Examine the relationship between employee feedback,
collaboration and performance by tracking “cheers”
employees send to each other to recognize good work.
• Findings from study conducted jointly by Microsoft Workforce
Analytics and TINYpulse supported the notion that as people
collaborated more with colleagues, they were recognized
more by others at work.
• TINYpulse provided Microsoft with a list of the top-performing
employees it identified as those with high leadership potential.
The list was matched with email and calendar behavioral
data, and then anonymized and aggregated.
Findings
• High performers spent nearly four hours more per week
collaborating internally rather than externally, and this group
had larger internal networks (an average of 27 connections),
indicating they are more influential within the company than
their peers.
• High-potential individuals in the go-to-market group spent
34% more time with product and engineering groups than the
team average.
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EnablerPeople Analytics
Multiple
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Workers60
Source: Korn Ferry Assessment of Leadership Potential
Seven signposts of potential
“By analyzing this data, we were able to quantify the specific behaviors
behind high-performing groups being flagged for leadership
development and management opportunities. Understanding
the how behind improved performance helps us identify the right
behaviors to encourage and reward, which means development
opportunities are open to more people.”
David Niu, CEO, TINYpulse.
Data – Driven Recruiting Ecosystem (Trends)
Key TrendsRecruitersIn the United States, the use of
Mobile apps are expected to
increase the most for recruiting.
Outside the United States,
social media is the top recruiting
method expected in coming
years.
Job Seekers• At every age, job seekers
are looking for convenience
• There are significant barriers
to applying to jobs on mobile
• People want to take their job
search with them
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Data – Driven Recruiting Ecosystem (Social Media)
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EnablerPeople Analytics
Multiple
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Workers
Snapchat, used by over 200 million users on a monthly
basis, is making headway among employers as a tool for
building a company’s employer brand in the recruiting
process. For employers, Snapchat allows a company to
give candidates access to live events (like an industry expo
or your company’s sports day) or to post new job openings
to the company’s Snapchat followers first. It is simple,
highly personalized, and adds value to the recruiting
process.
Applicant tracking systems from providers
like Boston-based Workable are now
capable of automatically aggregating links
to candidates’ social media profiles,
providing employers with a fuller view into
all of their candidates’ social media activity
to help source passive candidates and
pre-screen job applicants.
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Data – Driven Recruiting Ecosystem
Recruiting Scrum Master• Breaking down massive hiring
needs into incremental and
iterative steps, where the
highest value hiring challenges
are addressed first for the
customer
• Through conducting daily scrum
meetings, recruiters are able to
deliver talent needs and
business objectives within two
to six weeks versus the average
10 to 15 weeks.
3 New HR Roles To Create A Compelling Employee Experience
People Analytics Director
• Examines risk factors like location,
compensation, employee engagement
sentiment and even manager engagement at
the aggregate level for both a country and
job role. Deploy Machine Learning to
understand factor propensity
• Identification of employee groups in key job
roles at risk of finding opportunities outside
of IBM and a program of thoughtful manager
intervention to prevent departures.
• $130 million cost saving by avoiding
inevitable costs of hiring and training
replacements
Head of Employee Experience• Forging an emotional connection
between Forrester employees and the
Forrester brand.
• Working on a range of projects from
examining how to use Glassdoor and
other employer rating sites to
strengthen the brand to creating
awesome employee experiences
across the employee life cycle, from
new hires to long tenured employees.
• Exploring how Forrester alumni can
advocate for the company’s employer
brand
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EnablerPeople Analytics
Multiple
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Gig Economy
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Data – Driven Recruiting Ecosystem – Case of Aquent® & LinkedIn®
Aquent® launched MOOC Program, Gymnasium• Draws on the connotation of the gym as a place for fun,
applying it to digital training via a series of “workouts”.
• With its approximately 56,000 registered users, Aquent®
matches the employee skill sets that employers say they
need with classes offered by Gymnasium
• Smart Sourcing by
o Using training to identify the best talent
o Leveraging MOOCs to source the right type of candidate for the organization’s skill needs.
o Following its first year of offering a range of
Gymnasium MOOCs, the company saw a 10-times
return on the program’s investment.
LinkedIn® Spotlights• With Spotlights, recruiters can surface much of the sought-after
results without needing to “hand-crank” the analytics each time.
• Spotlights vary based on the different types of candidate
relationships and interactions on LinkedIn. Examples of
spotlights include:
o Who is open to new opportunities
o Who has company connections
o Who's engaged with your talent brand
o Who your competitors target
o Who hasn't changed roles in a few years
• 3x response rates during LinkedIn’s targeted search
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EnablerPeople Analytics
Multiple
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Gig Economy
Workers
Data – Driven Recruiting Ecosystem (Employee Referrals)
The majority of employers find that referred
employees outperform other employees on most
aspects of overall company fit, which is highly valued
by employers when evaluating applicants.
Overall, referred employees are more satisfied with
their current job over the job they had previously in
which they were not referred.
As referred employees work longer at a company
(more than five years) their satisfaction with how they
fit within the company’s culture and their ability to fulfill
job requirements tends to increase
Referred employees also tend to refer others. Almost
two-thirds of referred employees have referred at least
one person to an open position at their current
company.
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EnablerPeople Analytics
Multiple
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Gig Economy
Workers
Data – Driven Recruiting Ecosystem (Corporate Alumni Network)
Reasons to invest in a Corporate Alumni Network• The Alumni Network Helps You Hire Great People
• Alumni Provide Useful Intelligence
• Alumni Refer Customers
• Alumni are Brand Ambassador
• Individuals who return to previous employers cost
about half as much to bring on board as new hires.
• While only 15 percent of employees said they had
boomeranged back to a former employer, nearly 40
percent said they would consider going back to a
company where they previously worked. (As per
survey conducted by WorkplaceTrends.com)
“The benefits of the Accenture Alumni Network range from
building a sense of community, networking, recruiting former
employees as potential boomerang employees, engaging
alumni to be brand ambassadors and of course, business
development.”
Katya V. Meza-Doyle, director of Global Alumni Relations at
Accenture
LinkedIn now hosts over 118,000
corporate alumni groups,
including 98 percent of the
Fortune 500. Yet surprisingly,
most of these alumni groups have
little to no relationship with
their former companies.
A wake-up call for
companies to explore if there
is a volunteer alumni network
already in existence and to
take the leadership of this and
use it for the company’s
strategic benefit.
66
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
Data – Driven Recruiting Ecosystem (Transparency with Job Seekers)
IBM asked Millennial Corps (The IBM employee affinity group
for millennials and those with a millennial mindset) 4 simple,
yet powerful questions about candidate perceptions during
recruiting and we took their guidance to make enhancements.
• If you had 30 seconds to sell your friends on why they
should work for IBM, what would you say?
• What programs or support should IBM provide to help you
build your career?
• What can a manager do to make you more engaged and
excited about working for IBM?
• What manager actions or behaviors inspire you to perform
your best?
The feedback pointed to new directions IBM could
take during the recruiting process, such as
• focusing more on storytelling,
• hearing firsthand from recent IBM hires, and
• creating a differentiated value proposition for each
employee segment.
#IBMTechTalk and #InsideStory were the direct
result of these employee listening campaigns. With
this kind of information at the fingertips of the
recruiting teams, IBM is able to create stronger
messaging to prospective employees.
67
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
Data – Driven Recruiting Ecosystem
Data Analytics
Talent
Acquisition
“The relationship with the hiring manager is
the number one driver and four times more
important than any other performance driver.”
Jill Larson
SVP of Strategic Talent Acquisition, CISCO
4 new capabilities recruiters must
build in their skill set• Be Data Driven
• Possess a deep organizational
knowledge of the business and
industry they operate in
• Understand the growing importance
of employer rating sites
• Commit to become a brand
ambassador for the company
Role of a recruiter transforms
Filling job specs Talent Advisor
68
MULTIGENERATIONAL
WORKPLACE
CHALLENGES
69
Tap the Power of Multiple Generations
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
Future Workplace Survey Results
• 37% of millennials admit that it is difficult to manage people
who are older than they are.
• 45% of boomer and Gen Xer respondents indicating that
millennials’ lack of managerial experience could have a
negative impact on a company’s culture.
Recommendations
Leaders will need to move beyond focusing on generational
differences to build generational intelligence, tapping the power
of multiple generations to provide insights into launching new
products, services, and markets.
When you were born definitely makes a difference
70
A Typical Exchange
A typical exchange between a millennial and his
team members using an anonymous online feedback
tool
Millennial: “What’s one thing I can do to be more
successful in my role at the company?”
Feedback 1: “Hey, it’s Joe, your manager: Ask for
more feedback from other members of your team.”
Feedback 2: “You tend to leave things to the last
minute. Plan your time better and start earlier.”
Feedback 3: “You cut people off when you get
excited about your ideas. It comes across as
disrespectful whether you mean to be or not.”
Millennial: “Great suggestions, everyone. Will
create a space on our team site where I will post
early drafts of my project plan and get your input. I’ll
demo at our next meeting.”
Tap the Power of Multiple Generations
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers71
Workplace Generational Intelligence Framework
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
The IBM Institute for Business Value conducted
a survey of 1,784 multiple-generation employees
across 12 countries
18%
19%
20%
21%
22%
23%
24%
% of respondents that want to work in areas they are passionate about
Millennials Gen Xers Boomers
Millennials are expressing a desire for student loan debt repayment while generation Xer’s want
help with saving for college for their children. Forward-looking companies are recognizing this and
adapting differentiated talent management strategies on personal, team, and organizational levels.
72
Myths & Facts about Millennials
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
0% 5% 10% 15% 20% 25% 30%
Make a positive impact on myorganization
Help solve social and/orenvironmental challenges
Work with a diverse group of people
Baby Boomers Gen X Millennials
Myth 1Millennials’ career goals and expectations are
different from those of older generations
Fact: Millennials place much the same weight on
many of the same career goals as older
employees do.
35% 35%
29%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Ethical and Fair Transparent andreadily shareinformation
Recognizes myaccomplishments
34% 36% 38% 40%
Attend a third - party sponsoredconference/event
Attend in-person classroomtraining
Work alongside knowledgeablecolleagues
56%
64%
49%
0%
10%
20%
30%
40%
50%
60%
70%
Millennials Gen X Baby Boomers
Myth 2Millennials want constant acclaim and think
everyone on the team should get a trophy
Fact: Millennials want a manager who’s
ethical and fair. They think it is less important
to have a boss who recognizes their
accomplishments.
Myth 3Millennials are digital addicts who want
to do everything online
Fact: Millennials’ top three preferences
for learning new skills at work are
physical and not virtual.
Myth 5Millennials are more likely
than others to jump ship if a job
doesn't fulfill their passions
Fact: Employees of each
generation share the same reasons
for changing jobs. (Top reason:
More money and a more creative
workplace)
Myth 4Millennials, unlike their older colleagues,
can’t make a decision without first
inviting everyone to weigh in
Fact: Millennials place much the same
weight on many of the same career goals
as older employees do.
73
Understanding Generation Z
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
Key Attributes
• Born in 1995 or later, makes
up 25.9% of the U.S.
population and contribute $44
billion to the economy.
• By 2020, will account for one
– third of the U.S. population
• Compared to Millennials, Gen
Zs are
o Less Attention Span
o Better Multi-Taskers
o Bargains
o Full of Early Starters
o More Entrepreneurial
o Higher Expectations
o Big on Individuality
o More Global
Personal Expectations –
Deliberate and Goal-Oriented
Learning
• Wants to build skills early
• High preference for mobile
learning
• Interest in developing a range
of actionable skills
• Visually Oriented group which
gravitates to learning via
outlets such as YouTube
• Goal oriented learning led to
formation of startups such as
Hack Club to promote coding
skills among school students
Within Teams: An
Experimental Mindset
• Questioning the value of
higher education
• According to research by
Universum, among a global
sample of 49,000 Gen Zers,
55 percent say they are
interested in starting their own
company.
• When asked if they would join
the workforce instead of
pursuing a college degree, 15
percent in North America said
yes, and 47 percent said
maybe.
Questions to ask
about Gen - Z
• What can we show Gen
Z (video, infographics) to
convey our employer
brand?
• What opportunities could
we provide for Gen Z to
learn in a self directed
way?
• Could our organization
create opportunities to
recruit local Gen Zers to
job – shadow key
managers in our
organization?
• How could we develop
partnership programs
with secondary schools
in our area to build
career discussions with
Gen Zers?
74
Understanding Generation X
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
Key Attributes
• Youngest are 36 and oldest 52
• Demography’s long –
neglected “middle child”
• 46 million in United States
• Makes up the bulk of potential
successor for many
management jobs
• Independent, tech-savvy,
pragmatic and competent
• Strives for the work-life
balance
Personal Expectations:
Customization of Job and
Benefits
• Increasingly interested in
workplace flexibility
• Expect more innovation in
policies customized to retain
Gen Xers such as offering
contributions to 529 college
savings accounts
• Since Gen Xers are in the
prime of their careers and
prone to job hopping, this
could be a smart move for
companies.
Within Teams: Structured
Development Opportunities
• New focus on retaining Gen
Xers and keeping them
engaged with the company
either through customized
benefits or structured
company development
programs.
• JetBlue Scholars program,
which acknowledges talented
Gen Xers who have amassed
both job experience and
certifications at the company
but do not have a college
degree
Questions to ask
about Gen - X• Is our organization
tracking the retention of
Gen Xers? What are we
learning over time?
• Are there opportunities
to create stretch
assignments for high-
performing Gen Xers?
• Could our organization
offer customized
benefits to help with the
education of their
children or the elder care
of their parents?
• What could we do better
to address the specific
mid-career challenges of
Gen Xers through more
online continuing
education opportunities?
75
Understanding Boomers
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
Key Attributes
• Individuals born between 1946
and 1964
• Most experienced
generational cohort in the
workplace
• Only 48 percent of Americans
aged 60–75 have saved
enough to live comfortably in
retirement
• Many older Americans will
stay employed longer out of
financial necessity
• Remain working for the
intellectual challenges, sense
of continuity and identity.
Personal Expectations: Opt – In
Learning and Development
Opportunities
• Highly adaptable workers and
respond particularly well to
opt-in learning opportunities
and temporary in-house job
rotations
• MasterCard Career Mobility
Centers allow employees to
work on company projects that
are not associated with their
daily roles. Smart Steps,
allows managers to post the
details of a project in the
system.
Within Teams: Younger
Manager–Older Worker Training
Perceived as generational
conflict, yet many boomers see
reporting structure as a
partnership
TD Ameritrade recently launched
a recruiting program called “Grey
Is the New Green,”, to recruit
boomers for new jobs.
Questions to ask
about the Boomers
• How to best leverage
their knowledge and
experience while
providing them ways to
continue to contribute in
the workplace, and
when they are ready to
exit, to pass along their
institutional knowledge?
• Is our organization
conducting enough
workforce analytics to
estimate the percentage
of boomers eligible to
retire in the next two to
five years? What are we
doing about this
expected exit of
boomers from the
workplace?
76
Dealing with multi-generational workforce
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
Do: • Experiment with
mixed-age teams and
reverse mentoring
programs that enable
older, experienced
workers to interact with
and learn from younger
hires
• Develop incentive
plans that reflect where
your employees are in
their lives
• Conduct regular
human resources
surveys to get a pulse
on your employees’
demographics and
needs
Don’ts:• Bother with generation-
based employee affinity
groups — they
generally reinforce
stereotypes
• Act like a top-down
manager — forge
partnerships with
employees of different
ages and encourage
them to share their
opinions
• Assume you already
know how to motivate
employees who are
older or younger — ask
them what they want
out of their professional
lives
Illustrative Example
Hey Mentor,
Tomorrow afternoon I’m presenting our Q4 forecast to the board
of directors. I am delivering some bad news and am quite
nervous. In fact, I’m VERY nervous! Can you help?
The mentor might respond:
Hey Mentee, I got your message, and you should know that I
have done literally hundreds of presentations—of good news
and bad.
When I have bad news, I like to present a benefit/cost analysis
of the news. I have found that quantifying it takes away the
subjectivity of the message (and the messenger) and allows all
parties to focus on what they can do to fix it.
Go there with a mitigation plan, i.e., some potential solutions to
your bad news. I have found that boards like to make decisions,
so giving them a set of options to choose from is great!
Finally, rehearse your presentation with someone. Let whoever
is your audience be very critical of you. That way the real
experience will be much easier.
Good luck, and let me know how it went.
77
RISE
OF
GIG ECONOMY
78
Gig Economy
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
of American workers in 2015 were
accounted by freelance workers,
totaling nearly 54 million people and
contributing $7 billion to the U.S.
economy. (Study by Freelance Union)
34%
of top-performing firms say that 20% or
more of their labor force is already
composed of freelancers. These
freelancers bring valuable skills to
companies including: effective teamwork
(38%), problem solving (36%), and self
management (32%).
of the organizations believe their
contingent workforce is important to
their company’s success and growth.
(Study by Ardent Partners)
95%
58%
Five Freelancer Segments of the Gig Economy
79
Benefits of Gig Economy Workers
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
“Five years ago freelancing was kind of silly, what
the hipsters did out of college,” Mr. Du Val said.
“Now it’s much more of a serious thing.”
Taso Du Val, co-founder and CEO of Toptal
Rationale behind hiring freelancers• Hiring freelancers allows a company to quickly bring in new
expertise
• Employers often choose to hire freelancers because their
tasks, don’t necessarily fit in with the employer’s core
expertise, and it isn’t obvious that there would be years of
work for them to do.
• Mid-career professionals and senior professionals are two
segments of workers who can leverage their skills and
expertise into independent work.
• Millennials are also active participants in the gig economy,
but due to their age and experience levels, they tend to
have fewer skills and less expertise to offer employers.
Millennials work primarily in the on-demand economy, using
multiple technology platforms such as Uber, Etsy, Airbnb,
and TaskRabbit to find work and sell services.
80
Gig Economy – Strategic Direction
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
10 questions about how to source, manage, engage,
recognize, and reward the gig economy workers in your
company
1. How are we managing gig economy workers? Manually or via an
online platform?
2. Who is responsible for managing gig economy workers? HR?
Business unit leaders?
3. How could we onboard and integrate gig economy workers into
the organizational culture?
4. How could we reward and recognize gig economy workers?
5. Do gig economy workers receive holidays like full-time workers?
What if they earn more than full-time employees?
6. Could gig economy workers take advantage of mentoring,
coaching, and career mobility services?
7. What types of training and certification could gig economy
workers have access to?
8. What types of benefit or referral programs could gig economy
workers have access to?
9. How could we measure the performance of gig economy
workers?
10. What criteria could we use to evaluate the various online
freelance platforms?
HR Strategies To Manage Gig Economy Workers• Develop a strategic approach to sourcing gig
economy workers
• Define governance and success criteria for managing
gig economy workers
• Build a partnership between HR and IT to support and
manage a blended workforce
• Develop a range of strategies to ensure the
performance of gig economy workers
• Use analytic tools to optimize engagement of gig
economy workers
• Mitigate legal risk through systematic compliance
management of gig economy workers
81
The Future: What to Expect As The GIG Economy Workforce Grows
Workplace
Experience
Workspace
DesignAgile Leadership
Technology
EnablerPeople Analytics
Multiple
Generations
Gig Economy
Workers
• The gig economy is rapidly becoming the new normal
for how businesses organize work
• 64% of Millennials say they would like to occasionally
work from home, and 66% would like to shift their work
hours (London Business School & PwC study)
• Technology is making it easier, more convenient, and
increasingly affordable to find talented, experienced gig
economy workers. Third – party platforms like Upwork,
Field Nation, Toptal, Work Market, HourlyNerd are a
case in point
LinkedIn is offering LinkedIn Profinder, a freelancer-buyer matching service,
positioned as “The easiest way to hire top talent” with a menu listing 14
categories of white-collar skill sets ranging from accounting to writing and
editing.
Prevalence of Gray Talent
A 2015 survey by The Transamerica Center for Retirement Studies found that
nearly two-thirds (65 percent) plan to work past age 65 or don’t plan to retire—
ever.
Legal Implications
Courts have already started to wrestle with worker classification lawsuits that
are testing the applicability of existing labor laws for contingent workers.
82
RECOMMENDATIONS
83
Talent Acquisition Strategy
Help candidates discover you well
before they apply
The candidate journey starts early and has many steps. Invest in common
channels that candidates use before they apply to your jobs – your company
or careers site, online articles, social media page and your own employees,
just to name a few
Empower your employees to
recruit
Employee referrals are the most common channel through which candidates
discover and land their new jobs. Make employees aware of your open roles
and how your employee referral works. Equip employees to be brand
ambassadors for your company
Get specific about your
culture, values and careers
Empower employees to create content about your company’s culture and
values, what their typical day looks like. Revamp your job postings so that
they include a thorough description of work and culture – not just a checklist
of required experiences and pedigrees. Share the full picture of what a
career at the company could look like on your career site, your company or
career page on LinkedIn and other channels.
Recruit those who are most
likely to stay and succeed
Gone are the days when an employee stays in one company for their entire
career. Recruit purpose-oriented professionals who will likely stick around
longer. These are people who find personal fulfillment in their work and want
it to have a greater impact on the world. They are less motivated by status or
money.Source: LinkedIn 2016 Global Talent Trends 84
Employee Engagement
Communication of purpose –
driven narrative tied to company’s
mission throughout employee
lifecycle
• Carefully listen to employees to better understand what motivates employee
engagement
• Build reviews of your main employer rating sites into your people process.
Reach out to employees who were just promoted or have just completed a new
– hire onboarding program and invite them to provide their feedback
• Assign a team to analyze the data and provide insights to the organization on
actions to take in responding to employee feedback.
• Use the data from analyzing employer rating sites to inform your HR strategy.
• Capture content from employer rating sites to audit and authenticate your
employer brand so it is real and speaks to prospective and current employees.
Provide Flexibility
Example: American Express’s Blue Work ProgramIdentified 4 types of workspaces: hub, club, roam and home
• Hub based employees have jobs that require face-to-face time in one of
the company’s office locations.
• Club employees go into a hub office no more than three times a week,
because they either work part time or work some days from another
location, such as home, a client’s office, or another American Express
campus.
• Roam employees are almost always on the road or at customer sites
• Home employees are based in home offices.
Provide Purpose at Work
Example: SunTrust BankLighting the Way to Financial Well-Being Initiative
OnUp Movement: financial fitness program features eight learning
modules that help teammates and their families set and achieve goals
aligned to their values85
Employee Engagement
Intellectual Experience • “Mobile-first” strategy to provide learning content for employees
• Consumerization of HR to create a social, mobile, and consumer – type
experience
• Example: Qualcomm Employee App Store allows employees to access a
number of apps selected by the company. The Employee App Store numbers
more than 80 apps for learning, communication, health and wellness, news, and
virtual meeting facilitation.
• Facilitating and motivating employees to access curated, publicly available
learning instead of designing and delivering company-sponsored training
programs
Physical Experience
• Giving workers control over selecting the workspace that suits them
• Choice over where one works and the amount of privacy one feels in
the workplace are emerging as critical factors to employee engagement.
• Creation of community managers charged with providing a memorable
workplace experience through meet-ups, education programs, social
networking, frequent communications, and public recognition.
86
Business Function Rotation
Programs
• Rotations in different functions and locations within the same company has
always been a critical component of talent development. It costs about 20% of
an employee salary to replace that employee by an external hire. Hiring
managers should consider filling up positions with internal candidates,
especially the ones possessing crossover skillset and whose aspirations are
aligned with that of the organization. However employees are often reluctant to
accept such position because of the impact it will have on their families.
Communicating the benefit of accepting rotational stint through sharing real –
life anecdotes might address this concern.
Top Related