the future of employee engagement: hr’s critical role in driving business outcomes through an...
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The Future of Employee Engagement: HR’s Critical Role in Driving Business Outcomes Through an In-
Depth Understanding of Employee Sentiment
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Dave Weisbeck Chief Strategy Officer Visier
The Future of Employee Engagement: HR’s Critical Role in Driving Business Outcomes Through an In-
Depth Understanding of Employee Sentiment
The Future of Employee Engagement: HR’s Cri:cal Role in Driving Business Outcomes through an In Depth Understanding of Employee Sen:ment
Dave Weisbeck, CSO, Visier
DECEMBER 2015
Maximize your business outcomes, through your people
Analyze: Go from data to insights
Align: Go from insights to plans
Act: Go from plans to outcomes
Where are our recruiting bottlenecks?
How can we retain critical employees?
What if?
How well did we plan?
How do our total workforce costs breakdown in our plan?
Should I give my team
member a raise?
What are our total workforce costs and how are they changing?
How can we connect Total Rewards to our
bottom line?
How will turnover
impact our future
workforce?
Which workforce scenario will best meet our business goals and budget?
Where should we allocate people to
support the business?
Which Critical Talent is at risk of
resigning?
Who should I promote?
Workforce Analy:cs
Workforce Planning
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Enabling HR and your business with Visier could be the most impacPul
acQon you take in 2016.
How did we get here? A short history of employee engagement.
A Timeline to Engagement
How happy an employee is in their environment
Employee SaQsfacQon
Are employees loyal to the company?
Employee Commitment
70s and 80s 1990s
Will employees invest their discreQonary efforts into the company?
Employee Engagement
2000
What does it take to get the best work from employees?
HolisQc? Sustained?
2010
Changing SenQment
Manufacturing Economy Services Economy
Changing Workforce PrioriQes
A job and a pension My career. War for talent Freelance Economy? Skills for hire
A Timeline to Engagement
How happy an employee is in their environment
Employee SaQsfacQon
Are employees loyal to the company?
Employee Commitment
70s and 80s 1990s
Will employees invest their discreQonary efforts into the company?
Employee Engagement
2000
What does it take to get the best work from employees?
HolisQc? Sustained?
2010
IMPR
OVE
D BU
SINESS OUTC
OMES
Concept of ‘engagement’ conceptualized by Kahn (1990)
Harter et al. (2002) make first connecQon of “enthusiasm for work” to profitability
Saks (2005) first academic research to show connecQon of engagement to consequences
What is driving the need for a more engaged and produc:ve workforce than ever before?
Engagement Affects Business Outcomes
Source: Gallup
Work Units Comparing Top QuarQle Engagement to BoNom-‐quarQle
Companies with an average of 9.3 engaged employees for every acQvely disengaged employee in 2010-‐2011 experienced 147% higher EPS compared with their compeQQon in 2011-‐2012.”
“
We Haven’t Moved the Needle
Source: Gallup
Aging workforce
Decreasing labor supply, reducing producQvity
It is increasingly tough to find people
And it’s tough to keep them
30 years ago there were more skilled people than there were available jobs and employee turnover was around 4%. Today workers are in short supply, with an average turnover above 10%.
CEOs increasingly worried about finding key skills
Q: To capitalise on the top three global trends which you believe will most transform your business over the next five years, to what extent are you making changes to the following areas?
Talent Strategies is a top area of focus for CEOs
HR’s CriQcal Role
HR is the expert on organizaQonal dynamics
The intersecQon of leadership, culture, and engagement
a
a
a a
a
a
Leadership
CollaboraQon
Engagement
UNDERSTANDING WORKFORCE ENGAGEMENT
Why Engagement Surveys Aren’t Enough
The problem with engagement surveys: the “great engagement hoax”
Surveys have inherent bias, and only take a snapshot of engagement:
§ at the Qme of year the survey is delivered (employees focus much more heavily on recent events)
§ providing a self-‐assessment of perceived level of engagement
§ with the potenQal for gaming – how does what do you want to hear impact what you hear
§ and the results are only being seen by leaders months later
“Let’s be average”
Annual engagement surveys encourage companies:
§ To measure against the average
§ To treat benchmarks as goals § To be blind most of the year
Engagement surveys are lagging – not
leading – indicator of organizaQonal health, providing limited
value
BIAS IS INHERENT IMPACT ISN’T APPARENT
Four Challenges With Engagement Surveys
1. Recent events
2. Self-‐assessment & gaming
3. No insight into how to improve engagement
4. No connecQons to outcomes
How can we improve the engagement survey?
1. DisrupQng the engagement market with mobile & cloud apps
§ Mini “pulse” surveys § Real-‐Qme feedback
§ Up-‐to-‐the-‐moment results
Increase frequency, to overcome ‘recent event’ bias of annualized survey
An engagement survey report is not analyQcs.
The quesQon remains: What ulQmately engages, moQvates, and retains your workforce and how can you improve on it?
So much data, so liNle insight. Your transacQonal HR systems contain reams of data that, if connected and analyzed, can answer your deepest quesQons.
Workforce AnalyQcs is the art and science of connecQng data to discover and share insights about your workforce, leading to beNer decisions.
2. Measure Impacts to Engagement
Start with the basics: § Changes in Absenteeism, or employee segments with increased levels of absenteeism
§ Changing rates of Turnover in different employee segments § Safety incidents, and changes in frequency
Then progress to leading indicators:
§ DiscreQonary effort being applied outside normal hours, or to solve business or customer issues outside of regular tasks
§ Drop of in adhoc collaboraQve events such as meeQngs and projects
Measure behaviors associated with low engagement to determine if people say they are engaged, or if they are engaged
3. Measure Impacts to Business
Great workforce analyQcs look across all the hundreds of employee aNributes (taken from all your different HR systems) to answer the WHY and HOW quesQons like:
§ Why does a specific team or role have an issue with engagement?
§ What is the connecQon between engagement and performance or retenQon?
§ Is engagement driving resignaQons or absenteeism in a way that impacts business performance?
BIG DATA Techniques for Engagement
4. Uncover Root Causes
Great workforce analyQcs look across all the hundreds of employee aNributes (taken from all your different HR systems) to answer the WHY and HOW quesQons like:
§ What is the connecQon between engagement and performance or retenQon?
§ How can we measure the results of HR programs designed to drive engagement and, ulQmately, business outcomes?
§ Is engagement driving resignaQons or absenteeism in a way that impacts business performance?
Establishing the RelaQonship to Business Outcomes
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