9/11/2017

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Mega Trends Impacting HR and Business Leaders Now & In the Future

Kei th WWW – SaaS Di rector

THREE MEGATRENDS TO WATCH

E n g a g e m e n t g i v e s w a y t o t h e E m p l o y e e

E x p e r i e n c e

M o v i n g t o w a r d c o a c h i n g

c o n v e r s a t i o n s P e r f o r m an c e

T r an s f o r m at i o n

T h e W o r k f o r c e i s B e c o m i n g m o r e

F l u i d - t h e d a w n o f W o r k f o r c e F l u i d i t y

Optimize the Employee Experience

vs engagement initiatives

#1

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2

Optimizing the Employee Experience

Employee experience is the culmination of every conversation, every transaction, every interaction with person or machine

in the pursuit of one’s work.

Continuous Innovation – Re-imagine Pulse Surveys – Data Analysis

5

• 20-25% annual revenues in Research and Development

• 1/3 of Our Team is Development

• 1 Product = 1 Focus 3,400 Live Customers

• 30 MM Employees in the cloud

• > 97% Customer Retention

The Employee Experience Playbook

T E C H N O L O G Y

Smart Assistant Technology for your

People

C U L T U R E

Culture of Trust Through

Listening and Acting

L E A D E R S H I P

A New Role for

Managers

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Experience Matters

Companies that

emphasize the employee experience

grow profits as much as 3X faster than their competitors

*2015 Harvard Business Review (2013 CLC Study)

DESIGN A BETTER

EXPERIENCE!

Just like great customer

experiences, great employee

experiences don’t happen by accident. They have to be actively designed.

Source: Kerry Bodine, Independent Customer Experience Consultant

and former Forrester Research analyst

Designing the Employee Experience

C u l tu r e o f T r a n s p a r en cy ,

L i s ten i n g & Ac t i n g

Sm a r t As s i s ta n t Tech n o l og y

New R o l e fo r L ea d er s

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Research studies conclude that ‘on average,’ managers are worse at developing their employees than at anything else they do.

“If I could take all my training dollars for 2016, I’d put it toward manager training.”

- HR Directors

Leadership Development

“Top Focus”

Source: “How Your Brain Responds to Performance Rankings” – David Rock, Josh Davis, and Beth Jones – 10/14/15

ITS HARD TO PERFORM AT

YOUR BEST WHEN YOU DON ’T TRUST YOUR LEADER

9 out of 10 employees say trust

in a direct supervisor and their co-

workers is important to remain satisfied at work.

Open communication with their manager has the most significant direct effect on an employee’s sense of fulfillment.

… more than having clearly defined tasks!

MANAGER

COMMUNICATION IS FUNDAMENTAL

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5

A New Mandate

for Leaders

People don’t want to be ‘managed’ – they

want leaders who coach, listen to,

inspire, challenge, and communicate openly with them

Create Stronger Leaders

H e l p m an ag e r s b e c o m e b e t t e r L e ad e r s

M ak e f r e q u e n t & m e an i n g f u l C h e c k - i n s a p ar t o f w o r k l i f e

E n s u r e l e ar n i n g i s i n h e r e n t t o e v e r y d ay w o r k

M an ag e r i n v o l v e m e n t i s n o t o p t i o n a l

I t’s about Quality, Not Quantity

Source: Corporate Executive Board

Low HighIneffective

Effective

Daily Manager Time Spent on Development

Ma

na

ge

r D

eve

lop

me

nt

Dis

cu

ssio

n E

ffe

ctive

ne

ss

Less than

5 mins.

15-30

minutes

5-15

minutes

1-2

hours

30-60

minutesMore than

2 hours

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Employee Experience Playbook

C u l tu r e o f T r a n s p a r en cy ,

L i s ten i n g & Ac t i n g

Sm a r t As s i s ta n t Tech n o l og y

New R o l e fo r L ea d er s

L I S T E N I N G

Voice of the Employee (VoE), Culture,

& Surveys

U N D E R S T A N D I N G

Natural Language Processing of

Open-ended Responses & Text

A C T I N G

Real-time Results, Guided Insights &

Recommended Actions

Listen to the “Voice of the Employee” (VoE) and Follow Through with Action to Establish Trust

75% of employees

say having their work concerns addressed

affects their decision to stay longer.

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• Demonstrate follow-

through on survey findings

• Keep behaviors that

support your culture front and center for

your leaders

Employee Experience Playbook

C u l tu r e o f T r a n s p a r en cy ,

L i s ten i n g & Ac t i n g

Sm a r t As s i s ta n t Tech n o l og y

New R o l e fo r L ea d er s

1 in 3would quit a job if the

technology the company uses is outdated!

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Transition from Self-service to

“Smart Assistant” technology

THREE MEGATRENDS TO WATCH

E n g a g e m e n t g i v e s w a y t o t h e E m p l o y e e

E x p e r i e n c e

M o v i n g t o w a r d c o a c h i n g

c o n v e r s a t i o n s P e r f o r m an c e

T r an s f o r m at i o n

T h e W o r k f o r c e i s B e c o m i n g m o r e

F l u i d - t h e d a w n o f W o r k f o r c e F l u i d i t y

Transforming

Performance Management

Dynamic, ongoing, coaching-focused

#2

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What’s Wrong with Performance?

It’s Costly

$3,500 average cost per employee

x 1,000 employees

$3.5 million

It’s Broken

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Employees say it has a negative impact on their productivity

Managers agreeisn’t worth the amount of time spent

HR Leaders feel doesn’t provide relevant or accurate information

People Don’t Trust The Results

66% 95% 90%

JUDGMENT IS BIASED

The Idiosyncratic Rater Effect

of your rating of an employee is more a reflection of you

61%

Source: Ultimate Software, The Center for Generational Kinetics and Kelton Global Research, ©2015

Today’s Worker’s Demand Change

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A Way Forward for Performance

• From annual reviews to

continuous feedback

and coaching

conversations

• Develop the employee

and the manager

• Use your HR & Pay data

Focus on Leaders

Managers have the most direct and

greatest potential impact

Make Objectives and Key

Results and deliberate

conversations about goals

and progress natural and

inherent to work

Again: It does not have to be time

consuming, nor change compensation

Create A Culture Of Valuable & Frequent Feedback

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THREE MEGATRENDS TO WATCH

E n g a g e m e n t g i v e s w a y t o t h e E m p l o y e e

E x p e r i e n c e

M o v i n g t o w a r d c o a c h i n g

c o n v e r s a t i o n s P e r f o r m an c e

T r an s f o r m at i o n

T h e W o r k f o r c e i s B e c o m i n g m o r e

F l u i d - t h e d a w n o f W o r k f o r c e F l u i d i t y

The Workforce is Changing

Things are getting fluid…#3

0

10

20

30

40

50

60

70

2000 2005 2010 2013 2015

Boomers

GenX

Millennials

Traditionalists

In Millions

3.7

44.6

52.7

53.5

iGens

Generational Shifts in the WorkplaceLabor Force by Generation, 2000-2015

MORE i-centered demographically diverse

LESSaccepting of hierarchytrusting of authority

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Introducing Workforce FluidityA Paradigm Change for our Workplaces & Workforce

C h an g i n g J o b s & J o b D e s c r i p t i o n s

O r g an i z i n g A r o u n d W o r k

I d e n t i t y t h at D e f i e s C at e g o r i z a t i o n

Jobs Will Look Different

Job Fluidity

Jobs and Job Descriptions are

Too Limiting!• People switch jobs more often

today

• Programs allow people to explore different jobs… but only temporarily

• Job changes provide people the best opportunity to develop and gain new experience

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50%Of the class of 2017 will end up in jobs and

careers that don’t exist

Ten High Paying Jobs That Don’t Yet Exist

Korn-Ferry 2013

Bot Lobbyist

Organizations Look Different

Organizational

Fluidity

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Today’s Organizational Models Look Different

Only 25% of large companies are still organized by functionality.

83% are reorganizing—or planning to this year.

A

B

C D E

BA

CF D

GE

Source: Different by Design, Josh Bersin, 2016

People Are Different

Identity is not a binary construct

Identity Fluidity

Are You an Ambivert? Inc. Magazine, June 15, 2016Based on research by Adam Grant, Wharton Business School

of people don’t strongly identify as introverts or extroverts

2/3

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“Employees risk losing their identity when

they are part of a workplace environment

that feels forced and unnatural to them.”

- 5 Workplace Dynamics That Fuel An Employee Identity Crisis

Forbes, January 27, 2014

Workforce Fluidity will require a

new approach for HR Leaders…

True HR Agility…

QUESTIONS?