Curating Employee Experience. · architecture, massive explosion of data and information, robotics...

Curating Employee Experience.

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Contents

The leadershipexponentialexperience

Measuring human relationships

and experience

Get in touch

4 26

Reimagine andcraft the employee

experience

About the Team

17

52 53

Leading the social enterprise: Reinvent with a human focus

35

Returning to work in the

future of work

42

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The Leadership Exponential Experience

Learning expeditions to thriving ecosystems around the world

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The Leadership Exponential Experience – 7 Key Headlines

Powerful and immersive leadership development methodology – learning expeditions to thriving ecosystems globally and locally

Exposure of leaders to ‘learning catalysts’ – Innovators, start-up entrepreneurs, leaders of corporate giants, venture capitalists, futurists etc

Top themes for Exponential Experience include – Digital transformation, innovation, globalisation, future of specific functions, exponential technology, leadership development

Leaders apply the lessons learnt from the immersions in the service of real ‘jobs to be done’ for their respective organisation.

Complete customisation of the Exponential Experience across 4 key design factors and themes

Multiple cities and ecosystems around the world are attractive Exponential Experience destinations for your leaders

The Exponential Experience can boost the effectiveness and impact of your leadership development programs, leadership offsites, strategy summits and innovation retreats

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Are you and your leaders ready for a digital, disruptive and exciting future?

Get your leaders ready to thrive across multiple futures!

Future of technology Future of work

The fourth industrial revolution, or Industry 4.0, is transforming businesses, economies, jobs and society. The rules of creating value and leadership are shifting at a rapid pace, bringing about dramatic changes across industries, domains, and communities.

What has worked in the past will simply not work now and in the future. In order to adapt and thrive in the new world, leaders have to be ready for ‘multiple futures’. These futures include the broader macro (socio-economic-political) future, the future of consumers, the future of different industries, future of technology and digital, future of work, and the future of leadership. Leaders will need to start appreciating these multiple futures and developing distinctly new sets of capabilities, mindsets and networks to not only cope but thrive. They need to think significantly more broadly, act as accelerators to establish new ways to create customer value and re-invent business models to move the needle. Outlined here are representative futures that leaders need to get ready for.

Future of leadership

Move away from ‘command andcontrol’, ‘influence and inclusion’as leadership currency, leverageextended workforce ecosystem,digitally savvy and able to ‘disruptdisruption’, plan in shorter cycles,experiment more, move faster.

Future of consumers

Offline to omnichannel, hyper-informed and connected consumers, new ‘tastemakers’ and ‘influencers’, rapidly shifting consumer behavior.

Legacy systems to cloud-based architecture, massive explosion of data and information, robotics and AI infiltrating multiple sectors, e-commerce gaining velocity, technology at the service of profiling consumer & tailoring offerings.

An unleashed workforce with the ability to focus on higher level and more productive activities, fueled by powerful exponential technologies and lifelong learning. Work needs to be reconfigured for a technology-talent transformation. Automation, machine learning and artificial intelligence are some examples which can help address the challenges of long-established employment practices and social safety nets.

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Leadership development objectives for a digital, disruptive and exciting world

• Thrive • Challenges

• Digital DNA

• Jobs to be done

• Ecosystem

Leadership development and immersion needs to be re-orientated for a digital, disruptive and exciting world.

Leadership development in the digital, disruptive and exciting (D.D.E) world needs to achieve multiple challenging objectives:

Given the D.D.E context, leadership immersion and development cannot happen just in the classroom - it’s as simple as that!

Traditional leadership development in the classroom

• Academic • Disjointed

• Old-fashioned

• Non-practical

• Conventional

Thrive Leadership development has to prepare leaders to thrive in, and capitalise on the multiple futures they face.

ChallengesLeadership development has to enhance leaders’ ability to win over multiple complex leadership challenges.

Digital DNALeadership development has to accelerate the build up of the digital DNA for the leaders and in turn the entire organisation.

Jobs to be doneLeadership development has to be in the service of both leader development as well as tackling mission critical business ‘Jobs to be done.

EcosystemLeadership development has to help strengthen the entire ecosystem around the leader.

Being plugged into the ecosystems that matter is key for the future. Steering away from traditional classroom settings, Leadership Exponential Experience expeditions take the world as rich learning spaces, from cities to regions, and global platforms.

On the Leadership Exponential Experience, you can gain market insights and familiarity with the local innovation climate. Each Leadership Exponential Experience provides valuable collaboration forums, rich learning environments, and provocative ideation and prototyping opportunities.

Be inspired by how disruptors work and meet them in person. Befriend local entrepreneurs and change agents from startups, ventures, accelerators, corporate incubators, investors and learn about their business models, latest tech trends and more.

Learn Bridge Scale Build

Nuances of marketplacesCustomer insights

Local startup ecosystemsExponential technologies

Innovation practicesNext-gen leadership mindsets

Opportunities Gaps

Networks

BusinessVenturesNetworks

Ideas

Multiple skillsets Innovation capabilities

PartnershipsConsortiums

Government agencies

Education institutions

Venture capitalists

Co-working spaces

Accelerators

Incubators

Corporates

Startup

Media

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Be connected to the ecosystems that matter

Multiple ecosystems on the Leadership Exponential Experience

What can you do on the Leadership Exponential Experience?

Introducing Leadership Exponential Experience

Silicon ValleyCalifornia

M4 CorridorLondon

StartupdeltaAmsterdam

Silicon CapeWestern Cape

Silicon BeachLos Angeles

CommunitechWaterloo

EpicentreStockholm

Macquarie ParkSydney

Tsukuba Science CityJapan

Zhong Guan CunBeijing

Hitec CityInfopark, Powai ValleyBangalore

Blk 71Singapore

InnopolisMoscow

Silicon AlleeBerlin

Silicon WadiTel Aviv

Digital Media CitySeoul

Route 128Massachusetts

Mars and One ElevenToronto

The Leadership Exponential Experience is a highly immersive learning expedition for leaders who have the passion to learn about disruptions and grow their organisation to be future ready. On the Leadership Exponential Experience, they immerse themselves into multiple thriving ecosystems which include startups, ventures, entrepreneurs, research institutes, academia and accelerators. They apply the lessons learnt from the immersion in the service of real ‘jobs to be done’ for their respective organisation.

Each Leadership Exponential Experience is specially curated to learn from, and forge collaboration opportunities with targeted disrupters and innovators, with a view to turbocharge innovation efforts, launch prototypes of potential game changing experiments and start seeding a culture of innovation and disruption in the organisation.

Representative Global Leadership Exponential Experience destinations

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What the Leadership Exponential Experience enables your leaders to bring to the table:New propositionsThe leaders’ ability to build new propositions and business models to create exponential value

Stronger partnershipsThe opportunity to build strong and mutual partnerships with multiple players in the ecosystem

Functioning amidst ambiguityEnhanced comfort to operate, plan and lead in highly ambiguous conditions

Understanding of the impact of exponential technologiesA robust understanding of the capabilities, applications, and potential future emerging technologies

Mindsets to thrive in ‘multiple futures’The right mindsets and capabilities to appreciate and thrive in the discontinuous future

Immersive experiences in multiple ecosystemsEnhanced understanding of how value is created across ecosystems that are defining the multiple futures of tomorrow

Leadership Exponential Experience elements

AcceleratorsPowerful learning

methodologies

CatalystsPeople we meet

Each Leadership Exponential Experience is made up of powerful ingredients. These ingredients ensure not only a powerful learning and immersion experience for the participating leaders, but also tangible outputs for the organisation to leverage. The 4 key elements are outlined here:

Carefully curated combinations of individuals and teams to inspire, provoke and support participating leaders in Leadership Exponential Experience.

High impact immersion and learning methodologies and techniques to drive

accelerated learning for the participating leaders.

Targeted learning queststo be achieved by theparticipating leaders inLeadership Exponential Experience.

Pre-designed and configuredHyperloop mission themed aroundspecific hot topics OR bespoke andcustomised Exponential Experience mission where we design the experience based on your strategies and business needs.

MissionsImmersion objectives

QuestsLearning tasks

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Getting started is easy Choose from any of the 3 ‘pre configured’ Leadership Exponential Experience Journeys

Customise your very own Leadership Exponential Experience

Leadership Exponential Experience can be customised to address your unique business needs and desired themes. With a variety of interaction formats to enhance the experience, we will co-design each immersion with you via making strategic choices around 4 key design elements.

# ExposureBoard Exponential Experience 8 if you are short on time, but keen to learn about the local start-up ecosystem. In this 1-day immersion program, select one country and industry that interests you and your leaders.

# Exposure X # LearningBoard Exponential Experience 24 if you are keen to get your leaders to go beyond simple exposure and immerse themselves in multiple ecosystems. In this 3-day immersion program, select up to two countries/industries/ecosystems that interests you and your leaders.

# Exposure X # Learning X # ActionBoard Exponential Experience 40 if you really want your leaders to gain deeper immersion into multiple technology/industry/research/disruption ecosystems, spot new opportunities and most importantly start creating game changing experiments and innovations for your business. In this 1-week immersion program, select up to three countries/industries/ecosystems that the leaders can learn from the most.

Industry

BankingInsurance

TechnologyTelecommunications

ConsumerEnergy and resources

and others

Domains

Customer serviceDesign

InnovationSupply chain

MarketingIT

Strategyand others

Technology

Big dataArtificial intelligence

RoboticsFintech

Exponential techand others

Learning quests

DisruptionGlobalisationHyper growth

InnovationCollaboration

and others

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Day 1Navigating the multiple futures

Day 2Meet the disruptors

Day 3Meet the giants

Workout with futurist

Disruptions and megatrends

Future of my organisation and leadership

Synthesis & action

Understanding the local ecosystem

Overview of industry/market/region

Immersion visits to startup/accelerators, etc

Co-create with the disruptors

Synthesis & action

Introduction to corporate innovation

Immersion visits to corporate innovation labs

Kickstarting innovation in your organisation

Synthesis & action

Leadership Exponential Experience map

Outlined here is a representative Exponential Experience 40 focused on innovation:

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Day 4Solve for real ‘Jobs to be done’

Meet customersLearning points from the ecosystem engagementIntroduction to innovationtools and methodologiesDesign hackathon in serviceof real ‘Jobs to be done’

Board Exponential Experience 40 and get out of your comfort zone to gain deeper immersion into multiple ecosystems. Spot new opportunities and start creating game changing experiments and innovations for your businesses. Most importantly, use this platform to build lasting networks and connections with local ecosystems and forge potential strategic collaborations through shared experiences. In this accelerated 1-week Leadership Exponential Experience, select up to three cities or ecosystems best suited for desired output.

Day 5Apply to business

Identify and reframe challenges within organisation

Spot innovation opportunitiesand develop work plans

Assessment and evaluation

Sprint planning

Next-steps

Networking

Lunch/dinner

Cultural immersion

Company visits

Design hackathon

Tech demo

Roundtable/panels/fireside chat

Startup pitch/conference

Expert presentation

Activities during the Leadership Exponential Experience

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The Leadership Exponential Experience can be structured across multiple exciting locations around the worldExciting and game changing innovation across multiple domains is happening in many cities and ecosytems around the world. Based on your specific needs, we select the most appropriate cities, curate the right set of start ups/venture capitalists/futurists/corporate leaders to ensure a powerful learning experience.

Here are the destination maps to some of our Leadership Exponential Experience destinations :

Berlin,Germany

© 2018 Deloitte Consulting Pte. Ltd

Leadership Exponential Experience Expedition map

Co-working spacesLaunch/CO

Agora Collective

Betahaus

House of Clouds

Spott Box

Acceleratiors and incubatorsBeyong 1435

Project Flying Elephant

Techstars Berlin

GTEC Berlin

Axel Springer Plug&Play

Smartup

Venture capitalistsPoint Nine The Angel VC

COOPERATIVA Venture Group

Project A Ventures

WesTech Ventures GmbH

Peppermint Holding GmbH

Innovation officesopenBerlin, a Cisco Innovation Centre

Innovations-Zentrum Berlin Management GmbH

Jakarta,Indonesia



Co-working spacesJakarta Digital ValleyReworkCiputra GEPI IncubatorTierSpaceFreewareKoléga TebetKoléga SenopatiConclaveCoWorkincEV HiveUnionSPACEOutpost

Acceleratiors and incubatorsBatavia IncubatorBinus Startup AcceleratorKLN Play (Kapanlagi NetworkMerah Putih IncubatorGrupara IncubatorGnB Accelerator

Innovation officesJakarta Smart City HQCIS: School of InnovationInnovation IndonesiaExcellerate

StartupsGo JekTokopediaSale StockSnapcartUangTemanAndalinEleveniaQravedKurioHarukuEduTaraliteHalodocOramiHappyfreshTravelokaBigo LiveBhinnekaVerrybenkaBukalapakApps Foundry

SingaporeUnited States



Co-working spacesThe HANGAR by NUS Enterprise80RRWeWorkThe CoCollision 8The Hive

Acceleratiors and incubatorsStartupbootcampThe HUB Singapore Corporate ProgramsNTUC U StartupTAG.PASSNUS Enterprise

Venture capitalistsEast VenturesLife.SREDA InspirAsiaSingte; Innov8SPH Plug and PlayTNF Ventures

Innovation officesMastercard LabPaypal Innovation LabVisa Innovation Centre80RRDBS Asia X

Polytechnics centresof innovationTemasek PolytechnicNanyang PolytechnicRepublic PolytechnicNgee Ann PolytechnicSingapore Polytechnic

Tel Aviv,Israel



Co-working spacesMindspace

Wework

Urban Place (UP)

CityHub

AYEKA

Acceleratiors and incubators8200 EISP

Axis Innovation

Create Tel Aviv

The Time

toDay Ventures

Dreamit Ventures

Venture capitalistsJerusalem Venture Partners

Cyhawk Ventures

Aleph

BRM Group

Elevator Fund

Innovation officesGartner Innovation Centre

The Israeli Innovation Centre

Impact Labs

Taglit Birthright “State of Mind” Israel

Innovation Centre

Japan



Co-working spacesGinza Hub

iiOffice

The Terminal

Co-Edo

Creative Lounge MOV

Acceleratiors and incubatorsJapan Innovation Network

Open Network Lab

MOVIDA JAPAN

Samurai Incubate

KIDDI Mugen Labo

Docomo Innovation Village

Venture capitalistsCyberAgent Ventures

Voyage Ventures

KLab Ventures

insprout

Fuji Startup Ventures

Innovation officesCisco Innovation Centre Tokyo

Dupont Japan Innovation Centre

London,United Kingdom



Co-working spacesSoho Works Shoreditch

Fora Central Street

Campus London

The Office Group at the Stand

Central Working

Acceleratiors and incubatorsSeedcamp

Startupbootcamp

RocketSpace

Techstars

Founders Factory

Bathtub2Boardroom

Venture capitalistsNotion Capital

Wellington Partners

EcoMachines Ventures

Piton Capital LLP

Octopus Ventures

Innovation officesUrban Innovation Centre

Sain-Gobain Innovation Centre

Silicon Valley,United States



Co-working spacesSandbox Suites

The Pad

WeWork Valley Towers

HanaHaus

BootUp World

Acceleratiors and incubatorsMatter

Y Combinator

AngelPad

RocketSpace

500 Startups Accelerator

Founder Institute

Venture capitalistsPlug & Play Ventures

Kholsa Ventures

Andreessen Horowitz

Kleiner Perkins Caufield & Bryers

GV

Innovation officesSilicon Valley Innovation Centre

Gore Innovation Centre

Bangalore,India



Co-working spacesBangalore Coworking Hub

Coworks Cafe

BHIVE Workspace

915Springboard

Acceleratiors and incubatorsKyron Global Accelerator

Thought Factory

Numa

Microsoft Accelerator

Target Corporation

Venture capitalistsAccel Partners

Artiman Ventures

Forum Synergies

IDG Ventures India

Norwest Venture Partners

Innovation officesBangalore Bionnovation Centre

Airbus’ Bizlab

Company visits

Futurists

Design hackathons

Venture capitalists

‘Multiple future’ labs

Team building workouts

Government authorities

Strategy workouts

Startup entrepreneurs

Industry conferences

Social entrepreneurs

Retail immersions

Design thinkers

Researchers

Futurist sessions

Learning from innovators

Customers

Ethnographic observations

Corporate innovators

Learning synthesis

Cultural immersions

Academics

Startup pitch events

Market experts

Community immersions

Corporate socialresponsibility events

Strategists

Corporate leadersEthnographers

Government contact forums

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Leadership Exponential Experience acceleratorsHigh Impact immersion and learning methodologies and techniques to drive accelerated learning for the participating leaders.

Leadership Exponential Experience are highly experiential and immersive experiences. Each Leadership Exponential Experience is designed to provoke, stimulate, expose, and immerse leaders. They go through a variety of unique experiences including:

Leadership Exponential Experience catalystsCarefully curated combinations of individuals and teams to inspire, provoke and support the participating leaders on the Leadership Exponential Experience.

On each Leadership Exponential Experience, participating leaders have the unique opportunity to meet, ideate and co-create with an eclectic mix of people and teams including:

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Transform strategy summitsinto real, customer & ecosystemoriented forums where the ‘multiplefutures’ are visualise and actedupon immediately.

Strategy summits

Power up traditional leadership offsites with the power of personal connections with key ecosystem players, collaborate on hands-on experiments.

Leadership offsites

Leadership Exponential Experience can and should replace traditional ways of meeting and learning

The traditional ways of meeting and learning have not kept pace with the modern needs of organisations and leaders. Leadership Exponential Experience can replace or integrate with:

Energise leadership development programs with the power of the Leadership Exponential Experience. Get leaders face to face with start up entrepreneurs, venture capitalists, innovators, customers, etc to make leadership development real, energetic and actionable.

Leadership development programs

Turbocharge innovation retreatswith the power of real immersionand exposure to customers, otherinnovators, original thinkers,researchers, skunk works, etc.

Innovation retreats

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Reimagine and craft the employee experience:Design thinking in action

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The business imperativeYour organization is responding to major business and workforce disruptions, driving changes to the way your enterprise runs and intensifying the need to focus on the customer experience to drive growth. As a leader in HR, you understand the critical linkage between the employee experience, your company’s business strategy, and customer service. But, how to forge it effectively?

The answer may lie in applying design thinking to reimagine and craft the employee experience to help generate higher engagement, satisfaction, and strategic alignment to drive brand differentiation, customer service excellence, and growth.

While the term “employee experience” has gained traction, in this context “employee” must really consider the end-to-end workforce that includes candidates, employees, contingent workers, and alumni.

Why is this so important? Because studies have documented a clear statistical relationship between increases in frontline engagement, increases in customer service, and revenue growth.1 So whether your team is focused on strategy, process transformation, or implementing new technology, applying design thinking to reimagine and craft the employee experience is key to driving sustainable business performance.

Design for the moments that matterBersin by Deloitte, Deloitte Consulting LLP, developed The Simply Irresistible Organization™ model defining the end-to-end, irresistible employee experience. We have since married this model with a tested, customer-centric experience approach that brings together engagement, experience, and results. In this perspective, we explore several examples of ways that HR professionals can apply design thinking to imagine, design, and deliver an experience that delights the workforce at the “moments that matter” across their interactions with the organization.

Reimagine and craft the employee experience: Design thinking in action

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Shifting from process thinking to experience thinking Design thinking places the “customer” in the center of the design and has been instrumental in creating the kinds of easy, digital experiences that people expect in their daily lives for everything from ordering products to paying bills to connecting with friends on social media. Just as numerous consumer-facing processes and interactions have been retooled and simplified to provide a more satisfying customer experience, HR can begin to shift its approaches as well. The idea is to move from a process-driven mindset to a mindset that always begins with the experience for the HR customer—who could be a candidate, employee, contingent worker, or even alumni. So, for example, instead of thinking in process

Deloitte’s employee experience framework

Source: Deloitte Consulting LLP

terms, “What do we need new-hires to do on their first day?” HR thinks in experience terms: “What do we want a new employee’s first day to be like?”

HR leaders are rapidly adopting this experience-oriented approach and applying it to truly rethink how HR work happens. Design thinking helps focus on the needs of customers when shaping an experience that’s easy, intuitive, and enables customers to achieve their goals. It also helps define HR through the lens of the workforce’s “journey” across processes to shape the desired impression and feeling among the workforce, ultimately helping to create experiences that are meaningful and able to make the biggest impact at the moments that truly matter for the individual. So, it’s

not only thinking about an employee’s first day but also the total onboarding experience, and all of the ongoing interactions between that employee and HR throughout his or her career and even as a retiree or alum.

Deloitte’s Global Human Capital Trends 20172 report revealed that nearly 80 percent of executives rated employee experience very important (42 percent) or important (38 percent), but only 22 percent reported that their companies were excellent at building a differentiated employee experience.

Develop experience vision aligned with business and talent strategies

Define and brand the end-to-end experience

Implement prioritized initiatives roadmap with targeted sprints

Capture value of improving experience and find enhancements

Align Focus Execute Measure

Crafting the workforce experience to achieveThe simply irresistible organization®

Meaningful work Supportive management

Positive Work environment Growth opportunity Trust in leadership

Autonomy Clear and transparent goals

Flexible work environment

Training and support on the job Mission and purpose

Selection to fit Coaching Humanistic workplace Facilitated talent mobility

Continuous investment in people

Small, empowered teams

Investment in development of managers

Culture of recognition Self-directed, dynamic learning

Transparency and honesty

Time for slack Agile performance management

Fair, inclusive, diverse work environment

High-impact learning culture Inspiration

Collaboration and connection

Deloitte’s employee experience framework

Shifting from process thinking to experience thinkingDesign thinking places the “customer” in the center of the design and has been instrumental in creating the kinds of easy, digital experiences that people expect in their daily lives for everything from ordering products to paying bills to connecting with friends on social media. Just as numerous consumer-facing processes and interactions have been retooled and simplified to provide a more satisfying customer experience, HR can begin to shift its approaches as well. The idea is to move from a process-driven mindset to a mindset that always begins with the experience for the HR customer— who could be a candidate, employee, contingent worker, or even alumni. So, for example, instead of thinking in process terms, “What do we need new-hires to do on their first day?” HR thinks in experience terms: “What do we want a new employee’s first day to be like?”

HR leaders are rapidly adopting this experience-oriented approach and applying it to truly rethink how HR work happens. Design thinking helps focus on the needs of customers when shaping an experience that’s easy, intuitive, and enables customers to achieve their goals. It also helps define HR through the lens of the workforce’s “journey” across processes to shape the desired impression and feeling among the workforce, ultimately helping to create experiences that are meaningful and able to make the biggest impact at the moments that truly matter for the individual. So, it’s not only thinking about an employee’s first day but also the total onboarding experience, and all of the ongoin interactions between that employee and HR throughout his or her career and even as a retiree or alum.

Deloitte’s Global Human Capital Trends 20172 report revealed that nearly 80 percent of executives rated employee experience very important (42 percent) or important (38 percent), but only 22 percent reported that their companies were excellent at building a differentiated employee experience.

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Three key principles: empathize, envision, experimentWhile design thinking has many definitions and various possible paths toimplementation, three principles stand out as fundamental to effectively engaging the workforce as customers:

01. Empathize: Understand the workforce and the problems they face. The foundation of this principle is the ability to empathize with segments of your workforce. Empathy is what allows us to share the experiences and feelings of others, creating opportunities for engagement. Design thinkers develop personas (representations of the qualities and characteristics of typical customers) drawn from the breadth and diversity of their workforce population. Journey maps based on these personas document experiences at every step of an activity to identify the moments that matter most and to provide clarity on the problems that need solving.

02. Envision: Generate a variety of options and shape them into potential solutions. This principle involves imagining the widest possible range of options through various techniques, rather than attempting to define and evaluate a single “best” idea. Generating a variety of options moves stakeholders beyond the initial, obvious solutions. Doing so also increases the potential for innovation, especially when performed as part of a team. The ideas with the most potential can then be prioritized and shaped into models ready for testing.

03. Experiment: Test potential solutions with real customers, and refine them with data and feedback. Testing in a real context while collecting both qualitative and quantitative data enables additional empathy with customers, more precise definitions of the problems, and continuous refinement of solutions. This step creates an opportunity for experimentation in HR while effectively managing the associated risks.

There are many examples of how HR can apply design thinking to reimagine and craft the experience to drive sustainable business performance. Let’s look at a few: overall employee experience strategy, HR process transformation, HCM technology selection, HCM app development and HR Operational Services.

Design thinking in actionDesign thinking meets employee experience strategyIn our first example, design thinking is applied to an employee experience strategy, an “outside-in” effort to understand the unique needs of each customer group HR serves and design differentiated interactions to satisfy those needs. High-impact HR organizations create experience strategies to understand who their HR customers are, what they need, and the specific HR experiences that matter most to them. The goal is to look beyond developing processes and focus on designing tailored experiences for each customer group, starting with the moments that matter most. Then, simple, intuitive HR processes and technologies are developed to support those moments and the overall experience.

Customer experience strategies are meant to continually evolve. They can use models, prototypes, and multiple voices to design, test, and refine solutions to keep up with the needs of customers. And they tend to incorporate learning gained from iterating customer experience solutions quickly, revising ideas early and often. These same principles apply to crafting the employee experience, where “employee” can mean the full range of customers for HR: candidates, full time employees, leaders, contingent workers, and alumni.

A financial institution created an employee experience strategy as part of an overall HR transformation to increase customer service and simplify HR processes. The design team observed and interviewed HR employees and HR customers to identify priority workforce segments (personas) and the experiences that mattered most to them. Questions like the following were especially effective:• Describe your typical day at work?• What excites you about your job?• What are the things that distract you and are pet peeves for you at work?• When is a time you felt most empowered to do your job?

Deloitte’s Global Human Capital Trends 20163 research reveals that, typically, the more importance an organization places on design thinking and the more ready it is to embrace it, the faster the organization grows. According to the data, companies growing by 10 percent or more per year are more than twice as likely to report they are ready to incorporate design thinking compared to their counterparts that are experiencing stagnant growth.

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Design thinking meets HR process transformation In our next example, the disruptions impacting an organization’s business and workforce inspired it to transform its current HR structure, technology, and associated processes by moving to the cloud. Rather than designing purely to support the move, the company is taking advantage of the opportunity to meaningfully enhance the experience for HR customers, putting the customer moments that matter front and center as it designs for the future.

The first, strategy phase of the transformation involved defining customer personas (e.g., a manager, a new recruit, an experienced hire, etc.), identifying the moments that matter to those customers, and creating journey maps of their employment experience. Now the company is using a Hybrid Agile methodology that employs models, prototypes, and multiple voices to design, test, and refine solutions. Tactically, this includes:

• Leveraging “fit for purpose” strategic design decisions to formulate the desired experience

• Inserting moments that matter into end-to-end process maps to further enrich the employee experience

• Conducting process design workshops, where each process is reviewed from the lens of the personas to validate that it delivers what matters most to that particular workforce segment

• Conducting focus groups and voice-of-the-customer surveys to test the experience early on in the design

• Building checks on the experience into user acceptance testing by asking, “Is the process delivering the desired sentiment expressed in the persona?”

• Incorporating learning gained from quickly iterating customer experience solutions, revising ideas early and often

The typical validation process no longer jumps from demo to impact assessment to closure. Instead, customer experience-driven steps are deliberately added to validate the new process through personas before the process is confirmed.

By embarking on an HR transformation with a keen focus on customer experience, the company is setting itself up to improve the quality of HR interactions, increase process efficiencies, and drive increased workforce engagement and productivity—all in one shot, for a truly value-added solution.


Define priority personas

1 Identify moments that matter

2 Create customer journey maps

3 4 Conduct local design

5Conduct integrated global design

HR customers are segmented...

...to surface the moments that matter most

...to their employment experience

...globally and ... ...locally.

Based on its research, the team identified the following customer personas:• Manager…delivering frontline impact on the company’s success• High Potential…key to the future• New Hire…the company’s most important investment• Executive…evaluating success

Next the team created journey maps that revealed the moments that mattered most to each of the customer personas. This effort defined a set of initiatives to quickly build, test, and iterate to begin to achieve the customer experience vision.

Where is the financial institution now? Continuing on its transformation journey and reporting both a positive impact on the areas the employee experience strategy targeted — from brand differentiation to customer service excellence—and a return on investment through process efficiency.

Design thinking meets HR process transformationIn our next example, the disruptions impacting an organization’s business and workforce inspired it to transform its current HR structure, technology, and associated processes by moving to the cloud. Rather than designing purely to support the move, the company is taking advantage of the opportunity to meaningfully enhance the experience for HR customers, putting the customer moments that matter front and center as it designs for the future.

The first, strategy phase of the transformation involved defining customer personas (e.g., a manager, a new recruit, an experienced hire, etc.), identifying the moments that matter to those customers, and creating journey maps of their employment experience. Now the company is using a Hybrid Agile methodology that employs models, prototypes, and multiple voices to design, test, and refine solutions. Tactically, this includes: • Leveraging “fit for purpose” strategic design decisions to formulate the desired

experience• Inserting moments that matter into end-to-end process maps to further enrich the

employee experience• Conducting process design workshops, where each process is reviewed from the lens of

the personas to validate that it delivers what matters most to that particular workforce segment

• Conducting focus groups and voice-of-the- customer surveys to test the experience early on in the design

• Building checks on the experience into user acceptance testing by asking, “Is the process delivering the desired sentiment expressed in the persona?”

• Incorporating learning gained from quickly iterating customer experience solutions, revising ideas early and often

The typical validation process no longer jumps from demo to impact assessment to closure. Instead, customer experience- driven steps are deliberately added tovalidate the new process through personas before the process is confirmed.

By embarking on an HR transformation with a keen focus on customer experience, the company is setting itself up to improve the quality of HR interactions, increase process efficiencies, and drive increased workforce engagement and productivity—all in one shot, for a truly value-added solution.

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Three key principles: empathize, envision, experimentWhile design thinking has many definitions and various possible paths toimplementation, three principles stand out as fundamental to effectively engaging the workforce as customers:

01. Empathize: Understand the workforce and the problems they face. The foundation of this principle is the ability to empathize with segments of your workforce. Empathy is what allows us to share the experiences and feelings of others, creating opportunities for engagement. Design thinkers develop personas (representations of the qualities and characteristics of typical customers) drawn from the breadth and diversity of their workforce population. Journey maps based on these personas document experiences at every step of an activity to identify the moments that matter most and to provide clarity on the problems that need solving.

02. Envision: Generate a variety of options and shape them into potential solutions. This principle involves imagining the widest possible range of options through various techniques, rather than attempting to define and evaluate a single “best” idea. Generating a variety of options moves stakeholders beyond the initial, obvious solutions. Doing so also increases the potential for innovation, especially when performed as part of a team. The ideas with the most potential can then be prioritized and shaped into models ready for testing.

03. Experiment: Test potential solutions with real customers, and refine them with data and feedback. Testing in a real context while collecting both qualitative and quantitative data enables additional empathy with customers, more precise definitions of the problems, and continuous refinement of solutions. This step creates an opportunity for experimentation in HR while effectively managing the associated risks.

There are many examples of how HR can apply design thinking to reimagine and craft the experience to drive sustainable business performance. Let’s look at a few: overall employee experience strategy, HR process transformation, HCM technology selection, HCM app development and HR Operational Services.

Design thinking in actionDesign thinking meets employee experience strategyIn our first example, design thinking is applied to an employee experience strategy, an “outside-in” effort to understand the unique needs of each customer group HR serves and design differentiated interactions to satisfy those needs. High-impact HR organizations create experience strategies to understand who their HR customers are, what they need, and the specific HR experiences that matter most to them. The goal is to look beyond developing processes and focus on designing tailored experiences for each customer group, starting with the moments that matter most. Then, simple, intuitive HR processes and technologies are developed to support those moments and the overall experience.

Customer experience strategies are meant to continually evolve. They can use models, prototypes, and multiple voices to design, test, and refine solutions to keep up with the needs of customers. And they tend to incorporate learning gained from iterating customer experience solutions quickly, revising ideas early and often. These same principles apply to crafting the employee experience, where “employee” can mean the full range of customers for HR: candidates, full time employees, leaders, contingent workers, and alumni.

A financial institution created an employee experience strategy as part of an overall HR transformation to increase customer service and simplify HR processes. The design team observed and interviewed HR employees and HR customers to identify priority workforce segments (personas) and the experiences that mattered most to them. Questions like the following were especially effective:• Describe your typical day at work?• What excites you about your job?• What are the things that distract you and are pet peeves for you at work?• When is a time you felt most empowered to do your job?

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Design thinking meets Human Capital Management (HCM) tech selectionIn our next example, an organization bucked the traditional software selection approach of issuing RFPs, down-selecting to a short list of vendors, and then conducting vendor demonstrations to ultimately select and contract for one or more technologies. Instead, the company applied design thinking to focus on the unique requirements that heavily influenced the employee experience and shaped the moments that matter most. The resultwas an HCM technology selection better aligned to business and workforce needs. The design thinking process involved the following steps.

Step 1: Look and listen to defined workforce personas. By identifying the distinctive personas that fit the organization’s vision and customer experience principles, customer needs became front and center. For example, relevant personas included “Susie,” a department supervisor who is worried about productivity and developing and retaining the talent that reports to her. Step 2: Understand and synthesize workforce needs. By conducting voice-of- the-customer interviews and listening to customer stories, the moments that matter and desired emotional responses for each persona became clear. For example, Susie feels that above all else, her team matters. Her story reveals that she is looking for a technology solution that delivers a simple yet robust compensation modeling and performance management experience that will enable her to reward her top performers and be on high alert for retention issues.

The selection team translated Susie’s story into compensation planning and performance management journey maps depicting the sentiment Susie feels as sheexperiences the moments that matter most to her.

Step 3: Generate and prioritize ideas. The selection team carved out the technology- enabled moments that matter from the journey maps and converted them into scenarios to facilitate an apples-to-apples assessment of how users will experience the competing technology solutions. To address Susie’s priorities, competing technology vendors demonstrated how their respective solutions' annual planning process enables business unit or group level what-if modeling for annual compensation increases. Competing suppliers further demonstrated the flexibility of their talent matrix capabilities, including the ability to view multiple attributes such as skills, critical position, and retention risks.

Step 4: Prototype, test, and refine. While full-blown prototyping and testing wasdeferred until implementation, the company had the competing vendors confirm their solution was fit for purpose by visualizing how they would configure their solutionsin the context of business process-based moments that matter.

By completing this exercise, the company was able to take aim at unnecessary workplace complexity by putting the employee experience and moments that matter first. It also helped to support strong user adoption of the new technology because it was selected with customers’ specific needs in mind. Department supervisor“Nothing can stand in the way of my team”


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Design thinking meets Human Capital Management (HCM) tech selectionIn our next example, an organization bucked the traditional software selection approach of issuing RFPs, down-selecting to a short list of vendors, and then conducting vendor demonstrations to ultimately select and contract for one or more technologies. Instead, the company applied design thinking to focus on the unique requirements that heavily influenced the employee experience and shaped the moments that matter most. The result was an HCM technology selection better aligned to business and workforce needs. The design thinking process involved the following steps.

Step 1: Look and listen to defined workforce personas. By identifying the distinctive personas that fit the organization’s vision and customer experience principles, customer needs became front and center. For example, relevant personas included “Susie,” a department supervisor who is worried about productivity and developing and retaining the talent that reports to her.

Step 2: Understand and synthesize workforce needs. By conducting voice-of-the-customer interviews and listening to customer stories, the moments that matter and desired emotional responses for each persona became clear. For example, Susie feels that above all else, her team matters. Her story reveals that she is looking for a technology solution that delivers a simple yet robust compensation modeling and performance management experience that will enable her to reward her top performers and be on high alert for retention issues. The selection team translated Susie’s story into compensation planning and performance management journey maps depicting the sentiment Susie feels as she experiences the moments that matter most to her.

Step 3: Generate and prioritize ideas. The selection team carved out the technology-enabled moments that matter from the journey maps and converted them into scenarios to facilitate an apples-to-apples assessment of how users will experience the competing technology solutions. To

address Susie’s priorities, competing technology vendors demonstrated how their respective solutions' annual planning process enables business unit or group level what-if modeling for annual compensation increases. Competing suppliers further demonstrated the flexibility of their talent matrix capabilities, including the ability to view multiple attributes such as skills, critical position, and retention risks.

Step 4: Prototype, test, and refine. While full-blown prototyping and testing was deferred until implementation, the company had the competing vendors confirm their solution was fit for purpose by visualizing how they would configure their solutions in the context of business process-based moments that matter.

By completing this exercise, the company was able to take aim at unnecessary workplace complexity by putting the employee experience and moments that matter first. It also helped to support strong user adoption of the new technology because it was selected with customers’ specific needs in mind.


Department supervisor

"Nothing can stand in the way of my team"

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Design thinking meets HCM app developmentIn business, the customer is king. Companies go out of their way to try to give customers the best experience possible, whether in a store, on the Internet, or through an app. The employee experience, however, is often very different.Employees increasingly expect to interact with their employers via their mobile devices, and they may think it’s strange when there isn’t a mobile app for recording their time, submitting expenses, or accessing HR.

In our next example, design thinking is applied to create a prototype for a new HR app. The app is designed to be a single destination for HR services that connects employees to what matters most to them—from pay stubs to performance management, and even a self-service help desk so employees and managers can clearly see their options and take action.

Step 1: Vision. The vision for the app is to improve employee engagement andsatisfaction by taking the digital workplace platform one step further, allowing employees to cut the cord and complete HR activities when they aren’t at their desks. The team’s approach involved defining and designing a prototype over an 8-week timeline that included three “design sprints”—a time-constrained, five- phase process that uses design thinking to help reduce the risk when bringing a new product, service, or feature to the market. At the end of the 8 weeks, the team delivered a prototype that defined, demonstrated, and acted as the basis for building out the new mobile solution.

Step 2: Look and listen to defined workforce personas. With the vision in place, the design team turned to the workforce personas that had already been defined, representing different HR customers. These included a new graduate (Madisyn), an experienced hire ( Jason), a line manager involved in the recruitment of new talent (Carol), and an HR Ops service rep (Pete).

The personas include descriptions of each of their behaviors, patterns, attitude, goals, skills, and environment, with the goal of designing the app to meet the needs of typical users.

Step 3: Understand and synthesize workforce needs. Voice-of-the-customer interviews and customer stories gave insight into the moments that mattered most for each of the customer personas. New-hires Madisyn and Jason shared the events, both positive and negative, that shaped their recent onboarding experience. Carol, a line manager, told the story of how she worked her way up to management and how her success had been the result of recruiting top talent. Carol shared that the first 90 days were critical to the successful transition of new hires into the company. Pete, the HR Ops service rep, spoke to the importance of bringing a human touch to the recruiting experience by engaging recruits with each interaction via ongoing communication regarding their application status and next steps.

Step 4: Generate and prioritize ideas. The team identified HR service domains and ranked problem areas that HR customers face across the domains. The team felt the top three focus areas for the mobile app should be onboarding, leaves of absence, and performance management, as all three had a preponderance of problems to solve and an opportunity to shape the customer experience as part of the app’s broader customer-centric design.

Step 5: Prototype, test, and refine. During Design Sprint 1, the team reviewed process flows, wireframes (electronic sketches of screen layouts), and a prototype of the solution. The solution delivered an onboarding experience that integrated prehire, Day 1, and activities during the first 90 days on the job.

Design Sprint 2 integrated leaves of absence and performance management wireframes to the mobile solution. The team also got an early glimpse into the higher-fidelity onboarding solution. After more testing and more refinements, at the end of the 8 weeks the team delivered a prototype for the mobile solution that could be both vision and model for building the actual app.

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Design thinking meets HR Operational ServicesIn our final example, decreasing employee satisfaction combined with a reduced ability to provide meaningful insight to the business, pushed an organization to leave its cost-focused HR Shared Services model behind and design an experience-focused HR Operational Services organization. A shift that required applying an outside-in perspective that placed the employee experience at the center of every design decision.

The result is an HR Operational Services organization that:• Integrated the employee experience for transactional and service needs with

chatbots and natural language processing with case management, content management and easy-to-use mobile and web portals

• Embraced design thinking to discover new ways to simplify work and improve productivity, performance and engagement

• Focused on the employee experience holistically, considering all the contributors to workforce satisfaction and engagement in the design of its products and services

• Invested strategically in new technology to breakdown organizational silos, enhance productivity, drive adoption and deliver a differentiated employee experience

• Moved beyond traditional shared services metrics and embraced open feedback systems to capture net promoter scores6 to measure HR customer satisfaction

• Searched continuously for opportunities to improve and scale new services to address the desired experience of a multi-generational workforce

Many opportunities for meaningful improvementThese are just a few examples of ways HR can apply design thinking to reimagine and craft the employee experience to help generate higher engagement, satisfaction, and strategic alignment to drive brand differentiation, customer service excellence, and growth. The process can be applied to any number of HR processes, and doesn’t have to involve a digital solution. However the $14+ billion marketplace for HR software and platforms is reinventing itself.7 This shift from cloud to mobile is disruptive—an all- mobile HR platform is now possible. Design thinking can help align your organization in the same direction to create a more satisfying HR experience for your people.

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Measuring human relationships and experiencesBlurring lines and shifting sands

FEATURE

Measuring human relationships and experiences Blurring lines and shifting sands

Arthur H. Mazor, Jannine Zucker, Susan K. Hogan, and Hilary Horn

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With the lines between enterprises’ stakeholders—customers, workers, and partners—blurring rapidly, creating a good human experience could begin with putting in place a holistic strategy to measure this experience. MOST ENTERPRISES HAVE long acknowledged the need to widen their lens beyond the customer experience to include at least two other key stakeholder groups—workers and partners—whose experience can directly or indirectly influence business outcomes2 (see figure 1). The term human experience (HX), in use for over a decade, was coined to encompass these various groups,3 and is now popular in several business sectors, including advertising,4 real estate,5 and marketing and consulting.6

But confining these three sets of stakeholders to their own silos for the purposes of marketing, engagement, and measurement seems no longer an option, as the boundaries between them are blurring. For instance, customers—in bothbusiness-to-business and business-to-consumer spaces—have gained more power over the last two decades and are becoming the critical provider of inspiration for many of an enterprise’s new product ideas, driving innovation and serving as both collaborators and buyers. In such a scenario, is the “customer” merely a user of services or an integral part of the enterprise’s services, or perhaps even a member of the workforce?

The same holds true for an enterprise’s “workforce.” In recent years, the relationship between workers and many organizations have changed,7 allowing for a portfolio of different types of company- worker configurations and contracts (full-time, part-time, contract, freelance, gig). The lines are blurring between what constitutes a worker, a business partner, or a customer, and the door between these relationships is no longer closed; it is a revolving one. For instance, an enterprise should consider where former workers go—short term and long term. There is a higher probability than in the past that they will come back to the enterprise in the future as “boomerangs”—and they might also become business partners, customers, or at the very least advocates or detractors of the organization.

The lines are blurring between what constitutes a worker, a business partner, or a customer, and the door between these relationships is no longer closed; it is a revolving one.

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In the case of companies in the sharing economy, such as ridesharing services and online home rentals, the lines tend to be even less distinct. Is a rideshare driver or an online home renter-owner an employee, customer, business partner, or a hybrid combination?

Companies have already started exploring ways in which a comprehensive lens can be applied to the human experience to create a journey that mirrors and matches consumer experience.9 Digital is making it easier to create these experiences. But to design meaningful experiences we should understand stakeholders’ requirements, experiences, and behaviors, all backed by adequate data. In today’s world, data is everywhere, and companies should and are tapping into it to inform their strategies.The unstructured data that is freely available as digital exhaust, metrics on stakeholder preferences, satisfaction levels, and their likelihood of recommending a particular product or service to others, can provide a reliable backbone to a company’s strategies and help improve products and services, refine messaging, and inform investments—all of which contribute to the human experience. As Peter Drucker aptly put it, “You can’t manage what you can’t measure.”10

While most enterprises do acknowledge the need to keep a finger on the pulse of various stakeholder groups, tools to measure this “experience” across the three groups in a continuous and consistent manner are limited in number and scope. While enterprises have created myriad measures to understand and manage relationships with both customers and their workforce to improve customer and workforce relationships and experiences, the approach is generally a siloed one: Typically, customer measures have been driven by an organization’s marketing arm, and the workforce measures by the talent arm. Siloed measurement strategies may have served enterprises well in the past, but, given the blurring boundaries between stakeholder groups and the way in which stakeholder interactions with the enterprise are evolving, this lens seems no longer appropriate or sufficient to keep track of and manage relationships.

With the aim of incorporating this comprehensive lens into the continual relationship tracking and measurement that enterprises should put in place, the deployment of three key measurement categories should be considered—ease, recommendation likelihood, and satisfaction—at key moments in a stakeholder’s journey.

In rolling out this common human relationship measurement strategy, organizations should also take into consideration collection timing, digital, communications, and cultural factors.

FIGURE 1Connections identified between stakeholder (human) experiences and business outcomes

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Source: Deloitte analysis.Deloitte Insights | deloitte.com/insights

FIGURE 1

Connections identified between stakeholder (human) experiences and business outcomes

Customer experience

Business outcomes

Workforce experience

Business partner

experience8

and matches consumer experience.9 Digital is mak-ing it easier to create these experiences. But to design meaningful experiences we should under-stand stakeholders’ requirements, experiences, and behaviors, all backed by adequate data. In today’s world, data is everywhere, and companies should and are tapping into it to inform their strategies. The unstructured data that is freely available as digital exhaust, metrics on stakeholder preferences, satisfaction levels, and their likelihood of recom-mending a particular product or service to others, can provide a reliable backbone to a company’s strategies and help improve products and services, refine messaging, and inform investments—all of which contribute to the human experience. As Peter Drucker aptly put it, “You can’t manage what you can’t measure.”10

While most enterprises do acknowledge the need to keep a finger on the pulse of various stakeholder groups, tools to measure this “experience” across the three groups in a continuous and consistent manner are limited in number and scope. While enterprises have created myriad measures to understand and manage relationships with both

customers and their workforce to improve cus-tomer and workforce relationships and experiences, the approach is generally a siloed one: Typically, customer measures have been driven by an organi-zation’s marketing arm, and the workforce measures by the talent arm. Siloed measurement strategies may have served enterprises well in the past, but, given the blurring boundaries between stakeholder groups and the way in which stake-holder interactions with the enterprise are evolving, this lens seems no longer appropriate or sufficient to keep track of and manage relationships.

With the aim of incorporating this comprehensive lens into the continual relationship tracking and measurement that enterprises should put in place, the deployment of three key measurement catego-ries should be considered—ease, recommendation likelihood, and satisfaction—at key moments in a stakeholder’s journey.

In rolling out this common human relationship–measurement strategy, organizations should also take into consideration collection timing, digital, communications, and cultural factors.

Measuring human relationships and experiences: Blurring lines and shifting sands

3

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Three key measurement categories

“Understanding, managing, tracking, and improving ‘human experiences’ really should be more integrated—after all, workforce experiences are or should be driven by customer and partner experiences.”

There are three measurement categories that can provide insight into stakeholder loyalty or retention risk:

1. “Ease” (or lack of effort or complexity) score;2. Recommendation or promotion likelihood; and3. Satisfaction.11

In addition to loyalty, ease (or low friction effort) measures can help pinpoint areas or processes in specific need of improvement during the human journey. Workforce complexity has also been linked to customer experience ratings and enterprise profitability.12 Promotion or recommendation likelihood can provide a more holistic read than ease measures, and beyond identifying human retention risk likelihood, also provides an indication of how an enterprise stacks up against competitors (or the competitive landscape).13 Rounding out the categories is satisfaction, which is linked with customer retention as well as share of wallet,14 and can also provide insight into the individual stakeholder’s feelings or emotions.

These three measurement categories cover trails blazed by leading enterprises in consumer marketing that have long understood the power of simplifying consumers’ experiences; garnering recommendations from trusted friends, family, and coworkers; and creating satisfaction or delight. The increasing convergence of customers, partners, and workers creates common ground in these stakeholders’ expectations for all of their human experiences and, as a result, tighter connection in the measurement of experience regardless of which hat a stakeholder may be wearing at any given moment in their experience with an enterprise.

To inform the timing of measurement, we focus on the moments that matter within a stakeholder’s journey that have the potential to make a measurable impact in not just the specific experience, but also the overall relationship. This focus on moments that matter is a strategy we have employed within Deloitte to, inform, guide, and improve our external (client) and internal (workforce colleague) interactions and subsequently, overall relationships.15 These moments are various interactions—or touch points—in a stakeholder’s journey that can make a measurable impact. In the traditional siloed setup, for customers, these moments encompass aspects of the prepurchase search process; the purchase experience, such as the transaction and checkout process; and the postpurchase experience, such as product utilization, customer service inquiries, product disposal, trade-in, or upgrade options. For workers, moments could include the recruiting and hiring process, and once hired, the promotion and rewards process, flexible work opportunities, recognition opportunities, and the postemployment experience such as the separation process and retirement benefits. For business partners, moments that matter might include contract negotiations, profit-sharing opportunities, and fair-trade policies. To get an exact measure of the human experience, enterprises should deploy select measurements at appropriate moments.

In the human experience journey, we could arrange these moments that matter on the spectrum from the preengagement phase—when a company is still trying to reach out to and engage with potential stakeholders—through the transaction/journey, right into the moments that bring the interaction to an end. For each of the selected three metrics to have maximum impact, it is important to deploy them at the right touch points.

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FIGURE 2Human experience measures and when to use each

“It would be great to bring CMOs and CHROs together for not only a discussion, but creation of a common measurement platform.”

Ease (low effort/low complexity)Ease of interaction can be measured at any of the key moments that matter in the human experience journey. Common questions could include: How much effort was required in making your reservation? Please rate your agreement with the following statement: “The website made it easy to find the information I was looking for.” In the customer experience arena, these scores have not only been found to be an indicator of customer loyalty—more so than satisfaction scores16—but they also provide actionable insights into which parts of the customer experience can be improved.17

In the workforce experience arena, a similar, perhaps parallel, measure—work complexity—has gained in popularity. A recent study measured work complexity by looking at such factors as ability and ease of connecting virtually and using and gaining access to technologies needed for work.18 This has often been found, along with a workplace’s behavioral norms, to influence the worker experience, which in turn, can influence an enterprise’s profitability, innovation likelihood, and customer experience measures.19 For business partners, depending on the nature of their relationship, this measure could be adapted to measure the ease of doing business during critical aspects of the partner relationship, such as contract negotiations and collaboration for execution and delivery. Where these roles are not quite so well-defined, enterprises can first identify key stakeholders and significant interactions and then deploy this metric at the key moments.

However, while ease measures are good for surfacing issues with process or during specific experiences, their transactional nature can limit their ability to provide an end-to-end picture of the various aspects of the human experience journey. A more holistic measure, specifically the net promoter score (NPS), should be considered.

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“It would be great to bring CMOs and CHROs together for not only a discussion, but creation of a common measurement platform.”

EASE (LOW EFFORT/LOW COMPLEXITY) Ease of interaction can be measured at any of the key moments that matter in the human experience journey. Common questions could include: How much effort was required in making your reserva-tion? Please rate your agreement with the following statement: “The website made it easy to find the information I was looking for.” In the customer experience arena, these scores have not only been found to be an indicator of customer loyalty—more so than satisfaction scores16 —but they also provide actionable insights into which parts of the cus-tomer experience can be improved.17

In the workforce experience arena, a similar, per-haps parallel, measure—work complexity—has

gained in popularity. A recent study measured work complexity by looking at such factors as abil-ity and ease of connecting virtually and using and gaining access to technologies needed for work.18 This has often been found, along with a workplace’s behavioral norms, to influence the worker experi-ence, which in turn, can influence an enterprise’s profitability, innovation likelihood, and customer experience measures.19 For business partners, depending on the nature of their relationship, this measure could be adapted to measure the ease of doing business during critical aspects of the part-ner relationship, such as contract negotiations and collaboration for execution and delivery. Where these roles are not quite so well-defined, enter-prises can first identify key stakeholders and significant interactions and then deploy this metric at the key moments.

However, while ease measures are good for surfac-ing issues with process or during specific experiences, their transactional nature can limit


FIGURE 2

Human experience measurement categories: Capturing transaction experience, holistic experience, and feelings/emotions

Ease(interaction experience)

Satisfaction(emotions and expectation)

Promotion/ recommendations

(holistic experience)


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Source: Deloitte analysis

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Promotion/recommendation likelihoodNPS, which indicates a person’s willingness to recommend a product, service, or experience to another potential user is a common measure to understand stakeholders’ holistic experience with an enterprise. It generally comes from responses to a single question on a 10-point scale: How likely are you to recommend a company’s product or service?20 Given its holistic nature, this measure should be collected at less frequent intervals than the ease measure—perhaps, once every six or 12 months, or at the midpoint and end of a contract or performance period.

For client and partner stakeholders, the NPS measure helps identify customers who are a retention risk as well as those who could be enterprise advocates. It’s also an easy way to benchmark an organization against a competitor.21 Similarly, a two-pronged variant of the NPS measure, referred to as the eNPS (employee net promoter score) measures the holistic worker experience—particularly with regard to worker engagement and loyalty. Specifically, the eNPS measure captures a worker’s likelihood of recommending their employer’s products and services to others, and also their likelihood of recommending their employer as a place to work to others.22

But while the NPS, or a derivative, can be of value in getting a read on stakeholder loyalty and how the enterprise stacks up against competitors, it falls short when it comes to understanding stakeholder’s emotional connection,23 or feelings in general. Also, the verdict is still out as to how much this rating is truly tied to business outcomes.24 Hence the importance of measuring satisfaction. SatisfactionSatisfaction scores, one of the most common measures used,25 allow enterprises to get detailed information on various aspects of the human experience, from a specific transaction to their perception of an end-to-end journey. And, while other measures may give more of an objective read, satisfaction measures enable enterprises to tap into the emotions of key stakeholders. They also have the advantage of being clearly understood by respondents and easy to communicate to leadership.26 Research has also shown that in the customer domain, there is a connection between satisfaction and customer retention27 and share of wallet.28

As illustrated in figure 3, satisfaction is a powerful coupling measure and adds a more emotional element to ease and NPS measures. That is, when collected concurrent with the more objective reads of ease and recommendation likelihood, it can serve as an emotional gauge, providing insights into the stakeholder feelings. Satisfaction measures should be collected with both ease measures during interactions and with the recommendation likelihood measures (for example, at set longer intervals such as every six months or at mid and end points during a contractual and performance period).

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their ability to provide an end-to-end picture of the various aspects of the human experience journey. A more holistic measure, specifically the net pro-moter score (NPS), should be considered.

PROMOTION/RECOMMENDATION LIKELIHOOD NPS, which indicates a person’s willingness to rec-ommend a product, service, or experience to another potential user is a common measure to understand stakeholders’ holistic experience with an enterprise. It generally comes from responses to a single question on a 10-point scale: How likely are you to recommend a company’s product or ser-vice?20 Given its holistic nature, this measure should be collected at less frequent intervals than the ease measure—perhaps, once every six or 12 months, or at the midpoint and end of a contract or performance period.

For client and partner stakeholders, the NPS mea-sure helps identify customers who are a retention risk as well as those who could be enterprise advo-cates. It’s also an easy way to benchmark an organization against a competitor.21 Similarly, a two-pronged variant of the NPS measure, referred to as the eNPS (employee net promoter score) measures the holistic worker experience—particu-larly with regard to worker engagement and loyalty. Specifically, the eNPS measure captures a worker’s likelihood of recommending their employer’s prod-ucts and services to others, and also their likelihood of recommending their employer as a place to work to others.22

But while the NPS, or a derivative, can be of value in getting a read on stakeholder loyalty and how the enterprise stacks up against competitors, it falls short when it comes to understanding stakehold-er’s emotional connection,23 or feelings in general. Also, the verdict is still out as to how much this rat-ing is truly tied to business outcomes.24 Hence the importance of measuring satisfaction.

SATISFACTIONSatisfaction scores, one of the most common mea-sures used,25 allow enterprises to get detailed information on various aspects of the human expe-rience, from a specific transaction to their perception of an end-to-end journey. And, while other measures may give more of an objective read, satisfaction measures enable enterprises to tap into the emotions of key stakeholders. They also have the advantage of being clearly understood by respondents and easy to communicate to leader-ship.26 Research has also shown that in the customer domain, there is a connection between satisfaction and customer retention27 and share of wallet.28

As illustrated in figure 3, satisfaction is a powerful coupling measure and adds a more emotional ele-ment to ease and NPS measures. That is, when collected concurrent with the more objective reads of ease and recommendation likelihood, it can serve as an emotional gauge, providing insights


FIGURE 3

Human experience measures and when to use each

Human experience

measurement

EaseIndividual

interactions/ touch points

Net promoter score

Holistic experience

SatisfactionEmotions and expectation

levels


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FIGURE 3Summarizes three key measurement categories for each of the three stakeholder groups, as well as when to collect this data.

Source: Deloitte analysis

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Getting from here to there: Guidelines for executing a holistic human measurement strategy

In an effort to provide a holistic experience by tracking, measuring, and managing human relationships through all their stages and, more importantly, achieve the goal of developing long-term intimate relationships with enterprise stakeholders throughout their lifetime, the following guidelines should be considered for executing a comprehensive human relationship measurement strategy:

1. Break down internal silos. The goal behind a common measurement system is to track and improve all stakeholders’ experiences over the lifetime of their relationships with an enterprise and, perhaps more importantly, develop a more intimate, continuous, richer relationship with each individual. To do this, an enterprise must abandon its own siloed structure and operations. Chief marketing officers and chief human resource officers, along with chief operations officers and chief information officers, should collaborate and create a set of common measures that fall within the three categories of ease, promotion, and satisfaction—continuously measuring and taking actions throughout the individual’s relationship with the company. Involving technology leadership is important to enable the seamless collection, reporting, and analysis of these measures, to understand individuals’ experiences as their relationships with the organization evolve.

“While people want human interactions, you can still have lots of positive—and human—interactions without humans involved in every step of the experience.”

2. Capitalize on and leverage the power of digital. While enterprises certainly should care about human-human interactions, the potential benefits of leveraging technology for the measurement, tracking, and management of human relationships are undeniable. With AI and cognitive technologies, enterprises can have the best of both worlds, as these technologies can make many digital interactions seem uniquely human, both in terms of the interaction interface and the way in which the digital interface is able to relate to people through functions such as remembering and referencing past orders and a suitable communication style. Digital technologies can also help minimize the “effort” and increase the “ease” of an interaction, for instance, by offering a choice among live chat, email and a phone call, automated messages, one-click purchasing, and so on. Digital can and should be exploited to continually improve the human relationship measurement process through facilities such as simple in-the-moment questioning on a person’s preferred device with voice-activated response options. Measures need to be easy and noninvasive, and digital can help with this.

3. The importance of expectations. As research and market experience suggest, satisfaction is subjective. How pleased or happy an individual is with an experience is largely driven by his/her expectations.30 These expectations can be driven by experiences out of the control of an enterprise, for example, experiences with competitive offerings. Or they can be driven by what an enterprise communicated internally (such as what workers should expect from the firm and how they should behave) and externally (how long delivery should take or how soon a call should be returned). While enterprises cannot control what is offered by the external market, they can derive insights about these from satisfaction scores. One way of offsetting the effect of expectations is setting and communicating expectations about “experience” aspects such as effort and time required and product strength and weaknesses.

The main thing is to keep the main thing the main thing.”—Stephen Covey

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Late educator, businessman, and author Stephen Covey reminds us of the importance of not losing focus: Measurement is—and should remain—a means to an end, not an end in and of itself. While we agree that measures are important and, when appropriately collected, tracked, and analyzed, help manage and improve stakeholder relationships, collecting data should not take precedence over or detract from an interaction. Rather, understanding the needs of stakeholders and nurturing those relationships should remain an enterprises’ priority.31 Thus, while we encourage our readers to embrace these three measurement categories to track and manage relationships with key stakeholders throughout the various twists and turns the relationship may take, there are some relationship moments that might be hard to capture, and that is okay. Sometimes it is worth losing a measurement battle to win the relationship war.

Measurement category

Benefit Limitation Optimal collection timing

Ease (effort, complexity)

Effective for surfacing processissues.Provides actionable insightson process improvements.

Does not provide holisticperspective (for example,end-to-end picture) of thecustomer journey.Does not provide insightinto how the enterprisecompares to competition/ thecompetitive landscape.

Collect frequently, with eachmeasure tied and tailoredto specific interactions,(moments that matter/transactions).

Promotion/ recommendation likelihood

Gives a holistic read ofthe overall relationship(experience).Provides insight into the competitive landscape.Identifies customers who are a retention risk.

Does not capture emotionalconnection levels29 orsatisfaction with current state.

Consider collecting every sixto 12 months as an overallrelationship read.

Satisfaction Captures emotions andexpectation levels associatedwith individual interactions/transactions and end-to-endexperience.Gives insights into current(market and brand/enterpriselevel) expectations.Identifies opportunities forbetter communications andexpectation-setting.

Very subjective on its own, as stakeholders have varyingexpectations.

A great coupler measure.Consider capturingsatisfaction concurrently withboth ease and promotionmeasures.

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Endnotes1. Six Deloitte leaders (four from Human Capital and two from Customer & Marketing) were interviewed for their perspective on the topic

of “human experience” during January 2019. We included their comments throughout this piece to illustrate key challenges and points.2. Business outcomes influenced by customer experience include profitability, revenue, and customer retention; business outcomes

influenced by employee experience include productivity and innovation. We highlight the connection to measurement categories in a later section.

3. Venkat Ramaswamy and Francis Gouillart, “Building the cocreative enterprise,” Harvard Business Review, October 2010.4. Jeffrey F. Rayport, “Advertising’s new medium: Human experience,” Harvard Business Review, March 2013; Christian DeGobbi, “The

human-based marketing imperative,” Forbes, April 30, 2018.5. Gensler.com, “Experience Index,” https://www.gensler.com/research-insight/gensler-research-institute/ experience-index, last accessed

June 18, 2019.6. Angel Vaccaro et al., Beyond marketing: Experience reimagined, Deloitte Insights, January 16, 2019.7. Carolyn O’Boyle and Susan K. Hogan, “Engaging workers as consumers,” Deloitte Review 24, January 2019.8. There is currently limited direct evidence or research relating to the relationship between business partner experiences and customer

experience and outcomes. However, given its close nature to workforce experience and customer experience, we hypothesize that there is a relationship—and hope to pursue the strength and nature of this relationship in a future article.

9. Jeanne Meister, “The employee experience is the future of work: 10 HR trends for 2017,” Forbes, January 5, 2017.10. Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change (New York: Free Press, 2004).11. Matthew Dixon, Karen Freeman, and Nicholas Toman “Stop trying to delight your customers,” Harvard Business Review, July-August

2010.12. Kristine Dery and Ina M. Sebastian, “Building business value with employee experience,” MIT Center for Information Systems Research,

June 15, 2017.13. Justin Croft, “Net promoter score and customer outcomes,” Revelwood, January 15, 2018.14. Timothy L. Keiningham et al., “Does customer satisfaction lead to profitability? The mediating role of share—of—wallet”, Journal of

Service Theory and Practice 15, no. 2 (2005): pp. 172–81, DOI: 10.1108/09604520510585352.15. Arthur Mazor et al., ”Reimagine and craft the employee experience: Design thinking in action,” Deloitte Development LLC, accessed June

6, 2019.16. Dixon, Freeman, and Toman, “Stop trying to delight your customers.”17. Deloitte internal communication, “Measuring the HR customer experience,” 2016.18. Dery and Sebastian, “Building business value with employee experience.”19. Ibid.20. Justin Croft, “Net promoter score and customer outcomes.”21. Rob Markey, “The benefits of a competitive benchmark net promoter® score,” Bain & Company, February 18, 2014.22. Net promoter system®, “The employee net promoter system,” accessed May 31, 2019.23. Deloitte Development LLC, “LRA, a Deloitte business: The leader in brand protection and customer experience measurement,” accessed

June 6, 2019.24. Justin Croft, “Net promoter score and customer outcomes.”25. Sunil Gupta and Valarie A. Zeithaml, “Customer metrics and their impact on financial performance,” Marketing Science 25, no. 6 (2006):

pp. 718–739, DOI: 10.1287/mksc.1060.0221.26. Valarie A. Zeithaml et al., “Forward-looking focus: can firms have adaptive foresight?”, Journal of Service Research 9, no. 2 (2006): pp.

168–83, DOI: 10.1177/1094670506293731.27. Ruth N. Bolton and James H. Drew, “A longitudinal analysis of the impact of service changes on customer attitudes,” Journal of Marketing

55, no. 1 (1991): pp. 1–9, DOI: 10.2307/1252199.28. Keiningham et al., “Does customer satisfaction lead to profitability? The mediating role of share—of—wallet.”29. Deloitte Development LLC, “LRA, a Deloitte business.”30. Richard L. Oliver, “A cognitive model of the antecedents and consequences of satisfaction decisions,” Journal of Marketing Research 17,

no. 4 (1980): pp. 460–469, DOI: 10.1177/002224378001700405.31. Frances Frei and Anne Morriss, Uncommon Service: How to Win by Putting Customers at the Core of Your Business (Cambridge,

Massachusetts: Harvard Business Review Press, 2012).

AcknowledgmentsThe authors would like to thank Michael Gretczko, Burt Rea, Rick Reilly, Nathan Sloan, and Tom Zipprich for their invaluable insights. They would also like to thank Mike Boone, Steven Hatfield, Astrid Huebner, Blythe Hurley, Junko Kaji, Ramani Moses, Carolyn O’Boyle, Negina Rood, and Jessica Somkul for their contributions and support.

Leading the social enterprise:Reinvent with a human focus2019 Deloitte Global Human Capital Trends

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Leading the social enterprise: Reinvent with a human focus2019 Deloitte Global Human Capital Trends

Leading the social enterprise:Reinvent with a human focus2019 Deloitte Global Human Capital Trends

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From employee experience to human experiencePutting meaning back into workONE OF THE biggest challenges we identified this year is the need to improve what is often called the “employee experience.” Eighty-four percent of our survey respondents rated this issue important, and 28 percent identified it as one of the three most urgent issues facing their organization in 2019. It’s hard to question why: MIT research shows that enterprises with a top-quartile employee experience achieve twice the innovation, double the customer satisfaction, and 25 percent higher profits than organizations with a bottom- quartile employee experience.1 Yet as important as it is, only 9 percent of our respondents believed they were very ready to address this issue, making it a massive priority for organizations around the world.

Unpacking the issueOver the last five years, issues related to productivity, well-being, overwork, and burnout have grown.2 The digital, always-on world of work has been challenging for people (as we discussed last year and in 2014), and organizations have become increasingly concerned. And based on the results from our study, it’s clear that those issues have resulted in significant dissatisfaction with the job itself. This year, we found that only 49 percent of respondents believed that their organizations’ workers were satisfied or very satisfied with their job design. Only 42 percent thought that workers were satisfied or very satisfied with day-to-day work practices, only 38 percent said that they were satisfied or very satisfied with work-related tools and technology, and only 38 percent thought that they have enough autonomy to make good decisions (figure 1).

And when we looked past the attributes of the individual job and toward the overall work environment, the results were still mixed. Only 53 percent felt their organizations were effective or very effective at creating meaningful work, and only 45 percent thought that they were effective or very effective at delivering supportive management.

FIGURE 1Many respondents perceived worker satisfaction to be low related to key aspects of workHow satisfied are employees in your organization with the design of their jobs (including the workflow and technologies)?

Organizations are investing in many programs to improve life at work, all focused on improving the day-to-day experience workers have. While there is much that can be done to improve work/life balance, research shows that the most important factor of all is the work itself: making work meaningful and giving people a sense of belonging, trust, and relationship. We believe organizations should move beyond thinking about experience at work in terms of perks, rewards, or support, and focus on job fit, job design, and meaning—for all workers across the enterprise.

Fifty-nine percent thought that their organizations were effective or very effective at creating a positive work environment, but only 43 percent thought they were effective or very effective at providing the right opportunities for growth. When asked about their workers’ trust in leadership, only 46 percent rated their organizations effective or very effective (figure 2).

Overall, it is clear that the employee experience has a long way to go.

The history of experience: From customers to employees

To understand the challenges with employee experience, we need to first start with the history of how it came to be in the first place. The term “employee experience,” and the concept, originated as a parallel to the customer experience. An HR leader at a travel services company was using design

thinking to study the guest and host experience—and realized that this approach could also be applied to all of the activities going on internally. The company had outsourced many internal functions, making the employee experience inconsistent; in fact, it had never been completely designed. So the leader took on the newly created role of “global head of employee experience,” applied design thinking to the problem, and the idea and role took off.3

Sometimes, organizations explicitly model their workforce experience efforts on their customer ex-perience practices. For instance, MTN, the largest mobile telecommunication company across Africa and the Middle East, has long emphasized customer experience strategies with its heaviest users. At MTN, both the customer experience and employee experience strategies are anchored on the “EPIC” principle, aiming to deliver “easy, personalized, and in-control connections” with customers and employees alike. This strategy is applied through a series of curated “high-volume journeys” targeted

Note: Percentages may not total 100 percent due to rounding.Source: Deloitte Global Human Capital Trends survey, 2019.

Deloitte Insights | deloitte.com/insights

FIGURE 1

Many respondents perceived worker satisfaction to be low related to key aspects of workHow satisfied are employees in your organization with the design of their jobs (including the workflow and technologies)?

Not satisfied Somewhat satisfied Satisfied Very satisfied

Autonomy to make decisions

Day-to-day workflow

Overall job design

Access to relevant data and information

Tools and technology

31%

20% 32%

35%17%

43%8%

45%13% 39%

45%

20%

42%

43%

43% 7%

6%

6%

4%

3%

2

From employee experience to human experience: Putting meaning back into work

37

Fifty-nine percent thought that their organizations were effective or very effective at creating a positive work environment, but only 43 percent thought they were effective or very effective at providing the right opportunities for growth. When asked about their workers’ trust in leadership, only 46 percent rated their organizations effective or very effective (figure 2).

Overall, it is clear that the employee experience has a long way to go.

The history of experience: From customers to employeesTo understand the challenges with employee experience, we need to first start with the history of how it came to be in the first place. The term “employee experience,” and the concept, originated as a parallel to the customer experience. An HR leader at a travel services company was using design thinking to study the guest and host experience— and realized that this approach could also be applied to all of the activities going on internally. The company had outsourced many internal functions, making the employee experience inconsistent; in fact, it had never been completely designed. So the leader took on the newly created role of “global head of employee experience,” applied design thinking to the problem, and the idea and role took off.3

Sometimes, organizations explicitly model their workforce experience efforts on their customer experience practices. For instance, MTN, the largest mobile telecommunication company across Africa and the Middle East, has long emphasized customer experience strategies with its heaviest users. At MTN, both the customer experience and employee experience strategies are anchored on the “EPIC” principle, aiming to deliver “easy, personalized, and in-control connections” with customers and employees alike. This strategy is applied through a series of curated “high-volume journeys” targeted at generating a unique and continuous stream of human experiences that create lasting connections with the organization.4

However, as we’ve learned about the employee experience over the last few years, several new concepts have become clear. First, employees are different from customers: They have an enduring, personal relationship with their employers, unlike customers who can stop buying an organization’s products at any time. Second, the employee experience is social: It is built around culture and relationships with others, moving well beyond a focus on an individual employee’s needs. And third, and most relevant to the issue at hand, employees want more than an easy set of transactions; they want a career, purpose, and meaning from their work.

FIGURE 2Many respondents rated their organizations only somewhat effective or not effective on a number of factors related to experienceHow effective is your organization in engaging workers in the following areas?

at generating a unique and continuous stream of human experiences that create lasting connections with the organization.4

However, as we’ve learned about the employee experience over the last few years, several new concepts have become clear. First, employees are different from customers: They have an enduring, personal relationship with their employers, unlike customers who can stop buying an organization’s products at any time. Second, the employee ex-perience is social: It is built around culture and relationships with others, moving well beyond a focus on an individual employee’s needs. And third, and most relevant to the issue at hand, employees want more than an easy set of transactions; they want a career, purpose, and meaning from their work.

So where can you go from here?

In order to create an enduring relationship, be social in nature, and create meaning, experience

must come from and be focused on the individual. And that’s where prior attempts at addressing this issue have fallen short and where a future path can be forged.

When experience comes from the individual (bottom-up), it is designed starting with the em-ployee’s preexisting tendencies to enable them to do their best work in the way that works for them. When experience is focused on the individual (personal), it is designed to incorporate all of the psychological needs that must be met in order for someone to perform their work well. At the inter-section of both is where the optimal experience can be found—something that few, if any organizations, have yet to achieve (figure 3).

When applying this framework to the way in which organizations have tried to address the concept of experience in the past, it becomes easy to see where both prior and current efforts have fallen short. Work/life balance, which one could argue was the organization’s first attempt to create

“experience” in the workplace, was designed by or-ganizations to recognize that individuals needed to carve out time allocated to work for other aspects

Note: Percentages may not total 100 percent due to rounding.Source: Deloitte Global Human Capital Trends survey, 2019.

Deloitte Insights | deloitte.com/insights

FIGURE 2

Many respondents rated their organizations only somewhat effective or not effective on a number of factors related to experienceHow effective is your organization in engaging workers in the following areas?

Not effective Somewhat effective Effective Very effective

Positive work environment

Supportive management

Trust in leadership

Growth opportunities

Meaningful work

9% 32% 44% 15%

9% 38% 42% 11%

16% 41% 33% 10%

13% 40% 37% 9%

11% 43% 38% 7%

3

2019 Deloitte Global Human Capital Trends

38

So where can you go from here?In order to create an enduring relationship, be social in nature, and create meaning, experience must come from and be focused on the individual. And that’s where prior attempts at addressing this issue have fallen short and where a future path can be forged.

When experience comes from the individual (bottom-up), it is designed starting with the employee’s preexisting tendencies to enable them to do their best work in the way that works for them. When experience is focused on the individual (personal), it is designed to incorporate all of the psychological needs that must be met in order for someone to perform their work well. At the intersection of both is where the optimal experience can be found—something that few, if any organizations, have yet to achieve (figure 3).

When applying this framework to the way in which organizations have tried to address the concept of experience in the past, it becomes easy to see where both prior and current efforts have fallen short. Work/life balance, which one could argue was the organization’s first attempt to create “experience” in the workplace, was designed by organizations to recognize that individuals needed to carve out time allocated to work for other aspects of life. Not only was it a top-down attempt at experience, thereby limiting the ownership a given employee could feel, but it was also centered around work—trying to find time for nonwork activities, but in the context of a work-first mentality.

That changed when the concept of employee engagement arose. Employee engagement recognized all of the basic psychological needs that must be met in order for a person to perform work well. It included emotional and social needs such as doing work that one was good at and connecting work with a higher purpose. As a result, it was centered around the employee and was very personal in nature. However, it remaineda top-down philosophy: It relied on the organization’s hope that employees would choose to engage with the company’s ideas, culture, work, and results.5

The shift from a top-down initiative to one that is bottom-up in nature came with the introduction of employee experience. Employee experience is a bottom-up concept—where processes, places, and workflow are designed around employees’ preexisting tendencies. Employee experience recognized that the employee, not the employer, must be at the center.

of life. Not only was it a top-down attempt at ex-perience, thereby limiting the ownership a given employee could feel, but it was also centered around work—trying to find time for nonwork activities, but in the context of a work-first mentality.

That changed when the concept of em-ployee engagement arose. Employee engagement recognized all of the basic psychological needs that must be met in order for a person to perform work well. It included emotional and social needs such as doing work that one was good at and connecting work with a higher purpose. As a result, it was centered around the employee and was very per-sonal in nature. However, it remained a top-down philosophy: It relied on the organization’s hope that employees would choose to engage with the company’s ideas, culture, work, and results.5

The shift from a top-down initiative to one that is bottom-up in nature came with the introduction of employee experience. Employee experience is a bottom-up concept—where processes, places, and workflow are designed around employees’ preex-isting tendencies. Employee experience recognized

that the employee, not the employer, must be at the center.

With this shift, why are people still not seeing better results? Because while employee experience comes from the individual, it is still focused pri-

marily on the work itself. Last year, Bersin™ research confirmed this when asking

workers what their organizations had done to improve their employee experience. The top three actions re-spondents identified were: (1) perks and events, (2) rewards, and (3) work/life balance. All, without ques-

tion, are important aspects of work, but none truly capture the personal

meaning that employees are looking for. Perhaps the research put it best by saying

that many employers fall short by failing to capture the human side of workers.6

Where does that leave us? We see an op-portunity to reframe and elevate the employee experience and have expanded the terminology to capture what we’re calling the human ex-perience. Human experience builds upon the foundation of the employee experience, but extends beyond work processes to focus on the meaning of the work itself, thereby targeting the most


FIGURE 3

Experience should be both bottom-up and personal

Personal(the individual)

Professional(the work)

Organization-led(top-down)

Employee-led(bottom-up)

4

From employee experience to human experience: Putting meaning back into work

FIGURE 3Experience should be both bottom-up and personal

39

With this shift, why are people still not seeing better results? Because while employee experience comes from the individual, it is still focused primarily on the work itself. Last year, Bersin™ research confirmed this when asking workers what their organizations had done to improve their employee experience. The top three actions respondents identified were: (1) perks and events, (2) rewards, and (3) work/life balance. All, without question, are important aspects of work, but none truly capture the personal meaning that employees are looking for. Perhaps the research put it best by saying that many employers fall short by failing to capture the human side of workers.6

Where does that leave us? We see an opportunity to reframe and elevate the employee experience and have expanded the terminology to capture what we’re calling the human experience. Human experience builds upon the foundation of the employee experience, but extends beyond work processes to focus on the meaning of the work itself, thereby targeting the most personal question that can exist in the workplace: Am I making a difference? (Figure 4.)

personal question that can exist in the workplace: Am I making a difference? (Figure 4.)

Bringing a refreshed sense of meaning to work

Meaning is an aspirational driver that seeks to support others in making a difference that matters and motivates people to continue to do better. To start, it’s about more than creating a qualitative mission statement or purpose. Also, it goes beyond corporate social responsibility, and it does not necessarily equate to doing something “good” or socially desirable. It starts by asking, What are the aspirations of our customers, employees, and part-ners? Meaning refers to connecting work back to a deeper understanding of the participants involved—customers, workers, and other stakeholders—and the bigger impact the work will have on helping them achieve their aspirations.

Wharton management professor Adam Grant found that call center employees were 171 percent more productive when they had the opportunity to spend time learning about the impact their services were having on the end customer.7 For instance,

the simple act of putting a face to a name can help create meaning in an otherwise routine job. At the same time, meaning also derives from the day-to-day work: Am I using my strengths and capabilities? Am I working with people I respect to deliver some-thing of value?

Understanding and driving meaning is critical because it is a key motivator and helps sustain effort over time. If an organization can articulate a purpose that matters across stakeholders, it will get an impact, but if it can also tap into the purpose and meaning for the workforce and connect to what matters for the customer, the effect will amplify. The catch here is that meaning is more nuanced than cost or even value—it cannot easily be pushed; the individual worker or customer will ultimately decide if something is meaningful. The goal for busi-ness and talent leaders is to explicitly consider what meaning can be derived by workers and customers based on the design of products, services, and jobs.8

Owning the experience symphonically

To create the human experience at work war-rants an end-to-end focus similar to the way


FIGURE 4

When experience is bottom-up and personal, it becomes focused on “human experience”

Personal(the individual)

Professional(the work)

Organization-led(top-down)

Employee engagement Human experience

Work/life balance Employee experience

Employee-led(bottom-up)

5

2019 Deloitte Global Human Capital Trends

FIGURE 4When experience is bottom-up and personal, it becomes focused on “human experience”

Bringing a refreshed sense of meaning to workMeaning is an aspirational driver that seeks to support others in making a difference that matters and motivates people to continue to do better. To start, it’s about more than creating a qualitative mission statement or purpose. Also, it goes beyond corporate social responsibility, and it does not necessarily equate to doing something “good” or socially desirable. It starts by asking, What are the aspirations of our customers, employees, and partners? Meaning refers to connecting work back to a deeper understanding of the participants involved— customers, workers, and other stakeholders—and the bigger impact the work will have on helping them achieve their aspirations.

Wharton management professor Adam Grant found that call center employees were 171 percent more productive when they had the opportunity to spend time learning about the impact their services were having on the end customer.7 For instance, the simple act of putting a face to a name can help create meaning in an otherwise routine job. At the same time, meaning also derives from the day-today work: Am I using my strengths and capabilities? Am I working with people I respect to deliver something of value?

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Understanding and driving meaning is critical because it is a key motivator and helps sustain effort over time. If an organization can articulate a purpose that matters across stakeholders, it will get an impact, but if it can also tap into the purpose and meaning for the workforce and connect to what matters for the customer, the effect will amplify. The catch here is that meaning is more nuanced than cost or even value—it cannot easily be pushed; the individual worker or customer will ultimately decide if something is meaningful. The goal for business and talent leaders is to explicitly consider what meaning can be derived by workers and customers based on the design of products, services, and jobs.8

Owning the experience symphonicallyTo create the human experience at work warrants an end-to-end focus similar to the way organizations think about their customer experience. Traditional HR responsibilities such as hiring, onboarding, job design, rewards, and development don’t fully address issues with the work itself, which means a multifunctional focus is needed. In fact, we believe that HR organizations must partner closely with the business, IT, facilities, finance, and even marketing to make an impact in this area.

Some organizations are already taking steps toward integrating the ownership of experience. For instance, Arm, a global semiconductor and software design company, has brought the elements of its workforce experience—such as workspaces, people technology, shared services, and mobility and travel—under a single function to help build a consistent and holistic experience for its employees.9

Apple has gone even further in this direction by recently asking its vice president of people, Deirdre O’Brien, to take on an expanded role as “senior vice president of retail and people.”10 As part of the announcement of O’Brien’s new role, Angela Ahrendts, Apple’s departing head of retail operations, said: “I look forward to watching how this amazing team, under her leadership, will continue to change the world one person and one community at a time.”11

While the employee experience journey may start with a focus on the workplace, perks, and rewards, in time it must focus on the more human elements of the work itself to truly create meaning. A true human experience is one that embeds meaning into work and enables every employee to contribute in the most positive, supportive, and personal way.

Level of effort: The human experience

REFRESH

Organizations have an opportunity to refresh and expand the concept of “employee experience” to address the “human experience” at work—building on an understanding of worker aspirations to connect work back to the impact it will have on helping people achieve their aspirations.

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Acknowledgments The authors would like to thank Art Mazor and Jannine Zucker for their contributions to this chapter.

Endnotes1. Kristine Dery and Ina M. Sebastian, “Building business value with employee experience,” MIT CISR Research Briefing 17, no. 6 (2017).

Innovation was measured by the percentage of revenues from new products and services introduced in the last two years. Customer satisfaction was measured by industry-adjusted Net Promoter Score (NPS) 2016.

2. Jeff Schwartz et al., The overwhelmed employee: Simplify the work environment, Deloitte University Press, March 7, 2014; Sheryl Kraft, “Companies are facing an employee burnout crisis,” CNBC, August 14, 2018.

3. Conversation with company leaders by Josh Bersin, 2018.4. Based on conversations with company leaders by colleagues of the authors.5. David Sturt and Todd Nordstrom, “Employee experience vs. engagement, and 3 things you should start thinking about now,” Forbes,

May 18, 2018.6. Melissa Cavanaugh, Matthew Deruntz, and Madhura Chakrabarti, The employee perspective on employee experience: Three top

findings, Bersin™, Deloitte Consulting LLP, 2018.7. Adam M. Grant, “Outsource inspiration,” forthcoming in J. E. Dutton & G. Spreitzer (Eds.), Putting Positive Leadership in Action.8. Based on Jeff Schwartz et al., “Reframing the future of work,” MIT Sloan Management Review, February 20, 2019.9. Based on conversations with company leaders by colleagues of the authors.10. Lauren Feiner, “Apple’s retail chief Angela Ahrendts to leave the company in April,” CNBC, February 5, 2019. Deloitte 2019 Global Human

Capital Trends is an independent publication and has not been authorized, sponsored, or otherwise approved by Apple Inc.11. Apple, “Apple names Deirdre O’Brien senior vice president of Retail + People,” press release, February 5, 2019.

AcknowledgmentsPlease join us in thanking our many colleagues from around the globe who have supported the 2019 Global Human Capital Trends program. Producing the report is a nearly year-long process that leverages the expertise of our Deloitte leaders, their interactions with business and HR leaders, and the results of our extensive global survey. We would not have been able to produce this report without the energy of our dedicated team:

Julia Epstein and Julie May, who helped to lead this program from the United States and Global, and their team of Erica Elias, Mia Farnham, Jamie Morgenstern, and Gabby Zusin.

Mara Truslow, Mukta Goyal, Shruti Kalaiselvan, and Ann Vu for leading the survey and data analysis worksteam, as well as the tireless team of Anupama Adusumalli, Disha Arora, Bhakti Atara, Ketaki Batura, Rashmi Bharti, Mansi Bhatt, Ananshi Chugh, Gunit Gandhi, Henna Mohanty, Sania Motwani, Rupali Pasari, Divya Patnaik, Parinitha S., Naina Sabherwal, Deepa Sastry, Poorva Vashishth, Suyash Verma, Kriti Vij, Stuti Vyas, and Shikha Warikoo.

Christy Hodgson, who drove the marketing strategy and related assets to bring the story to life. Also, thanks to Diksha Dehal, Sue Ostaszewski, Shannon Poynton, and Christina Wakeman, who managed the marketing workstreams, together with their colleagues Ayushi Agarwala, Christina Anderson, Kelsey Casey, Andrea D’Alessandro, Savvy Gonsalves, Weatherly Langsett, Caroline Levy, Mari Marcotte, Jamie Morgenstern, Jenny Park, Keely Peebles, Emily Scott, Kristy Spratt, Julie Shirazi, Caroline Regan Williams, and Gabby Zusin.

Melissa Doyle and Steve Dutton for their leadership in public relations.

The Deloitte Digital team that enhanced the app, led by Andrew Pollen and supported by Hamdi Abdat, Matt Cairns, Renee June Culaway, Siti Nur Durrah Hamdan, BK Khur, Xianping Lai, Kyaw Oo, Nicole Scoble-Williams, and Chaitalee Zade.

The Deloitte Insights team that supported the report’s publication, including Junko Kaji, who provided editorial guidance; Kevin Weier, our Deloitte Insights art director; Sarah Jersild, who created the Deloitte Insights introductory video; and Amy Bergstrom and Alex Kawecki, who led Deloitte Insights’ promotional efforts.

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Returning to work in the future of workEmbracing purpose, potential, perspective, and possibility during COVID-19

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Hope amid crisis during COVID-19Little did we know how powerful the foreshadowing was when we wrote in the prologue of this year’s Global human capital trends report: “Much in the same way that we started the decade in uncertainty, we appear to be headed back into a period of uncertainty.” With the rest of the world, we watched in disbelief as the COVID-19 pandemic took hold at the beginning of 2020 and changed life as we knew it. In March, more than a third of humanity was in lockdown.1 By the end of April, 1.6 billion workers stood in immediate danger of having their livelihoods destroyed.2

And yet amid the tragedy and uncertainty ran a strong undercurrent of hope. Individuals and communities responded with empathy and strength. Organizations, despite many staring down the barrel of layoffs, furloughs, and shutdowns, took fast action to protect their workers’ health and safety, establish essential services, and deploy workforce strategies to support workers in real time. And ecosystems banded together to leverage their collective and complementary capabilities to effect meaningful change. The social enterprise went to work.

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Remaining human in a technology-driven world The social enterprise, as defined in our 2018 global human capital trends report, embodies a “new social contract” that proposes a more human-centered rewiring of the relationships between the individual and the organization and the organization and society.3 Since 2018, we have seen the speed and scale of change continue to accelerate, with technological advances bringing bigger and bolder changes in shorter windows of time. But as new technologies and digital transformations dominated conversations in boardrooms, human concerns were considered separate from, if not directly in conflict with, technological advances.

In this year’s report, we challenge organizations to reexamine whether humanity and technology were truly in conflict and to consider how it is possible to resolve the seeming paradox of finding ways to remain distinctly human in a technology-driven world. In each chapter, we show how organizations that embrace a new set of attributes anchored in purpose, potential, and perspective can create lasting value for themselves, their workforce, and society at large.

COVID-19 has reinforced our conviction that human concerns are not separate from technological advances at all, but integral for organizations looking to capture the full value of the technologies they’ve put in place. As organizations looked to adapt their ways of working in response to the crisis, they found that, in many—though not all—parts of the world, technology was not the greatest challenge. In those where it was, the crisis highlighted the digital divide within countries, across regions, and in rural communities and urban digital deserts.4 In those where the technology has been available, one of the biggest barriers was the difficulty of building models to integrate humans with those technologies: to create new habits and management practices for how people adapt, behave, and work in partnership with the technology available to them; to fulfill distinctly human needs such as the desire for meaning, connection, and well-being at work; to maximize worker potential through the cultivation of capabilities; and to safeguard ethical values.

This crisis presents a unique opportunity for organizations that can overcome the instinct of treating humans and machines on parallel paths to instead build connections that can pave a path forward, one that can nurture growth and innovation in the weeks, months, and years to come. It also serves as a window into what can happen if the intersection of humanity and technology and the opportunity to operate as a true social enterprise are not fully embraced. In light of COVID-19, the opportunity (and risk) may never be greater for organizations to transcend this paradox and see possibility in what lies ahead.

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Embracing possibilityReturning to work in the future of work

COVID-19 has challenged business leaders to do three things at once: stage the return to work, understand and leverage the advancements they enacted during the crisis, and chart a new path forward. Focusing on the return to work alone is not a viable option, as it will not allow organizations to capitalize on all that they have experienced and learned over the past few months. Instead, we believe organizations should embrace New York Times columnist Thomas Friedman’s perspective that humans who want to adapt in an age of acceleration must develop “dynamic stability.” Rather than trying to stop an inevitable storm of change, Friedman encourages leaders to “build an eye that moves with the storm, draws energy from it, but creates a platform of dynamic stability within it.”5

Leading organizations will do the same. Rather than shrinking from, or preparing to fight, the oncoming storm of change, they draw energy from it. In the context of COVID-19, they will leverage the opportunity to return to work by designing the future of work, employing the lessons, practices, and goodwill they built during their accelerated crisis response. Below, we provide a view on how to start that process by leveraging this year’s human capital trends—a set of reflections, recommendations, and frameworks which we believe are more critical than ever as organizations head toward recovery from the COVID-19 crisis. This is by no means an exhaustive list, but rather a starting point: an opportunity to consciously reflect on what has happened over the past few weeks and months in an effort to embrace the possibility that lies ahead.

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New possibilities arising from the COVID-19 crisis

Purpose: An organization that doesn’t just talk about purpose, but embeds meaning into every aspect of work every day Belonging: from comfort to connection to contribution

The COVID-19 shift: COVID-19 reminded us that people are motivated at the highest levels when they can connect their work contributions to a greater purpose and mission. Consider, for instance, how workers at some consumer products companies have found meaning and inspiration in their jobs as their companies increased production of (or in some cases, pivoted to start developing) disinfectants and sanitizers.6 People want to contribute to their organizations when they understand how their unique talents, strengths, and contributions are making an impact on larger goals.

New possibilities: As they stage the return to work, organizations should seize this opportunity to step back and make sure that they are creating clear connections across individual jobs, team objectives, and the organization’s mission. To strengthen the link between belonging and organizational performance, organizations need to do more than treat their workers fairly and respectfully; they must enable a deeper connection by drawing visible linkages as to how their contributions are making an impact on the organization and society as a whole.

Designing work for well-being: Living and performing at your best

The COVID-19 shift: COVID-19 put well-being front and center for organizations as physical, mental, and financial security became paramount. The pandemic has put more hours into the working day, creating exhaustion and burnout and simultaneously exposing the stress that many workers face in balancing professional and personal demands, as personal commitments and roles (such as being a parent or caregiver) could no longer be separated from work. Many workers are experiencing burnout exacerbated by COVID-19,7 which makes well-being a top priority in any organization’s return-to-work approach.New possibilities: As they stage the return to work, organizations need to go further than just fostering open dialogue and open practices around well-being. Now is the time to embed well-being into every aspect of the design and delivery of work itself and to fundamentally redesign work toward outputs instead of activities. This will open up the possibility for workers to both live and perform at their best.

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The post-generational workforce: From millennials to perennials

The COVID-19 shift: COVID-19 proved that generalizing by age alone can lead to incorrect conclusions. While initially thought to be a virus that only affected the elderly, people soon learned that others were not invulnerable. As the pandemic progressed, researchers honed their investigations based on population attributes that extended beyond age, whether geography, living situation, or prior health conditions, thereby quickly expanding the understanding of the virus at levels previously not understood.

New possibilities: As they stage the return to work, organizations should apply that same lesson to the workforce, using a data-driven approach to better understand workers’ unique attributes, needs, and dimensions and segment their workforce accordingly. If organizations can better understand their workers, they will be able to more effectively develop targeted programs and policies that bring out workers’ personal best while affording them the heath protections they need to safely do their work.

Potential: An organization that is designed and organized to maximize what humans are capable of thinking, creating, and doing in a world of machinesSuperteams: putting AI in the group

The COVID-19 shift: COVID-19 showed people that while technology can augment and supplement work, it does not replace what is needed from humans. The health crisis gave people a greater appreciation for the fact that humans and technology are more powerful together than either can be on their own. Consider how telemedicine, manufacturing, education, and even grocery delivery drew on the power of integrated human-machine teams during the crisis.

New possibilities: As they stage the return to work, organizations have an opportunity to push the envelope in the ways they integrate teams of humans and technology. Organizations should evolve their thinking about technology from taking a purely substitution view (replacing humans with technology) to using technology as an augmentation or collaboration strategy. The latter view can allow organizations to not only streamline costs, but to also create value and ultimately, provide meaning to the workforce as a whole.

Knowledge management: Creating context for a connected world

the COVID-19 shift: People’s hunger for information during the COVID-19 pandemic validated the phrase “knowledge is power.” As individuals around the world clamored for whatever information they could find on virus spread rates, care information, vaccine development, safety measures, business closures, and more, organizations used institutional knowledge to extend their adaptability, as they were able to quickly deploy workers into new roles, or even new organizations, by leveraging the knowledge that was now at their fingertips.

New possibilities: As they stage the return to work, organizations have the opportunity to leverage the power of AI to build a culture of actionable knowledge-sharing and knowledge creation that strengthens organizational connectivity and affords the organization resilience to be able to withstand, and even to thrive in, environments of disruption, uncertainty, and change.

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Beyond reskilling: Investing in resilience for uncertain futures

The COVID-19 shift: COVID-19 reinforced that it is more important to understand what workers are capable of doing than understanding what they have done before. Through this crisis, the world has had the opportunity to see the resilience and adaptability of the workforce as workers quickly assumed new roles and even contributed to opportunities in different fields and industries.

New possibilities: As they stage the return to work, organizations should consider how to encourage and offer opportunities for workers to continue to grow and adapt based on their potential, rather than solely on their existing skills or certifications. Now is not the time to pull back on workforce development efforts, but instead to double down on commitments to building a resilient workforce that can adapt in the face of constant change.

Perspective: An organization that encourages and embraces a future orientation, asking not just how to optimize for today, but also how to create value tomorrowThe compensation conundrum: Principles for a more human approach

The COVID-19 shift: COVID-19 showed that compensation is as much an indicator of an organization’s culture and values as it can be an indicator of market value. The pandemic also put a spotlight on pay as it relates to essential work—with some lower-paid jobs proving to be essential in a time of crisis. We’ve already seen compensation-related actions on the front line, such as raising minimum wages for essential workers8 or cutting executive compensation to prioritize keeping people employed.9

New possibilities: As they stage the return to work, organizations should ask themselves what principles serve as the foundation for their compensation philosophy, programs, and policies. When evaluating those principles, the conversation should not be limited to market value, but should also account for human value in the form of purpose, fairness, transparency, growth, and collaboration.

Governing workforce strategies: New questions for better results

The COVID-19 shift: COVID-19 put the need for and ease of access to insightful and future-oriented workforce data in the spotlight. Whether it was data on the capabilities of the workforce, the state of workers’ physical and mental well-being, or an assessment of how well the organization’s culture was faring, we saw a plethora of vendors come out with ways to leverage technology to get the data and insights needed and get it fast.

New possibilities: As they stage the return to work, organizations should take advantage of the power of technology to collect workforce insights by pulling together the key questions that they need to be asking to gain the real-time workforce insights they need. This is the time for organizations to challenge whether they’ve been asking the right questions all along and whether they have the governance and processes in place to enable them to use the data to truly sense what is happening across the organization and workforce.

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Ethics and the future of work: From “could we” to “how should we”

The COVID-19 shift: COVID-19 brought ethical issues around employment to the forefront that many may previously have viewed as ivory-tower concerns, putting a spotlight on the impact of organizational decisions on workers’ lives every day. These ethical implications extend to many segments of the workforce, but were particularly evident in the experience of the alternative workforce, some of whom faced decreased demand and related financial concerns, or increased demand and related safety concerns. An April 2020 survey found that 70 percent of gig workers were not satisfied with the support they received from their employers during the pandemic.10

New possibilities: As they stage the return to work, organizations need to ask themselves critical questions to help them prepare for the perceived and actual ethical impacts of business decisions. They should also be monitoring government response, as this too will continue to evolve coming out of the crisis. This consideration is especially important as it relates to organizations’ use and treatment of the alternative workforce, particularly in industries that rely heavily on the gig economy.

A memo to HR: Expand focus and extend influence

The COVID-19 shift: COVID-19 put the spotlight on the CHRO and the HR organization, just as the 2008–2009 recession did for the CFO and finance function. In the past few months, we have seen a greater appreciation for the breadth of what HR does and can do: It has been essential in everything from monitoring workforce sentiment, to establishing connections between organizational leaders, workers, and teams, to integrating well-being into work and reimagining how, where, and what work gets done.

New possibilities: Emerging from this crisis, organizations should ask themselves if HR is positioned to make the impact they can and should be making across the enterprise. HR should take a leading role in helping the organization and the workforce adapt to changing organizational and business requirements. The question organizations must ask themselves is whether HR has a broad enough focus to extend their influence in the areas where they need to play to help position the organization to both recover and thrive over the next decade.

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Building a sustainable post-COVID futureDuring the COVID-19 pandemic, organizations have experienced a burst of acceleration, fast-forwarding into the future of work in ways that stress-tested their ability to blend people and technology in the most dynamic business environment many of us have ever seen. But while moments of crisis can lead to heroic and unprecedented actions, the sustainability of those actions is where the true path towards recovery will begin. That path must be paved not only with good intentions, but with meaningful change. In a post-COVID world, purpose, potential, perspective, and possibility are no longer future-focused aspirations, but the reality of the here and now. Organizations face a choice between returning to a post-COVID world that is simply an enhanced version of yesterday or building one that is a sustainable version of tomorrow. The risk is more than that of falling behind—it’s the possibility of never catching up at all.

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Endnotes1. Holly Secon and Aylin Woodward, “A comprehensive timeline of the new coronavirus pandemic, from

China’s first COVID-19 case to the present,” Business Insider, March 20, 2020.2. International Labor Organization, “As job losses escalate, nearly half of global workforce at risk of losing

livelihoods,” press release, April 29, 2020.3. Dimple Agarwal et al., 2018 Global human capital trends, Deloitte Insights, March 2018.4. Digital Watch Observatory, “WTO highlights the implications of COVID-19 on digital divide,” May 5, 2020.5. Zach St. Louis, “Thomas Friedman on human interaction in the digital age,” Aspen Institute, January 10, 2017.6. Mary Mazzoni, “15 companies retooling their operations to fight COVID-19,” Triple Pundit, May 1, 2020.7. Nick Kolakowski, “COVID-19 burnout growing among remote workers,” Dice Insights, May 5, 2020; Kevin

Smith, “Pandemic fuels burnout among nearly half of U.S. workers,” Orange County Register, April 16, 2020.8. Ryan Tumility, “Trudeau announces wage top-ups for front-line workers, but details unclear,” May 7, 2020.9. Equilar, “Companies adjust executive pay amid COVID-19,” May 7, 2020.10. Josephine Moulds, “Gig workers among the hardest hit by coronavirus pandemic,” World Economic Forum,

April 21, 2020.

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ERICA VOLINI is the US Human Capital leader for Deloitte Consulting. Throughout her 20-year career, Volini has worked with some of the world’s leading organizations to link their business and human capital strategies. She is a frequent speaker on how market trends are impacting HR organizations and the HR profession as a whole. Within Deloitte, she is a member of Deloitte Consulting’s management committee.

JEFF SCHWARTZ, a principal with Deloitte Consulting LLP, is Deloitte’s global leader for Human Capital Marketing, Eminence, and Brand and the US leader for the Future of Work. He is also the US leader of Deloitte Catalyst, Tel Aviv, linking the Israeli startup ecosystem with global clients. Schwartz advises senior business leaders at global companies on workforce transformation, organization, HR, talent, and leadership. He launched Deloitte’s Global Human Capital Trends report in 2011.

INDRANIL ROY is an executive director in Deloitte Consulting’s Human Capital practice in Singapore and serves as chief strategy officer for the global Deloitte Leadership practice. He advises clients on matters around innovation/digital, leadership, strategy, organization, and culture. His extensive experience includes working with organizations in the ASEAN member states, Brazil, Japan, China, India, South Korea, the United Kingdom, and the United States across a wide range of industry sectors, including financial services, IT, government, consumer products, and health care.

MAREN HAUPTMANN is the lead partner for the Organization Transformation & Talent service line within Deloitte’s German Human Capital practice. She specializes in organizational design and transformation, strategic change management, and strategic talent advisory services. Hauptmann has 20 years of experience in strategy and human capital consulting and has supported German, European, and global companies in large organizational transformations and talent management.

YVES VAN DURME is a partner with Deloitte’s Belgian consulting practice and the global leader of Deloitte’s Strategic Change practice. He specializes in leadership and organizational development, as well as talent and HR strategy, in business transformation contexts. Van Durme has more than 20 years of experience as a consultant, project manager, and program developer on human capital projects for multiple European, Japanese, American, and Belgian multinationals, family businesses, and small and medium-size enterprises.

BRAD DENNY, a principal with Deloitte Consulting LLP, leads Deloitte’s US Human Capital practice for the power and utilities industry and coleads the 2019 Global Human Capital Trends report. With almost 25 years of transformation, leadership, talent, and strategy experience, Denny has helped organizations navigate large-scale transformations in the United States, Canada, United Kingdom, Japan, and Poland.

JOSH BERSIN is a global industry analyst focused on all aspects of HR, leadership, organizational performance, and workforce technology. He founded Bersin & Associates, now Bersin™ (Deloitte Consulting LLP), in 2001 to provide research and advisory services focused on corporate learning. A frequent speaker at industry events and a popular blogger, he has been named one of HR’s top influencers by multiple commentators. Bersin spent 25 years in product development, product management, marketing, and sales of e-learning and other enterprise technologies.

About the Team

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Get in touch

Mark John MacleanExecutive DirectorDeloitte Consulting APAC

+66 2034 [email protected]

Joey Phui Chun WooDirectorDeloitte Consulting APAC


Joshua Courtney HydeSenior ManagerDeloitte Consulting APAC


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