E3 Communique copy

Conference Communique

EMPLOYEE ENGAGEMENT & EXPERIENCE (E3) CONFERENCE

Communique and Action Points from Employee Engagement and Experience Conference

Theme Page

Executive Summary 3

Background 4

Programme Scope 4

Participants Profile, Reach & Impact 9

Programme Deliberations 10

Recommendations and Call to Action 20

Conclusion 22

Table of Content

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Communique and Action Points from Employee Engagement and

Experience Conference

Executive Summary

Following the success of the maiden ThinkNnovation Conference in September 2020, FITC held its maiden Human Resources Conference, themed Employee Engagement and Experience (E3) Conference, aimed at engaging relevant stakeholders and industry professionals on Employee Engagement and Experience in the new normal. The FITC E3 Conference which held 24 & 25 March 2021, had five (5) plenaries and three (3) breakout sessions featuring senior executives, seasoned Human Resources professionals and Employee Assistance Programme (EAP) experts. Three Hundred and Seventy-Four (374) professionals and students from four (4) Continents and six (6) countries registered for the conference while Three Hundred and Fourteen (314) participants representing 83.95% of the total registrants attended the plenary and breakout sessions of the conference. Insights from the plenary sessions of the conference show that employee engagement and experience has moved beyond the normal buzzword, it is now an integral concept which organizations must observe in this new normal. It was also established that Employee Assistance Programmes (EAPs) are critical enablers of productivity in organizations. Participants at the conference rated the quality of speakers and experiences shared at the plenary sessions as excellent. They also had a pleasant experience using the conference platform while the overall implementation of the conference was rated as excellent by the attendees.

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The relevance of employee engagement and experience to improved performance and overall profitability of organizations cannot be overemphasized. Employee experience constitutes the entire journey an employee takes with an organization, from pre-hire stage to post-exit interactions, while employee engagement describes the basic psychological, emotional, and social needs that must be met to ensure employees carry out their responsibilities effectively. Due to Covid 19 and the hybrid system of working, employee experience and engagement has become a priority for human resource department of companies. Companies are beginning to realize that to achieve the desired result and increased productivity, employee first need to be treated right and adequately equipped. Studies reveal that employees who are engaged at work are more likely to stay focused and productive on their jobs, and this leads to more revenue for their organizations. To remain competitive in an agile work environment, it is imperative for organizations to develop strategies for engaging their employees and retaining talents for optimum performance.

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Background

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Programme

Scope

The aftermath of the covid19 pandemic has presents an opportunity for companies to rethink their employee experience and engagement strategies in ways that respect their employees’ difference in terms of home lives, skills and capabilities, mindsets, personal characteristics, and other factors, while also adapting to rapidly changing circumstances. The conference focused on issues, challenges, and impact of the crisis on employees’ key considerations for response and resilience from both regulatory and industry perspectives around the following areas: • Provide employers with insights on building an agile workforce in an

increasingly digital work environment. • Share strategies for building optimum employee engagement and experience

in the new normal. • Provide a platform for key stakeholders to discuss initiatives for upscaling the

workforce in line with the future of work. • Discuss talent retention and engagement strategies for Generation Z and

Millennials

Insights gathered from the attendees indicated that the Conference was very enlightening as these critical and emerging issues about the employee engagement and experience were satisfactorily delivered by industry leaders. It offered insights and actionable interventions on how organisations can rethink and refocus their employee engagement and experience strategy to improve motivation and productivity of employees in the new normal.


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Plenaries Plenary Topic Speakers

Keynote Address Emplyee Engagement and Experience Mr Babatunde Fajemirokun, MD/CEO AIICO

Plenary Session One

The Future of Work: Achieving Employee Engagement and Experience

Tominiyi Oni - Group Human Resources Director, Tropical General Investment - Moderator

Funke Amobi - Country Head, Human Capital at Stanbic IBTC Holdings – Lead Speaker

Olumide Sholanke - Human Resources Director, Coca-Cola Hellenic Bottling Compan y Nigeria -Speaker.

Olanike Martins - Group Head, Business Partnering & Performance Management Sterling Bank Plc - Speaker

Plenary Session Two

Building an Agile Workforce in a Digital Environment

Victor Famuyibo - Former Human Resource Director Nigerian Breweries (Heineken Nigeria) - Moderator

Abike Wessey - Chief Human Resource Officer, Heritage Bank – Lead Speaker

Gbenga Omoniyi - Head, Human Resources at Galaxy Backbone - Speaker

Folake Adeniyi-Adeleye - Regional HR Director at Oracle – Speaker



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Plenary Session Three

Employee Engagement: Strategies for Business Growth

Amos Habila - Director, Human Resources, NAICOM

- Moderator

Olusola Rodney Adewole - Partner, People and Organisation Advisory Leader, PwC – Lead Speaker

Chizoba Mojekwu - Lead Consultant, DeftAdroit Consulting

- Speaker

Kayode Abe - CEO at Kingspride Consult – Speaker

Plenary Session Four

Implementing Employee Assistance Programmes in the New Workplace

Marcillenus Nwaogu - EAP Advisor at Chevron Nigeria

- Moderator

Tolulope Agiri - Group Chief Human Resources Officer at Interswitch - Lead Speaker

Bridget Otefe–Edele - Director, EAP at Gracehill Behavioral Health Services - Speaker

Oluwakemi Akintoyese - Clinical Psychologist at Federal Neuro Psychatrist Hospital - Speaker


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Plenary Session Five

Building Optimum Employee Experience and Satisfaction in the New Normal

Idowu Ekundayo - HR Manager at Nestle Nigeria Plc

- Moderator

Rosemond Ebe–Arthur - Group Head, Human Capital Management & Development First Bank of Nigeria

– Lead Speaker

Yemi Faseun - Senior Human Resources Executive, Founder, YF Network--Speaker

Bukola Thomas - Group Head, Talent Management at Dangote Industries Limited—Speaker

Breakout sessions

Breakout session 1

- Workforce Analytics

Breakout session 2

- Survivor's Guilt

Breakout session 3

- Talent Management Strategies

Seyi Onasanya – Associate Director, FITC

Monike Charles-Binitie - Former Capability Development Manager at Friesland Campina

Olufunmilola Bucknor - MD/CEO at HR Madam Consulting

Post Breakout Session

Leke Oshiyemi - Head, Learning & Development at FITC



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Aishah Ahmad, CFA

Deputy Governor, FSS, CBN

Chairman, FITC Board

Babatunde Fajemirokun MD/CEO AIICO

Chizor Malize MD/CEO FITC

Bello Hassan

MD/CEO NDIC

Funke Amobi Country Head, Human Capital,

Stanbic IBTC Bank

Olanike Martins Group Head, HR Business Partnering

& Performance Management Sterling Bank Plc

Chizoba Majekwu

Lead Consult,

DeftAdroit Consulting

Seyi Onasanya Associate Director and Head,

FITC Advisory

Kayode Abe Chief Executive Officer

Kingspride Consult


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Participants Profile, Reach and Impact Fig 1: Total Number of Registration Versus Attendance Rate at the E3 Conference compared to the thinknnovation conference.

A total number of three hundred and seventy-four (374) professionals and students registered for the E3 Conference while three hundred and fourteen (315) participants representing 84% of the total registrants eventually attended the five (5) plenaries and three (3) breakout sessions of the conference. Though registration rate for the E3 Conference was lower than the ThinkNnovation Conference, attendance at the E3 Conference was encouraging at 84% compared to the 18.32% attendance rate which was recorded at the ThinkNnovation Conference. This upward trend in the attendance rate shows the continued relevance of themes/topics of FITC Thought leadership programmes.



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Fig. 2: Participants Industry Representation

24% of the participants were from the Banking & Securities industries while 14% were from educational institutions. 11% of the participants were from other financial institutions; 6% from the insurance industry, 3% from the manufacturing industry while 2% were from Energy, Chemicals and Utilities Industry. The remaining participants represented in the chart were from other industries listed above.


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Fig 3: Job Designation (Participants)

45% of the participants are Human Resources professionals, 22% are Non-Finance professionals, 16% are students while 9% are Finance

Professionals. Directors were 3% while MD/CEOs and Media professionals each accounted for 2% of the participants’ population, respectively. .

Fig 4: Country Representation (Participants)

Canada 1

Cambodia 1

Ghana 1

Nigeria 313

Three hundred and seventy-four (313) conference participated from four (4) countries throughout the world registered for the E3 Conference. Nigeria accounted for 99.4% of the participants’ population.



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Olusola R. Adewole

Partner, People and Organization

Advisory Leader, PWC

Folake Adeniyi-Adeleye Regional HR Director ORACLE Africa,

Certified Executive Coach

Abike Wesey Divisional Head, Human Capital

Management Heritage Bank Plc

Olumide Sholanke

Senior Human Resources Executive

Rosemond Ebe-Arthur Group Head, Human Capital Management

& Development First Bank of Nigeria

Tominiyi Oni Group Head, Human Capital Management

& Development First Bank of Nigeria

Bukola Thomas

Group Head, Talent Management,

Dangote Industies Limited

Victor Famuyibo Former Human Resources Director

Nigerian Breweries Plc

Yemi Faseun Senior Human Resources Executive,

Founder, YF Network


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Areas of deliberation covered the issues around employee engagement and experience in the new normal, building an agile workforce, Gen Z and millennial attraction; retainment; and engagement in the work environment and emerging opportunities for organizations in the aspect of talent management and employee upscaling which could harness innovation and business growth.

According to Mckinsey & Company Employee experience is when organizations and their people are working together to create personalized, authentic experiences that ignite passion for improved company performance. The Keynote speaker highlighted three challenges contributing to effectively engaging the workforce which includes: managing remote workforce, economic and social instability, and global war for talent. To improve employee engagement, a good place to start is to design an effective experience based on employee’s lifecycle leveraging on effective communication, recognition, concern for employee’s health and wellness, conducive and enabling work environment leveraging technology. Organizations must be enthusiastic and committed to employee experience and work together to create a personalized, authentic experience that ignites passion for improved company performance.

Programme

Deliberations



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Plenary 1: Future of Work, Achieving Employee Engagement and

Experience

The Plenary 1 focused on The Future of Work, Achieving Employee Engagement and Experience. Discussions was around the rapidly changing world in relation to the industrial revolution which include transformation from the Mechanized stage (1.0) to Electrical 2.0 (mass production) to the Internet age 3.0 (Automated processes) and presently in the Digital age 4.0 (automation of advanced tasks). The first 3 stages focused on empowering corporations while the 4th stage is more about empowering people. The 5th industrial revolution is at hand, which has been projected to involve the use of robotic system. There was an increase in technology disruption due to the covid 19 pandemic, exposing organizations to many business opportunities as business are now created digitally, therefore, organizations must focus on planning the present and future employee needs by enabling automation and artificial intelligence adoption, supporting gig work and other emerging employment models. To engage employees’ organizations must:

1. Review employee engagement and experience strategy:

Organizations should ensure that employee engagement and

experience strategy align with company’s distinctive brand values

and priorities. For organizations that wants its brand to be known for

speed and automation, then the employees’ work environment,

benefits, performance review and so on should be technology enabled and fast. Deliberate on tools needed to achieve the required outcome.

2. Develop a blueprint by identifying the real future of work

employee engagement drivers: Leadership structure, human

resource strategies, work environment, level of automation and

digitalization can influence employee engagement now and, in the future. It is therefore important to develop strategies/blueprint around these drivers to ensure employee are continuously engaged.

Issues Identified from deliberations Requiring Actions for Organizations

Engaging Millennials and Gen Zs in the workplace: Gen Z employees have characteristics that makes them unique, and it is important to develop strategies around these traits. Some of these traits include: vitality, agility, autonomy and association. Surveys will help better understand Gen Z employee engagement level and the necessary strategies to keep them engaged and challenged. They also need to be informed about the importance of wellness and collaboration.

Ensuring Effective Communication and Partnership: Organizations must be deliberate about communication and partnership within the organization due to the distant method of working. Employees perceive issues as a shared challenge that necessitates collaborative action when communication is honest, positive, and filled with empathy. When communication is effective, each party is able to express their concerns, and empathy ensures that they are heard, understood, and appreciated.

Leadership behavior: An authentic leader creates a more positive and engaging work environment compared to an autocratic leader. In 2021, the best leaders are accepting that the old authoritarian style of leadership is over and beginning to mold themselves into being more inclusive leaders. Leaders must establish an atmosphere that appreciates workers and encourages them to be the best they can be.

Developing Trust: Trust is built based on individual perception of the quality of the relationships-built overtime between the employees and the leaders. For the future of work, building trust improves employees' concern for the professional and personal challenges of their coworkers. Trust is built based on honest communication regarding a challenge which in turn can result in a genuine care and desire to work together to create an acceptable path to survival. Trust is all about transparency and honesty in a way we manage our teams.


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Plenary 2: Building an Agile Workforce in a Digital Environment.

The ever-changing environment and the Covid 19 pandemic have disrupted organizations and resulted in a shift to remote working, necessitating the requirement for agility. Organizations must adjust and continue to adjust in this volatile environment. The key to workforce agility lies in a strategy to put people first, enabled by technology. It is therefore important to 1. Build a workforce that is knowledgeable, strategically adept, cognitive flexible and proficient.

2. Expand the concepts of workforce by rethinking roles and responsibilities, redesigning the workflow, combine some positions and be more creative in finding and onboarding talents.

3. Continuously reskilling in the areas such as artificial intelligence, data analyses and also keep employees’ skills sharp with mobile apps and online self-taught courses.

Augmented Reality and Artificial Intelligence have impacted values and productivity, it is therefore important to prepare employees by creating an awareness around technology that can help employees see the job of the future and prepare platforms for them to explore digital opportunities, it is also important for Leaders to create an environment that will enhance employees’ voice, reinforce people promises, effective on-boarding, promote employee wellness, friendly HR policies, enable flexi/remote work, work/life balance, collaboration, and communication ramp up.

Issues Identified from deliberations Requiring Actions for

Organizations

Embracing change: Advanced analytics, cloud and cognitive computation are becoming more important across industries driving the need for an alignment between customer facing and internal functions to integrate technologies and processes, these has created the need for specialist skills to manage change now and in the future.

Investment in learning and Development: There is need for investment in upskilling to keep skills up to date and relevant. A well-structured and industry aligned learning and development programme will serve the needs of a workforce internally, keeping skills topped up, aid retention and boost the attractiveness of a company to future talent.

Diversity Skills: Diversity is a critical factor to becoming an agile workforce, it has been identified that having a diverse set of skills, knowledge, experiences, perspectives, and backgrounds helps to foster innovation, develop new ideas and guide business strategies to help progress digital maturity.

Adopting a digital culture: A digital culture refers to an environment where business leaders champion technology as critical in helping the company thrive, and where the use of these tools is encouraged, supported, and organically adopted. Therefore, adopting a digital culture encourage the use and support of technology to get work done in the most effective way possible which also improve employees’ experiences. In conclusion, digitalized human resource system must reflect these challenging new realities by communicating organizational goals to the workforce, continuous coaching, and tracking performance of individual and team.



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Plenary 3: Employee Engagement; Strategies for Business Growth.

With the virtual way of working being the new normal for so many organizations, the biggest question now is: what steps are needed to make sure teams have what it takes to be high performing? Virtual distance as reported can lead to 90% drop in innovation effectiveness, 60% decline in finishing projects on time and with budget, more that 80% plunge in trust. Therefore, operational excellence of remote teams must be orchestrated to ensure a more engaged and productive remote teams. Management must show visible leadership in remote working and connecting with teams by co-creating goals and expectations with the team periodically to encourage accountability and provide visibility of all work operations. To achieve operational excellence, organizations must FOCUS, IMPROVE and OPERATE as a team.


Engaging employee to win the new marketplace: define a vision i.e., the vision must be clear, Leaders must listen to employee’s voice and develop a friendly HR strategy. The feeling of belonging has strongest impact on engagement. High sense of belonging has high correlation to business outcomes like productivity and retention. Only from a place of true belonging will employees perform from a place of passion beyond meeting job/task requirements.

Age is inevitable, how do we continuously engage our agile

workforce: An agile workplace must be put in place, this can be

achieved by crafting out an Employee Value Preposition (EVP) that

will enhance engagement. Secondly, develop and effectively

deploying an employee assistance program that develops and

identifies strength and lastly, create a culture of innovation and continuous improvement.

Encouraging individual rising star to team working: Developing a team spirit culture can be achieved by rewarding teamwork, crafting an office layout to encourage team spirit, Talent reviews should be conducted annually to identify new talents to drive the team. Organizations can also create an open sharing space periodically where teams can present updates on their portfolios and key learning points to ensure every team/division has knowledge of every aspect of the organization.

The essential element of work life balance preposition in a digital

era: Work life balance simply means to have time to breathe and

have sense of fulfillment at least most of the time, to achieve this,

some element should be put in place, such as technology platform

for collaboration, wellness strategy, self-management, time

management, and change management.


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Plenary 4: Implementing Employee Assistance Programmes in the New Workplace

The 4th Plenary Section discussed extensively on the Employee Assistance Programme (EAP) in the New Workplace, If you want to win to the market place, you must first win in the work place, the kind of treatment you want your employee to give your consumers is the exact kind of treatment they should get, Employee assistance program is an employee benefit program that assists employees with personal problems and/ or work related problems that may impact their job performance, health, mental and emotional wellbeing. EAPs requires the need to put specific interventions in place to serve employees. EAPs may also assist in identifying workers' fears and needs, which aids in the development and implementation of strategies such as wellness-related training, health-related webinars, and the usage of newsletters that address economic events. In terms of insight and data, EAP adds value to the organization. Issues Identified from deliberations Requiring Actions for

Organizations

Solving the problem of low productivity and high turnover in a

particular division of an organization: When a team’s productivity

becomes low it is important to engage the team more starting from

the line manager, EAP increases self-awareness, interaction,

manage emotions and dealing with others better. EAP may assist

in providing clarity by developing assessments around issues

such as leadership dynamic and interaction, which can then be

utilized to get more clarity and insight which will

help generate solutions where needed.

Engaging organization leaders about the importance of EAP: Most HR leaders is faced with the issue of convincing executive management on the importance of EAP as investment in EAP does not bring a direct return on profitability. As an HR expert, it is important to gather data that supports the importance of EAPs in

terms of trends in suicide rates, rate of absenteeism, alcoholic employees, etc., convince other stakeholders in the organization and nudge the organization towards what is desirable.

Use of External Consultants: Organizations must build a strategy that ensures confidentiality and encourage employee to open up when the need arises. The use of external therapists is very important. Encourage employees to see an expert in the aspect that might be causing stress. Organizations can also integrate HMO and EAP programs.

Absorbing new hires into the EAP: it is important to put programmes in place that will support new hires. New hires should be introduced to the EAP platform right from the induction stage. Make sure new hires feel connected to the team from the very start, also gather and act on feedback from the on-boarding process. This will improve the on-boarding process for future new hires and spark engagement with current employees.



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Plenary 5: Building Optimum Employee Experience and Satisfaction in the ‘next normal.

The 5th plenary Section focused on Building Optimum Employee Experience and Satisfaction in the ‘next normal. It is important to note that employees of today are not just focuses on finances but also look out for organizations with great culture, values, leadership, growth & development, and judgement. To gain high productivity in employees and the improve employees’ experience, it is imperative that leaders share the strategy of the organization and ensure that employees understand this strategy and their role in achieving the set goal. 70% of employee experience variability rests on the relationship between managers and employees! It is critical in the move to the “next normal” by re-looking and reviewing the 4Ws of work (Work, Worker, Workplace and World), this will help to take appropriate and strategic actions to improve the employee experience and connect the employee to organizational values.


Constantly remaining relevant in the talent world: It is important for organizations to create a brand that employees are willing to showcase and are proud to be associated with. Talent managers must work very closely with cooperate communication and brand management teams, such that as we are creating brand awareness for customers, the brand is also speaking to the talents we intend to attract. Internally organizations, must create an environment that is heartwarming. Every experience starting from the application process to the recruitment process and rejection/acceptance process must be friendly and impactful.

Ensuring line mangers endear themselves to members of their

team: Organizations should not only focus on the development of

the technical capability of line managers but also look into ways to

strengthen their leadership and people management skills.

We must invest in managers, identify possible areas of challenge, and help them understand how to manage their teams especially now where most mangers will be managing hybrid teams through coaching and training. Building managers’ confidence and capacity help managers make better decisions.

Practical’s ways of managing and mentoring performance

remotely in line with the new normal: Be clear about individual

and team responsibilities and tasks, periodically analyze the

success and challenges of team and collectively discuss how the identified gaps can be closed. KPIs should be broken down weekly. It is also important to ask and provide the right tool for people to carry out their work effectively either virtually or onsite.

The need for mentorship and coaching: The need for mentors and coaching will never go away, however the conversation should start from “self” there has to be a retrospection in individual career journey and identify gaps in terms of expectations and opportunities to close up the identified gaps. Line Managers should not be neglected as mentors too and then other experts and resource can be looked out for mentorship.


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Gbenga Omoniyi Head, Human Resources

Galaxy Backbone

Olufunmilola Bucknor MD/CEO, HR Madam Consulting

Tolulope agiri Group Chief

Human Resources Officer, Interswitch

Idowu Ekundayo

Employee Relations Manager,

Nestle Nigeria Plc

Dr Habila Amos Director, HR & Admin

NAICOM

Monike Charles-Binitie Former Capability Development

Manager, Friesland Campina

Chigozirim Otefe-Edebi

Director EAP, Gracehill Behavioral

Health Services Ltd

Marcellinus Nwaogu EAP Advisor, Chevron Nigeria



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The following are FITC’s recommendations and Call to Actions in response to the Employee Experience and Engagement issues identified: Employee Assistance Programs: Organize Strategy Retreats to address the importance of an EAPs. The use of EAPs can also be encouraged by updating educational materials, both electronic and print, to highlight EAP services and issues they address. Sport programs where everyone can get involved and have fun, promote wellbeing and the benefit of a healthy lifestyle in a fun competitive way should be introduced in EAP, this will help staff to get to know each other in a different environment and connect people with the same interest. It will be a great time to exercise and bond in a friendly competition.

Trainings: Develop tailored made program that can support employees and managers such as line manager certification programs to help build leadership across all levels. It is important to coach line managers toward maximum contribution and satisfaction, align them with the updated organization’s strategy, mission and values and show them how to recognize attitude, effort, and result. Internally, organizations can also create a mentorship program pairing experienced employees with newly hired ones.

Encourage Creativity and Innovation In teams: Cross-functional collaboration is essential to innovation; it can be encouraged by organizing training sessions on the importance of collaboration and how it can be implemented and also identify technology that supports it. Create a TEDx-like program where employees can share ideas, boost creativity, and encourage innovation. Make the workplace less about work and more about the employees, their ideas, experiences, and aspirations. This will give them the opportunity to be a source of their own inspiration, boost morale, creativity, and innovation.

Data Management: Carry out surveys and provide data around employee engagement and experience that will help organizations develop relevant strategies. Collection and analysis of relevant data around employee engagement help to understand how the organization is perceived and assist in creating an employee value preposition and appropriate employee assistance program.

Building talent brands at a global level: Employer branding experts predicted that this year there would be a considerable focus on building global talent brands. COVID-19 has meant that many individuals and companies can work remotely; this is likely to continue for many employers in the long term. Remote working opens the pool of talent to brands on a global scale. If we can work remotely, we can work from anywhere, so embedding remote work into the new EVP will help attract talent globally, leading to global collaboration, global employee engagement and promote organizations beyond a localized level.

Diversity Skills: Diversity skills are skills needed to be a flexible and accommodating to multiple lifestyles and needs, and to accept the viewpoints and expertise that different people bring to the work environment. Diversity skills give managers and employees a competitive edge and increase the productivity levels of businesses. A company that values and teaches diversity will have lower turnover, higher job satisfaction and more creativity, and will be able to attract and retain the best workforce.

Emphasize Safety and Well-Being: While physical safety is foremost in the minds of employees, they also experience emotional and mental stress while working onsite and remotely. Today, those feelings are heightened by uncertainty and the burdens of caring for family members and juggling well-being, taking a holistic approach that considers all aspects of the individual’s health — mental, physical, social, and even financial”. It is important to invest in the appropriate support and work with employees at all stages of the ranges of care. The best wellness programs are those that are reviewed often and incorporate feedback from employees.”

Recommendations and Calls to Action



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• Building optimal employee experience and satisfaction in the ‘next normal’ requires that we continually review how workers stay connected at work by understanding the best situation for work from an employee perspective.

• Creating opportunities for collaboration between different teams or groups irrespective of the workplace and defining clear policies around new ways of working and communicating is highly important.

• It is also important to build a work environment that encourages acting on feedbacks and promotes employee wellness and management effectiveness.

Conclusion

INNOVATE IGNITE IMPACT

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[email protected], [email protected] 08118895612, 08156647646

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