Employee as Consumer: Building a Differentiated Experience … · 2017-02-14 · Experience...

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Employee as Consumer: Building a Differentiated Experience Through

the LifecycleSponsored by


Employee as Consumer: Building a Differentiated Experience Through

the LifecyclePresented by Alexandra Levit

February 14, 2017

@alevit


It’s Valentine’s Day!

How do you get

your employees to

LOVE you?


The Netflix Experience• Everyone accesses via their own device(s)

• All digital content is available on demand

• Friendly user-interface

• Online delivery is agile, automated

• Analytics-driven, personalized

recommendations

• Experience is social


Employee

engagement is just

one part of the puzzle.


Strong, Rewarding Experiences = Fully Activated Talent

6


First, Understand The Experience You Currently Offer, Then Identify Gaps

• Find: What the candidate did to learn about the company

• Apply: The process by which the candidate engaged with recruiters or hiring managers

• Evaluate and Decide: How the candidate learned sufficient information about the organization to make a decision (interviews, assessments, job shadowing, etc.)

• Join: Onboarding activities in which the new hire participated

• Learn: Projects and training opportunities that facilitated integration into the organization

• Contribute: How the organization fostered an environment of innovation and collaboration

• Grow: Opportunities for promotion and new responsibilities offered by the organization


5 Chapters of Experience BuildingRecruiting, Onboarding, Learning,

Performance, Transitions


Experience Building: Recruiting• Target job boards, employee referrals, and

internal career sites/social media platforms to attract top talent

• Convert top talent by telling a compelling story online, tuning candidates into company messages early

• Leverage mobile and one-click apply apps to simplify your process


Experience Building: Recruiting• Create and deliver personalized messages for

consistent touchpoints• During interviews, provide insight into brand

and talent goals• Solicit feedback on the recruitment experience• Provide an e-offer letter• Upon acceptance, launch new hire onboarding

experience with personalized message


Your experience must answer the questions: What is this

organization about and why would I want to work there? Is

this the right organization and role for me? How can I be a

part of what this company delivers its customers?


Experience Building: Onboarding

• Deliver personalized content and solicit feedback on job location(s), schedule, and role

• Enable new hire to easily complete new hire paperwork

• Introduce new hire to team, mentors, and leaders


Experience Building: Onboarding

• Set job scope and performance expectations• Connect individual goals to overarching

strategic goals• Survey new hire about experience and monitor

performance


Your experience

must answer the

question: What can

I expect here, and

what’s expected of

me? Where and how

should I work?

14


Case Study: Google

15


Experience Building: Learning

• Serve up relevant content via a mobile-responsive interface at the right time in the right dose

• Recommend supplementary content to ensure continuous development

• Provide interactive touchpoints to reinforce performance objectives


Experience Building: Learning• Create an automated process to monitor

completion, ensure compliance• Provide constant feedback that illuminates

development paths, mentor and skill acquisition opps

• Empower employees to take charge of their development throughout the journey


Your experience

must answer the

question: How will I

continue to grow my

career?

18


Case Study: Alaska Airlines


Experience Building: Performance

20

• Check in regularly to monitor progress, improve relationships, recognize accomplishments

• Leverage ongoing reviews to identify skills gaps, create learning plans

• Adjust short-term goals to achieve long-term objectives

• Foster a culture of giving, requesting, receiving feedback continuously


Your experience must answer the question: How will I give and receive feedback?

21


Case study: IBM


Experience Building: Transitions

23

• Maternity/paternity: prepare for leave and ramp up on return

• Internal transfers: deliver new info about location, role, expectations

• Promotions: Communicate succession plan, offer congratulations, outline expectations


Experience Building: Transitions

24

• Retirement/Voluntary Exits: Communicate succession plan, conduct exit interviews, complete knowledge transfer

• M&A/Re-orgs: Communicate changes, align on goals, clarify expectations, obtain contact info


Your experience must answer the questions: How

do personal or organizational

changes affect my

path? What are the high and

low points of my experience

here? Should I stay or should I

go?

25


Case Study: Ford

26


At which stage of the employee journey are you currently excelling at providing

the best experience?• Recruiting

• Onboarding

• Learning

• Performance

• Transitions

27


Your employer brand: a foundation of your employee experience.


Component 1: Value Proposition


Component 2: Communication


Component 3: Digital and mobile delivery


Component 4: Big data analysis


Component 5: Measurement


Case Study


Employing Design Thinking


PROPRIETARY AND CONFIDENTIAL

—

THIS MATERIAL IS PROPRIETARY TO SILKROAD, INC. IT CONTAINS TRADE SECRETS AND CONFIDENTIAL

INFORMATION WHICH IS SOLELY THE PROPERTY OF SILKROAD, INC. THIS MATERIAL IS SOLELY FOR THE CLIENT’S

INTERNAL USE. THIS MATERIAL SHALL NOT BE USED, REPRODUCED, COPIED, DISCLOSED, TRANSMITTED, IN WHOLE

OR IN PART, WITHOUT THE EXPRESS CONSENT OF SILKROAD, INC.

[email protected]@Alevit

Thank You!


Disclaimers

*This webinar is designed to provide accurate and authoritative information about the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. *This webinar provides general information only and does not constitute legal advice. No attorney-client relationship has been created. If legal advice or other expert assistance is required, the services of a competent professional should be sought. We recommend that you consult with qualified local counsel familiar with your specific situation before taking any action.

Employee as Consumer: Building a Differentiated Experience … · 2017-02-14 · Experience...

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