Séance 2 - Présentation Galindo - club anvie
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Transcript of Séance 2 - Présentation Galindo - club anvie
Géraldine GALINDO Professeur Associé de GRH [email protected]
CLUB INNOVATIONS RH Mobiliser la marque employeur et l’expérience salarié
21 mars 2017
PROGRAMME
• Marque employeur et expérience salarié • Témoignages:
– Sophie CLEJAN, directrice de la marque employeur et de l’expérience salarié – ORANGE
– Jeremy LAMRI, CEO MONKEY-‐TIE et Fondateur-‐président Le Lab RH
RAPPEL- DIGITALISATION & PERSONNALISATION
Digitalisation Applications RH
Big data Intelligence artificielle …
Humanisation Personnalisation Convivialité …
- De nombreuses innovations RH : des outils mis en place
- Des questionnements sur les processus de diffusion et d’implémentation
Marque employeur et expérience salarié
LA MARQUE EMPLOYEUR
« L’ensemble des avantages fonctionnels, économiques et psychologiques inhérent à l’emploi et avec lesquels l’entreprise, à
titre d’employeur, est identifiée » (Ambler & Barrow, 1996, p. 187).
• Un processus : efforts faits pour créer et communiquer le message selon lequel elle est un « employeur de choix » différent de ses concurrents.
1. Identification des avantages procurés aux salariés 2. Communication 3. Respect ou pas de la promesse
• Des antécédents :
ü Une culture organisationnelle forte ü Des démarches marketing préalables ü Des pratiques RH
• Une « proposition de valeur » ü Comment est-elle vue publiquement? ü Comment attire-t-elle des talents?
" Cohérence " Transparence
POUR QUOI? (UNIVERSUM, 2016) EMPLOYER BRANDING NOW 26
FIGURE 12
WHICH OF THE FOLLOWING PEOPLE MANAGEMENT PROCESSES HAVE BEEN INFLUENCED BY YOUR EMPLOYER BRAND STRATEGY?
RETURN
When asked specifically where the employer brand is applied, the majority focus on candidate / on-boarding experience, while fewer apply it to ongoing people management.
HOME
KEY INSIGHTS
WHAT DOES THE RESEARCH TELL US?
0%
20%
40%
60%
80%
Leadership development & behaviours
Career development
Talent management
Onboarding and orientation
Candidate management
Large
MediumSmall
Vers la création des composantes du contrat psychologique
LES DIMENSIONS DE LA MARQUE EMPLOYEUR
Différentes dimensions (Berthon et al., 2005) :
1. La valeur d’attrait (intérêt du travail) 2. La valeur sociale (ambiance de travail) 3. La valeur économique (rémunération, promotion) 4. La valeur de développement (carrière, formation) 5. La valeur de transmission. = dimensions symboliques et instrumentales (Lievens et al., 2003, 2007)
L’image marque employeur
o Aujourd’hui vers le crowdsourcing employer branding (Dabirian et al., 2017):
= amener les salariés à véhiculer volontairement la marque employeur sur les réseaux sociaux.
Ex: Glassdoor - 30 millions de personnes / 190 pays / 500 000 entreprises
(2016)
Web 1.0 era and the arrival of dial-up service athome (e.g., through AOL), email (e.g., Hotmail),the first browsers (e.g., Mosaic), and early-modelcellular phones (e.g., Nokia 1600). But on the much-lauded information superhighway of the 1990s,websites were static and mainly allowed firms toadvertise and toot their own horns when it came toemployer branding.
With the development of XML, a new, more inter-active web emerged. Known as Web 2.0 (O’Reilly,2007), people could easily post their own content.The web went social. Social media platforms andmobile devices took over the internet (Kietzmann,Hermkens, McCarthy, & Silvestre, 2011; Kietzmann,Silvestre, McCarthy, & Pitt, 2012). People began tovalue the opinions of strangers and rely on peer-review sites for all sorts of consumption decisions,including books (e.g., Amazon), restaurants (e.g.,Yelp!), hotels (e.g., TripAdvisor), and movies (e.g.,IMDB). Review sites became the norm for savvy con-sumers everywhere and, unsurprisingly, peoplestarted to talk about organizations online, too. OnLinkedIn (2003), Facebook (2004), YouTube (2005),and Twitter (2006), people started sharing their workexperiences and created electronic word of mouthrelated to firms, their brands, their offerings, andtheir roles as employers (Ventura, 2013). All of thisoften-public chatter had a tremendous impact onemployer brands and the ability of firms to attractand retain good employees.
These significant changes in terms of IT and em-ployee interaction raise a number of importantemployer branding questions: When employeesknow about one another’s experiences, do they stillcare about the same values or do their expectationschange? What should managers focus on to competefor employees? How should managers understandand manage the information available today oncrowdsourced employer branding platforms? To shedlight on these questions, and more, we analyzed thecontent of Glassdoor, the most popular employerbranding platform.
3. Crowdsourced employer brandingin action: Glassdoor
Glassdoor is a website that started collecting anon-ymous, employment-related data from current andformer employees in 2008. Its goal–—captured in thetagline, ‘Get Hired. Love Your Job.’–—relies onemployee-generated company reviews, salary andbenefits information, and interview questions thatcandidates post from millions of job talks. Glass-door’s many competitors offer similar servicesbut are focused more on specific geographic
areas (e.g., RateMyEmployer/Canada, Jobines/Asia,JobAdvisor/Australia, TheJobCrowd/U.K., Kununu/Europe). With 30 million subscribers from 190countries and 10 million company reviews of morethan 500 thousand firms, Glassdoor was undeniablythe most popular global company and CEO reviewsite in 2016.
Glassdoor invites participants to use a five-pointLikert scale (1-star to 5-star ratings) to judge aseries of employment-related variables. These in-clude an overall rating, a firm’s career opportuni-ties, compensation and benefits, workload, seniormanagement, and the firm’s culture and values. Thesite further welcomes employees’ comments aboutthe pros/cons of the job and the firm, and asks foradvice to its management. Lastly, Glassdoor offers athree-point scale (negative, neutral, or positive) forparticipants to rate the CEO and the firm’s 6-monthoutlook, and asks participants if they would recom-mend the firm to their friends.
To understand the types of attributes employeescare about in their evaluation of an employer brand,we looked at the firms that scored highestand lowest on Glassdoor. These extremes–—whichwe refer to as an employer attractivenessspectrum–—are featured in Table 1. The organiza-tions listed were mostly large multinationals, span-ning such industries as travel and tourism, businessservices, IT, real estate, retail, healthcare, and foodmanufacturing. We then scraped all of the reviewsfor these firms from Glassdoor, which resulted in adata set containing more than 38,000 reviews.About 70% of all reviews were left for the worstplaces to work, which points to our human tenden-cy to criticize rather than praise. In order to makesense of the many reviews across these datasetsand to understand the employer branding attrib-utes employees value most, we turned to IBM’sWatson.
Table 1. Employer attractiveness spectrum: Glass-door’s 10 best and 10 worst places to work in 2016
Best places to work Worst places to work
Airbnb Forever 21
Bain & Company Express Scripts
Guidewire Family Dollar Stores
Hubspot Sears
Facebook Xerox
LinkedIn Kmart
Boston Consulting Group DISH
Google RadioShack
Nestle Purina PetCare Dillard’s
Zillow Kraft Heinz Company
A great place to work!? Understanding crowdsourced employer branding 199
Deux facettes :
marque employeur
àimage de marque employeur
Des arguments différents, Dabirian et al., 2017
9
propositions of employer branding. Further, theimportance of these value propositions differs vastlydepending on whether employees are praising orcomplaining about their employers, and on whetherthe companies in question are the most or leastattractive employers. We refer to these crowd-sourced, data-driven insights as employer brandintelligence. For the employing firm, employerbrand intelligence raises seven main managerialimplications. These are detailed next.
7.1. Understand industry idiosyncrasies
The choice of the top and bottom employers in ourstudy was deliberately industry-overarching. Toshow general priorities, it included companiesfrom large multinationals, spanning such industriesas travel and tourism, business services, IT, realestate, retail, healthcare, and food manufacturing;thus, the findings are general in nature. However,each industry has its own characteristics andemployees likely possess industry-specific employ-ment priorities. For example, companies operatingin the IT industry, with its demand for highly skilledand loyal employees, probably treat their personneldifferently than companies operating in the hospi-tality industry, with its churn and seasonal laborfluctuations. As such, managers are advised to col-lect data specific to their own industries and sec-tors. Glassdoor is the current market leader for thiskind of information, but managers might need toconsider other crowdsourced employer branding
platforms to capture what their employees valuemost.
7.2. Understand the value of employerbrand intelligence
Data culled from crowdsourced employer brandingsites can have a tremendous impact on solving ex-isting personnel problems or even avoiding them inthe first place. The importance of such data andemployer brand intelligence, however, differs notonly from industry to industry but also firm to firm.Companies that suffer from churn and that spendmuch of their time and money on hiring and trainingare often not seen as great places to work. Theemployer brand intelligence gathered from crowd-sourced employer branding sites promises morevalue to these firms than to those companies thatbenefit from very loyal employees. Even for highlyranked workplaces, though, employer brand intelli-gence can provide important insights regardingwhat their employees like and dislike. In turn, thisinformation can shed light on opportunities for im-proving working conditions further, attracting high-caliber employees, and creating a more productivework environment in general.
7.3. Create an employer attractivenessspectrum
Most companies do not score at the extremes; theyare neither the best nor the worst employers, and
Figure 2. Valences and weights of employer branding value propositions
202 A. Dabirian et al.
à Vers l’employer branding intelligence ?
L’EXPÉRIENCE SALARIÉ
= la somme des perceptions variées que peuvent avoir les salariés suite à leurs différentes interactions avec leurs organisations dans le cadre de leur travail. ü Des perceptions qui peuvent être positives … ou négatives à subjectivité
ü Deux enjeux : • en amont : cerner les besoins • en aval: savoir communiquer
Gallup (2016) :
-‐ 87% des salariés dans le Monde ne seraient pas engagés
-‐ Les entreprises avec des salariés hautement engagés surperforment de 147% (bénéfice/acYon)
« So, my philosophy has always been, if you can put your staff first, your customers second, and shareholders third, effectively, in the end, the shareholders do well, the customers do better, and
[your staff remains] happy » (Richard Branson)
Des tentatives pour caractériser les dimensions de l’Expérience salarié
The Employee Experience Index
10
Appendix: Demographic analyses of Employee Experience Index
Employee Experience Index scores by dimensionThe global Employee Experience Index score from our research sample is 69 percent. This is positive, but leaves significant room for improvement. Of the five dimensions of the Employee Experience Index, happiness is the highest (74 percent) and vigor at work is the lowest (62 percent) (Figure 12).
Employee Experience Index scores by job levelIt appears that the more senior you are, the more positive your employee experiences (Figure 13). Individual contributors (employees who do not manage others) report a lower level of employee experience (63 percent) than managers (79 percent), a gap of 16 percentage points.
In fact, such a gap is not unique to the concept of employee experience. In other studies of worker opinions, we often find that managers tend to answer a range of work attitude questions more positively than individual contributors. One possible explanation could be that managers are more likely to be involved in decision making in organizations, and involvement is associated with positive attitudes.11
Employee Experience Index scores by generationDespite the popularity of the notion of generational di!erences, scientific research suggests that di!erences in work attitudes are generally very small.12 In fact, an IBM Smarter Workforce Institute study showed that only 0 to 2 percent of work attitude di!erences can be attributed to generation.13
In line with these previous findings, our research reveals no significant di!erences across generations in their employee experiences (Figure 14). All generations report similar levels of the employee experience dimensions.
Sour�e: � or' Trenü �™ 201� � ü obaü �ampü e for ü ze IB� �� ü obofor�e �mpü oyee �çperien�e Inü eç Sü uü y (n�23�0�0)�� oü e: Tze ��ore� are reporü eü a� per�enü favorabü e; ü zaü i�� ü ze �mpü oyee �çperien�e In ü eç ��ore i� ü ze average ü eveü of agreemenü a�ro�� ü ze ü en iü em� in ü ze Inü eç� Tze ��ore for ea�z empü oyee eçperien�e ü imen�ion i� ü ze average ü eveü of agreemenü a�ro�� ü ze ü wo iü em� ü za ü mea�ure ü zaü ü imen�ion�
Figure 12. Employee Experience Index scores
Employee Experience Index
Belonging
Purpose
Achievement
Happiness
Vigor
69%
70%
70%
69%
74%
62%
Sour�e: � or' Trenü �™ 201� � ü obaü �ampü e for ü ze IB� �� ü obofor�e �mpü oyee �çperien�e Inü eç S ü uü y (n�23�0�0)� oü e: Tze ��ore� are repor ü e ü a� per�enü favorabü e� ü ze average ü eveü of agreemen ü a�ro�� ü ze ü en iü em� in ü ze Inü eç�
Figure 13. Employee Experience Index scores vary by job level
Individual Contributor
Front-Line Supervisor
Mid-Level Manager
63%
74%
79%
3
Development of the new Employee Experience Index
Our research studyTo understand and measure what makes an optimal working experience for employees, industrial-organizational psychologists and experts in HR consulting from both IBM and Globoforce undertook a three-phase research study:
Phase 1: Literature review and construct identification Using scientific literature in positive psychology,
humanistic psychology and behavioral science as our starting point, we identified a number of constructs that relate to a more positive employee experience, and created a large pool of survey items to measure those constructs.
Phase 2: Construct measurement To measure the employee experience constructs, a global
survey of more than 23,000 employees in 45 countries and territories across many di!erent industries and job functions was conducted. The resulting data were then subjected to a series of statistical analyses to assess and validate the psychometric properties of the survey items and related constructs.
Phase 3: Index and driver definitions Finally, the constructs and associated items were
summarized into (1) an index reflecting employee experience, and (2) key leadership and workplace practices that can be leveraged to positively a!ect employee experience.
The Employee Experience Index Following our review of the literature, we define the employee experience as:
A set of perceptions that employees have about their experiences at work in response to their interactions with the organization.
With this definition as a guiding framework, we developed a 5-dimension, 10-item index to capture the core facets of employee experience. The Employee Experience Index measures:
Belonging – feeling part of a team, group or organizationPurpose – understanding why one’s work matters Achievement – a sense of accomplishment in the work that is doneHappiness – the pleasant feeling arising in and around workVigor – the presence of energy, enthusiasm and excitement at work
Having built the Index, our study went on to look at what drives employee experience and what outcomes organizations can expect when they create a more positive and human organization. The framework for these relationships is shown in Figure 1. As the framework shows, employee experience has its beginnings in the direction and support of leaders and managers, who drive organizational practices that create the employee experience. Ultimately, a positive employee experience is associated with improved employee outcomes such as better job performance, increased discretionary e!ort and higher retention.
IBM & Globoforce, 2016
3
Development of the new Employee Experience Index
Our research studyTo understand and measure what makes an optimal working experience for employees, industrial-organizational psychologists and experts in HR consulting from both IBM and Globoforce undertook a three-phase research study:
Phase 1: Literature review and construct identification Using scientific literature in positive psychology,
humanistic psychology and behavioral science as our starting point, we identified a number of constructs that relate to a more positive employee experience, and created a large pool of survey items to measure those constructs.
Phase 2: Construct measurement To measure the employee experience constructs, a global
survey of more than 23,000 employees in 45 countries and territories across many di!erent industries and job functions was conducted. The resulting data were then subjected to a series of statistical analyses to assess and validate the psychometric properties of the survey items and related constructs.
Phase 3: Index and driver definitions Finally, the constructs and associated items were
summarized into (1) an index reflecting employee experience, and (2) key leadership and workplace practices that can be leveraged to positively a!ect employee experience.
The Employee Experience Index Following our review of the literature, we define the employee experience as:
A set of perceptions that employees have about their experiences at work in response to their interactions with the organization.
With this definition as a guiding framework, we developed a 5-dimension, 10-item index to capture the core facets of employee experience. The Employee Experience Index measures:
Belonging – feeling part of a team, group or organizationPurpose – understanding why one’s work matters Achievement – a sense of accomplishment in the work that is doneHappiness – the pleasant feeling arising in and around workVigor – the presence of energy, enthusiasm and excitement at work
Having built the Index, our study went on to look at what drives employee experience and what outcomes organizations can expect when they create a more positive and human organization. The framework for these relationships is shown in Figure 1. As the framework shows, employee experience has its beginnings in the direction and support of leaders and managers, who drive organizational practices that create the employee experience. Ultimately, a positive employee experience is associated with improved employee outcomes such as better job performance, increased discretionary e!ort and higher retention.
9
Conclusion and recommendationsOur study identified five components of employee experience — belonging, purpose, achievement, happiness, and vigor — and developed an instrument that diagnoses the level of employee experience based on the survey responses from 23,000 employees in 45 countries and territories. Our analyses reveal that more positive employee experiences are linked to better performance, extra e!ort at work, and lower turnover intentions.
We also identified the key organizational practices that drive more positive employee experiences: organizational trust; coworker relationships; meaningful work; recognition, feedback and growth; empowerment and voice; and work-life balance. Additional insights about the drivers of employee experience will be described in a future paper.
Several recommendations emerge for cultivating more positive work experiences and achieving better outcomes:
DiagnoseListen regularly to the voice of your employees (through platforms such as census and pulse surveys, social listening, etc.) to understand the nature of their experiences at work. Conduct a drivers analysis to diagnose the culturally relevant workplace practices that are strengths to build upon or areas for improvement.
ActRecognize the unique role that leaders and managers play in defining employees’ work experience, and enable managers to design experiences consistent with core values.
intended and nurture an environment that reinforces mutually supportive coworker relationships.
work and how it contributes to the wider organizational purpose and goals.
social recognition, feedback and growth opportunities.
making and trust them with the autonomy they need to find the best paths to achieving success.
“More positive employee experiences are linked to
better performance, extra effort at work, and lower
turnover intentions.”
Des pratiques identifiées
" Promouvoir et former les leaders à vers un management de proximité
" Mettre en place une culture « positive » à autonomie des horaires, nouveaux espaces de travail, accompagnement / bien-être
" Questionner fréquemment les salariés pour prendre des décisions à vers de nouveaux outils
" Mettre en œuvre des pratiques de formation et des perspectives de développement
" Renforcer les liens avec les entreprises mais aussi entre les salariés à une culture collaborative
" Promouvoir la marque de l’entreprise et le fait de pouvoir devenir son ambassadeur
à Comment ? Dans toutes les entreprises? Par
qui?
DEUX INNOVATIONS RH AVEC DES POINTS COMMUNS
" La nécessaire implication de tous les acteurs : dirigeants / RH/ managers / candidats / salariés " Des effets attendus :
– AZracYvité – RétenYon – Engagement – RéputaYon
" Une vision dynamique " Vers une GRH stratégique
– Le rôle clef des praYques RH (recrutement, onboarding, formaYon, gesYon des carrières, évaluaYon, rémunéraYon)
– Accompagnée par des démarches acYves de communicaYon – Et des ouYls : de e-‐reputaYon (ex. GlassDoor), les réseaux sociaux
Du marketing RH Des promesses La nécessité de refléter « la réalité »
Des questions pour vous…
" Comment appréhende-t-on ces deux concepts dans votre entreprise ?
" Quelles actions ont été initiées? – Pourquoi? – Par qui? – Avec qui?
" Quels effets? – Pour les salariés? – Pour les relations managériales ? – Pour les entreprises?
" Quelle intégration dans la stratégie générale de l’entreprise?
Témoignage
Sophie CLEJAN
Directrice de l’expérience salarié et
de la marque employeur
ORANGE
Témoignage
Jérémy LAMRI
CEO Monkey-Tie
Fondateur-Président du Lab RH
Prochaine séance 25 avril
après-midi
Engagement, empowerment... comment et jusqu’où jouer la carte des communautés dans l’entreprise ?