The feedback economy and the emergence of …...metrics on external websites • Understanding of...

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The feedback economy and the

emergence of listening strategies

April 3, 2019

© 2019 Willis Towers Watson. All rights reserved.


Meet our experts

Margarete Ciuk, Director, Employee Insights

© 2019 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only. 2

Maximilian SiesseggerDirector, Employee Insights

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Today


The changing employee opinion measurement landscape

Navigating the new world of quick-and-easy surveying

Thinking strategically about employee listening

Best practice – bringing it to life with real examples


Our world has changed…


Everything is

personal

Technology is

everywhere

ConnectedAlways

online

Ready

access to

information


…as has the landscape for employee listening


It’s a fast moving world, we

need to react quickly

How do we decide which

survey tools to use, and when?

We don’t have the time and

resources we used to

We need easy access

to our data for

ongoing analysis


Evolution of employee listening

The employee engagement survey space has changed


The annual survey event is evolving into an integrated and continuous listening strategy

Most of the time this does not replace, but builds upon, the annual survey with agile listening tools, such as strategically deployed pulse surveys, focus groups,

jams

Pulse surveys are typically shorter/more focused and/or deployed to a smaller group of employees

There is also increasing focus on the end-to-end employee experience

On-Boarding Surveys

Running Continuously

Annual Survey

Cornerstone “Event”

Targeted Pulse Surveys

Deployed as Needed

Annual Survey

Cornerstone “Event”

Exit Surveys

Running Continuously


We consider the listening strategy across the employee journey


• New joiner pulse surveys

(cohort tracking)

• Individual engagement

reports

• HiPo assessment

• Peer recognition content

• Cohort pulse and

integration

• Performance on

new joiners

• Social media

• User interaction and

metrics on external

websites

• Understanding of talent

pool through Talent

analytics

• Upward feedback,

360 feedback

• Leadership and HiPo

assessment

• L&D feedback

• Online metrics

• Engagement surveys

• Pulse surveys

• Social media

• Exit interviews

• Leaver pulse

• Regrettable losses

• Assessment and selection

feedback

• Conversion rates

• Time to hire


Designing the listening strategy framework

Guiding principles: A framework to inform decisions about measurement of the employee experience


WHY

What is the

business strategy?

Connection to people

strategy

• Enable business and

ignite talent pipeline

• The desired employee

experience

WHAT

What to measure?

Identify issues to assess,

such as:

• Engagement, turnover,

onboarding/exit,

Union Vulnerability

• Rewards

preference/perceptions

HOW

How to measure?

Matching the purpose to

the approach

• When/how often should

each aspect of

experience be

measured?

• How do we capture the

feedback on

experiences? What

channels do we use?

• How do we centrally

coordinate activity while

providing flexibility?

Governance and Communication

WHO

Who do we ask & who to

share results with?

Targeting populations

• Which employee/

populations do we target

for feedback on their

experience?

• Who will utilise/own the

data?

WHEN

When to measure &

how often?

Sequencing of research

and messaging

• Engagement survey

• Engagement survey

follow-up (issue or group

based)

• Onboarding/exit

• Ad hoc issues



Listening strategy: A cadence to consider

Establish

FoundationOngoing Pulsing Refresh Foundation

Annual

Engagement

Survey

All employees

Operations/

Complexity

Customer-facing

employees

Engagement Survey

Follow-up

Growth areas

Engagement Survey -

Low Performing Store

Follow-up

Employees from bottom

decile sites

Safety/

Wellbeing

Survey

Random sample

of employees

Engagement

Survey – Issue-

based

Follow-up

All employees

Rewards Survey

Random sample of

employees

Annual Engagement

Survey

All employees

March 2019 May 2019 July 2019 September 2019 November 2019 January 2020 March 2020

Onboarding

Survey

Exit

Surveys

Pop-up survey

(e.g., appraisals)

Pop-up survey

(e.g., careers)

Ongoing: New hires at 90 days

Ongoing: All exiting associates

Deep insights into the

organization

Following-up on insights

and going deeper

into issues

Ensuring ongoing action

planning

Assessing

progress/identifying

new issues



Continuous listening strategy

An agile approach to employee listening

Performance management

Values roll-out

Onboarding of new employee

Ask employees about effectiveness of their

managers

Ask managers how values are resonating with

employees

Ask employee about initial thoughts on culture /

expectations

Inform ongoing training strategy and manager

development

Identify critical change levers to more effectively

bring values to life

Understand opportunities for improvement within

onboarding process

Strategic initiative Insights Business value

New company strategyAsk leaders about the strategic direction and ability

to drive change

Tune messaging for broader company rollout,

setting leaders up for success

Integrate with existing strategic

initiatives

Identify key milestones within employee

lifecycle or strategic project

Gauge progress real-time

Gather feedback / input on key areas – either

broad or targeted

Direct future

decision-making

Use analytics / advanced reporting capabilities

to understand realities and make decisions



Continuous listening strategy

An agile approach to employee listening

Performance

Management

Company values

Onboarding of new

employeeNew brand

Key initiative

check-in 1Senior Leadership

All management

All employees

Key initiative

check-in 1

Targeted Pulse Surveys


A listening strategy is essential to long-term success

Fundamentals still matter – balance quality and quantity

Strong governance and standardisation

Technology can be a great enabler

Linking data to business outcomes will ensure the strongest ROI

Concluding thoughts



Questions?

Contact us


Maximilian SiesseggerDirector, Employee Insights

[email protected]

Margarete CiukDirector, Employee Insights

[email protected]

mailto:[email protected]

mailto:[email protected]


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The feedback economy and the emergence of …...metrics on external websites • Understanding of...

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