At a time when financial capital is cheap and readily available, but human capital isn’t, there’s an urgency to increase Employee Lifetime Value (or eLTV). But to do that, we have to understand the employee journey. We have to know what brings them in and causes them to stay. We have to know what engages them and causes them to perform.
Armed with that understanding, we can begin to architect an employee journey that reduces time to value, increases time in value, and increases time in role (the core elements of eLTV).
In this session you’ll learn the fundamental elements of the employee journey and the building blocks of employee success. You’ll learn how to diagnose disengagement, how to detect emotional distancing, and how to architect intervention opportunities with analytics and “stay Interviews”. You’ll learn the importance of onboarding, and re-boarding. You’ll also learn how this employee journey becomes a core component of culture, and the gravitational pull your organization has on your employees.
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Focus on Who You Are
PEOPLE
Relentlessly attracting, inspiring,
and empowering great people.
CULTURE
Creating a great place to work,
so great work can take place.
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TIME TALENT ENERGY
Time, Talent, Energy:
Overcome Organizational Drag and
Unleash Your Team’s Productive Power
Harvard Business Review Press
19. TIME
EMPLOYEE
ENGAGEMENT
Date of Hire
Peak of inflated expectations
Trough of disillusionment
Slope of enlightenment
Plateau of
productivity
Slope of
Disengagement
Slope of
Re-engagement
Trough of disengagement
Employee Journey
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Your
Company
Departure / Disengagement
Triggers
Maximum
Risk of
Departure
Decision to
Re-engage
Re-Entry
Emotional Refueling
Journey of Re-engagement
Moment
of Peak
Engagement
(Flow)
Journey of Disengagement
Optimal
Employee
Orbit (Circular)
Disengagement
Diagnostics
Intervention
Opportunities
Maximum
Emotional
Sensitivity
Lowest
Gravitational Pulle
Organizational Waste
20% Productive Power
Orbit of Employee Engagement
Emotional Distancing
Escape
Velocity
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This is about both knowing where you’re
going and caring about it. It’s having a clear
destination, a higher cause, or a purpose.
Objective WHAT YOU NEED TO GET WORK DONE
INPUTS:
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Doing work that fits. Being tasked
with work we love, are good at, and
can succeed at.
Alignment WHAT YOU NEED TO GET WORK DONE
Competency
Opportunity Passion
The sweet spot
INPUTS:
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Having what you need to move
forward, no roadblocks.
Space WHAT YOU NEED TO GET WORK DONE
Autonomy
Ownership
Permission
Trust
Empowerment
Influence
Tools
Time
Point me in the right direction,
then get out of my way.
INPUTS:
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Having a sense of motion, of moving
forward, making progress.
Momentum GETTING WORK DONE
People in motion
tend to stay in motion,
people at rest
tend to stay at rest.
ACTION:
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Knowing who you are, what you’re capable
of, and believing in yourself.
Identity WHAT YOU GET FROM WORK
OUTPUT:
Functional Fixedness
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Knowing who you are, what you’re capable
of, and believing in yourself.
Identity WHAT YOU GET FROM WORK
OUTPUT:
Beliefs
Results Behaviors
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Knowing who you are, what you’re capable
of, and believing in yourself.
Identity WHAT YOU GET FROM WORK
OUTPUT:
The two most important
days in your life are the
day you are born, and
the day you find out why.
Mark Twain
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Having a guide, a mentor, someone who
believes in us, sees our value, challenges us,
and shows us the way.
Leadership FACTORS THAT FUEL WORK
INFLUENCERS:
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This is about having surroundings that
support and enable our effort. Culture,
environmental cues, and a supportive
ecosystem.
Environment FACTORS THAT FUEL WORK
INFLUENCERS:
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This is about having surroundings that support
and enable our effort. Culture, environmental
cues, and a supportive ecosystem.
Environment FACTORS THAT FUEL WORK
INFLUENCERS:
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Alignment (Competency): Do you feel like you are able to
accomplish what you are being asked to do?
Do you feel like your job is helping you to grow and progress in
some important way?
Alignment (Passion): Do you feel like you enjoy doing it?
Plan: Is it clear what your next step is, and the one after that?
Space: Do you have what you need to get your work done?
Contribution: Do you feel like you're getting work done, and that
the work you do matters?
Score: Do you have a sense of whether or not you are winning or
losing?
Momentum: Does it feel like you're making progress and moving
forward?
Do you feel a sense of personal investment in your role?
Objective (Personal): do you have something that you were
ultimately working toward right now?
Objective (Organizational): is it clear what value our organization is
ultimately trying to provide?
Do you feel a sense of purpose in the work you do every day?
Do you feel the work you do is valued and recognized?
Identity: Do you feel like the company's mission aligns to something you
care about?
Leadership: Do you have immediate access to someone who understands
what you do, helps you when you get stuck, challenges you to be better, and
mentors you on your way?
Are there people at work that you care about personally?
Do you feel like our culture is one that helps you be your best self?
Do you feel you have a healthy work/life balance right now?
Disengagement Diagnostic 0 101 2 3 4 5 6 7 8 9
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www.bizlibrary.com
I wanted to talk about a phenomenon we are seeing in the marketplace, which is really interesting generally, but it’s especially interesting to us because of the dramatic impact it has on our prospects and customers… these fledgling organizations trying to compete, trying to stand out in an overcrowded marketplace.
See, innovation has always been the keystone of differentiation.
You build something unique, and put it in the market, and it sets you apart, and that differentiation sustains you for some time.
But we live today, in the middle of the most competitive economic battleground in history.
It’s an era of competitive abundance.
Globalization has shrunk the world, vastly increasing the number competitors we have to compete with.
Technology has leveled the playing field, making it easier for competitors to replicate WHAT YOU DO faster than ever before.
And a low barrier to entry for startups, has further increased the number of competitors capable of doing so.
And all of a sudden… innovation itself has become a commodity.
And in this era of competitive abundance and the commoditization of innovation
What we find is differentiation decay.
Where the ability for something we’ve built, to sustainably set us apart in the market is failing.
And that rate of decay is accelerating. We’re witnessing the crumbling of one of the most fundamental pillars of business.
And it’s not just differentiation, it’s also value.
See, the perceived value of any innovation diminishes over time. What’s perceived as remarkable today, over time becomes expected.
And this is what that line used to look like.
Which is why in today’s market, success is less about what you do, and more about who you are…
Who you are as a company - your culture, mission, values, and beliefs
Who you hire - the way you attract, empower, and inspire top talent
and so we’ve got to focus on our people, relentlessly attracting, inspiring, and empowering great people.
And Culture, creating a great place to work, so that great work can take place.
And who owns these two, most mission-critical organizational priorities?
It’s HR!
BHR
It’s no wonder, then, why Bersin recently stated that “right now, perhaps more than in the last 20 years, human resource jobs are some of the most important roles in business, forcing HR to up their game."
And that’s because with a leveling of the playing field of technology, our organizations ability to produce differentiable value increasingly comes down to talent, not technology.
Because businesses don’t create value, people do.
So if an organization cares about creating and sustaining market value, then we need to care more about your people. And if you’re going to care more about your people you need to care more about the people responsible for those people… HR
And today, the organizations that learn to focus on people and culture, to create value at speed, are the organizations that will win.
AND HR STANDS AT THE CENTER OF THIS CIRCLE.
But organizations everywhere are reluctant to so empower HR, because HR is so often just broken.
HR continually fails to successfully unshackle itself from it’s operational past in order to deliver on its strategic future.
And yet when asked “what is your number once business concern” for the last three years in a row CEO’s have said “HUMAN CAPITAL"
And I want to say “well guess what… there happens to be a department in every one of your organizations specifically designed to solve these problems…
It’s just the department you pay the least attention to. It’s the department with the least authority, the least permission, and the least budget.
RUSTY
BHR
Filler – will likely skip, but it’ll be here if we need it.
Filler – will likely skip, but it’ll be here if we need it.