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GLINT PEOPLE POWERED SUCCESS 1

The Employee Experience


From Engagement to Energy. Are you Ready?

Josh Bersin
Principal and Founder
BersinTM Deloitte Consulting LLP Sponsored by
GLINT PEOPLE POWERED SUCCESS 2

• Real-time, frequent feedback


Real-Time
Visibility • Holistic view of the employee journey
• Leaves no population behind

• Predicts risks & opportunities


Predictive
Insights • Automatically links to business outcomes
• Makes comment data concrete & actionable

• Manager dashboards
Effective
Action • Personalized recommendations
• Guided action planning & progress tracking
GLINT PEOPLE POWERED SUCCESS 3

Leading Companies Use Glint


The Employee Josh Bersin
Experience: Principal and Founder, Bersin™
Engagement to Energy. Are You Ready? Deloitte Consulting LLP
Copyright © 2017 Deloitte Development LLC. All rights
reserved.
Forces Disrupting Organizations Today

Demographic Digital technology Speed of digital New social


upheavals: everywhere: business: contract:
Millennials make up Technology is disrupting Business must become Younger workers demand
more than half the business models and more agile and experimental rapid career growth,
workforce, and Boomers radically changing the to keep up with the rapid compelling and flexible
are working into their workplace and how pace of change. workplace, and a sense
70s and 80s. work is done. of purpose at work.

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Robots

Average cost below $25,000.


China purchasing 150,000 in 2016 to deal
with shrinking workforce

Source: Robots: The new low-cost worker, Dhara Ranasinghe, CNBC, April 10, 2015. https://www.cnbc.com/2015/04/10/robots-the-new-low-cost-worker.html
Source: China Can’t Buy Enough Industrial Robots, Jethro Mullen, CNNTech, June 23, 2016 http://money.cnn.com/2016/06/23/technology/china-industrial-
robots/index.html

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Productivity is suffering—is technology helping?
US productivity last ten years

Since 2011 productivity gains


have slowed to crawl

iPhone ® 100 million 1 billion


launched Twitter users smartphones

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Employees are overwhelmed

The “average” US worker now The average mobile phone user


spends 25% of their day reading checks their device 150 times
or answering emails a day.

More than 80% of all companies 40% of the US population


rate their business “highly believes it is impossible to
complex” or “complex” for succeed at work and have a
employees. balanced family life.

Fewer than 16% of companies The “average” US worker works


have a program to “simplify 47 hours and 49% work 50
work” or help employees hours or more per week, with
deal with stress. 20% at 60+ hours per week

Sources: Deloitte Human Capital Trends 2014 and 2015

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We are working more hours: A vacation crisis

• Since 2000, US workers lost an entire week of 35% of Millennial women feel guilty
vacation, dropping average vacation days from about taking time off
20.3 to 16.8
(25% of men)

• Americans left 662 million unused vacation


days forfeiting $66 billion in benefits

• 39% “want to be seen as a work martyr” to


their boss, yet these over-workers are less likely to
receive a promotion or raise than their peers.

• Employees who forfeit time are less likely


than non-forfeiters to be promoted or receive a
raise or bonus

Source: The State of American Vacation 2017, Project: Time Off https://www.projecttimeoff.com/state-american-vacation-2017

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Cost of Stress at Work: $300 Billion per Year

According to CDC Research in 2016, 40% of US


workers believe they have very stressful jobs, resulting
in accidents, fatigue, nervousness, and lack of energy.
This translates to $300B spent on employee wellness,
healthcare, and absence costs every year.

Source: http://safetymanagement.eku.edu/resources/infographics/work-related-stress-on-employees-health/

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Workplace culture is hot: wellbeing

Google trends search for Wellbeing since 2004

Jump since 2008 recession

Source: Google Trends

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Citizenship on the rise
Millennials focused on mission and purpose

• 64% expect economic and political conditions to get worse in the


coming two years

• In mature markets, 64% of millennials believe they will be less


well off financially than their parents and 69% say they will be less
happy

• 77% of Millennials actively take part in volunteerism and charity


work to help improve their community

• 88% of Millennials believe business can be a major force for


positive social change

Deloitte Millennial Survey, 2017, n=70,000

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Need for Social Cohesion “In order for US happiness to reach
2006 levels through income growth the
US GDP would have to be 54% higher
than it is today.”

We are not suffering from economic


malaise we are suffering from social
malaise.

Happiness Health: Life Income per Social Trust In Freedom


(wealth and
Index (1-10) expectancy Capita Support Government social)

US 2006 7.2 68.97 10.84 0.96 0.62 0.89

US 2016 6.8 70.08 10.87 0.9 0.72 0.8

US last ten Years -5.6% +1.6% +0.3% -6.2% -16.1% -10.1%

Nordics 7.54 70.13 10.75 0.95 0.37 0.94

Nordics vs. US 10.9% +0.1% -1.1% +5.6% +48.6% +17.5%


Higher Similar Lower Higher Way lower Higher

Source: World Happiness Report, 2017, Heliwell, Sacks, Layard

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Workplace culture is hot
Diversity

Google trends search for diversity & inclusion since 2004

Jump since 2008 Recession

Source: Google Trends

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Engagement remains a challenge
Average 3.2

What are these


companies doing?

Summer, 2016 Glassdoor Bersin by Deloitte Research

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What Gives People Energy At Work?

Inspirational Volunteer Time Off


Stock Options
Leadership
Recognition High salaries
Management Mindfulness
Free Food Employee Resource
Training Exercise Facilities Groups
Employee
Great technology Assistance
Wellness Programs Fast Growth
Performance Teamwork
Management
Health Insurance Parties Yoga
Email policies
Game Rooms Unlimited Vacation
Personal
Coaching Feedback Systems

Safety Programs

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Is the Fear and Hype True?

47% of today’s jobs may be gone in 10 years

41% of US workforce participates in crowd/gig economy

Essentially all the “new jobs” created since 2008 fall into the category of “alternative work”

Source: Oxford Economics, National Bureau of Economic Research, and Bureau of Labor Statistics

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What Gives People Energy At Work?

Self
Mission and
Actualization
Purpose
Personal Growth
Accomplishment Meaningful
Esteem Work

Management
Love
Small Intimate
Belonging
Team
Flexibility
Safety Inclusive

Physical Needs Salary


Benefits

Teamwork
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Energy Demands A Focus on Employees First
The Simply Irresistible Organization®

Meaningful work Hands-on management Positive work environment Growth opportunity Trust in leadership

Autonomy Clear transparent goals Flexible, humane work Facilitated talent mobility Mission and purpose
environment

Selection to fit Coaching & feedback Recognition rich culture Career growth in many Investment in people,
paths trust

Small teams Leadership development Open flexible workspace Self and formal Transparency and
development communication

Time for slack Modern performance Inclusive, diverse culture High impact learning Inspiration
management culture

Collaboration and connection

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Meaningful work

Autonomy and freedom to contribute

Select the right fit

Small empowered teams

Time for slack

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Organization design will be challenged everywhere
A network of teams

A
B Shared values and
culture
A Transparent goals and
projects
B
F C D Free flow of information
and feedback

People rewarded for


C D E
G their skills and abilities,
E not position

How things were How things “are” How things work

Source: Rewriting the rules for the digital age. 2017 Deloitte Global Human Capital Trends

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Fantastic Work Environment

Flexibility

Humanistic workplace

Culture of recognition

Inclusion and diversity

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Flexible, open, modern work environments

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Culture, Engagement, and Beyond 38%
Focus on the Employee Experience Say problem is
urgent

22 % 14%
are excellent at believe internal
building processes for
a differentiated collaboration are
employee experience working well

10 %

23 % are using design


thinking as part of
believe their crafting the
employees are fully employee
aligned with the experience
corporate purpose
Source: Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016

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Factors that link culture and engagement

Trusted leadership Hands-on management Meaningful work

Risk and governance Mission and purpose Clear goals

Courage Recognition

Inclusion
Compensation
Innovation

Culture: Engagement:
The way things work around here The way people feel about the
way things work around here

The work environment Reward systems Development and career

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Inclusive talent practices drive financial results

The New Bersin Talent Management Maturity Model

Level 4

Inclusive talent system 10%


Talent strategies integrated with inclusion, diversity, and culture

Level 3

Managed talent relationships 19%


Workforce planning, development planning, leadership development
integrated into talent strategy

Level 2

Critical talent growth 59%


Critical talent segments, focus on hiring, training, performance
Bersin by Deloitte

Level 1

Essential talent activities 12%


Standalone disconnected staffing, training, and performance practices

Source: Bersin by Deloitte, Deloitte Consulting LLP, 2015.

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Supportive management

Clear and transparent goals

Coaching not evaluation

Invest in development of managers

Agile performance management

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The listening organization
Enterprise feedback architecture

Pulse
surveys
Anonymous
Annual
feedback tools
survey

Customer Social media


satisfaction monitoring

Integrated reporting & analytics


Sentiment analysis
Network analysis

Job boards
Employment & ads
brand
Exit Performance
interviews check-ins
Performance
appraisals
Copyright © 2017 Deloitte Development LLC. All rights reserved. 28
From Wellness to WellBeing to Performance

Employee Vitality Recognition


Drive
Skills and
Family Training Sustainable Performance
Self Discovery
Work
Career Environment

Purpose
Wellbeing Rewards
Exercise
Mindfulness Leadership
Sleep Fitness
Stress Abundance Management
Mentality
Health Nutrition Positive Thinking Clear Goals
Monitoring
Medical
Employee Challenges Culture Fit Growth
Benefits
Assistance Opportunities

Cost Labor Retention Productivity Collaboration Team Leadership


Reduction Productivity Performance

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Business Performance 29
Wellness Apps Now Used More Than Twitter

290% reduction in 65% more engaged 9% greater work


workers compensation claims than non-users productivity

Source: Virgin Pulse Client Research, 2017

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Growth opportunities

Training and support on the job

Career and talent mobility

Dynamic self-directed learning

High-impact learning culture

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How Development Creates Energy

Coaching,
management support,

Performance or Productivity
feeling of value and
success.. Discretionary Effort
meaningful from High Engagement
organizational
and peer recognition.

Plateau

New Assignment

Training

Onboarding

Time
Copyright © 2017 Deloitte Development LLC. All rights reserved. 32
Four primary approaches to career management

19% 32% 33% 16%

Structured Flexible Open Transitory

Focused on preparing & Focused on moving workers Focused on facilitating the Focused on facilitating the
moving workers through through well-defined levels work by assembling the work by finding and utilizing
well-defined career paths of an organization, with most appropriate talent. the best talent sources –
designed to follow the flexibility in career paths Movement based on worker either external or internal
organizational structure. and jobs to accommodate interest and organization
development & need. Often used in team
organizational needs environments.

Source: Rewriting the rules for the digital age. 2017 Deloitte Global Human Capital Trends

Copyright © 2017 Deloitte Development LLC. All rights reserved. 33


Trust in leadership

Mission and purpose

Investment in people

Transparency

Inspiration

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Culture, value, leadership, and career (the big four)
What matters to employees

Correlation of employment factors to Glassdoor recommendations as place to work

Culture and values 0.30

Senior leadership 0.28

Career opportunities 0.22

Work life balance 0.13

Compensation & benefits 0.12


Culture and leadership are 3X more
important than salary in your
Year founded (age) 0.00 employment brand.

0.00 0.05 0.10 0.15 Career


0.20 development
0.25 and0.30
learning are 0.35
almost 2X more important than comp,
Source: Bersin Research and Glassdoor data
benefits, and work environment.

Copyright © 2017 Deloitte Development LLC. All rights reserved. 35


Culture as business strategy

89% of companies rate Companies with a strong mission and


culture as an urgent issue… purpose outperformed the S&P 500 by
8-fold over a 20 year period.
…yet only 14% really know
what “good culture” looks like These companies performed 4x higher
than “Good to Great” companies.

Source: Firms of Endearment, by R. Sisodia, D. Wolf, and J. Sheth (2007)

Copyright © 2017 Deloitte Development LLC. All rights reserved. 36


Importance of mission and purpose

Companies with “soul” experience:

• Much higher engagement and retention Companies with “soul” had a

• Better customer service


• Long-term profitability
1026%
return from 1996 through 2006,
8x higher
• Note: 77% of Millennials now actively than S&P 400 firms
take part in volunteerism in their community

Source: Simply Irresistible: Engaging the 21st Century Workforce, Bersin by Deloitte, Deloitte Consulting LLP, 2014, Deloitte Millennial Study 2016
Copyright © 2017 Deloitte Development LLC. All rights reserved. 37
The Bottom Line:

Building a Simply Irresistible Organization


Drives Energy and Productivity
The Essential Question

Are leaders and


Is your
individuals working
company’s
together to
collective worth
optimize the whole?
more than the
Or are they acting
sum of the
in their own self-
individuals?
interests?

Copyright © 2017 Deloitte Development LLC. All rights reserved. 39


What are you
doing to
Create Energy?

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About Deloitte
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