making big data work for your employee experience...making big data work for your employee...
TRANSCRIPT
Making Big Data Work for Your
Employee Experience
&
page
02
Chris PowellCEO
David YoussefniaPresident and Founder
Introductions
3
The Story
4
Heavy focus on
customer service
Distributed and
disconnected workforce
Lack of information
Spend money on
training
Is the training
working?Design the study
How Do Properties Know if the Training Works?
5
Collect data from
employees, managers,
and locations
What are their
views on the
training?
What did they
learn?
Observational
data around
business
outcomes
Guest
loyalty
Quality
assurance
Property
financial
performance
The Study Design
6
The Insights and Actions
Companies who are ready to address the
employee experience challenge. 30%
Companies who rate employee experience
important or very important.
Companies who are excellent
at building a differentiated
employee experience.
10%
4%79%
22%
41%
Bersin by Deloitte
Everyone agrees employee experience mattersVery few have the insights to enable them
682%
166%
282%
36%
901%
74%
756%
1%
Revenue Growth
Employment Growth
Stock Price Growth
Net Income Growth
Firms without performance-enhancing cultures
Firms with performance-enhancing cultures
Source: Corporate Culture and Performance, John Kotter (Kotter International) and James Heskett (Harvard). The study was conducted over an eleven year period. 8
Why You Care About Employee Experience
• 70% of US workforce is not engaged or actively disengaged, costing $500 Billion in lost productivity annually
• Companies with less engaged workforces demonstrate lower profitability
• Failure to retain top performers cost 6-9 months salary to find a replacement (3.9% Unemployment)
• HR is experiencing an increase demand for talent data/insights to inform business decision making
• Company leaders have limited visibility and tools to capture ROI for talent investments
Opportunity
Cost
Lost
Productivity
Disparate
Data Sources
Limited
Visibility
Disengaged
Workforce
Source: Gallup 2013- State of American Workplace Report
The Dilemma
Insights come from dataIt’s about providing insights to inform business decisions
If we have data, let’s
look at data. If all we
have are opinions,
let’s go with mine.
- Jim Barksdale
CEO Netscape Communications
THINK
KNOW
FEEL
The Employee Experience Framework
Employer BrandStrategy, Mission,
Vision, Values
PerformanceCareer Opportunities
Learning & Development
Performance Management
Rewards & Recognition
WorkJob Fit
Collaboration
Empowerment
Innovation
BasicsBenefits
Work Environment
Work/Life Balance
Company PracticesCommunication
Customer Focus
Diversity & Inclusion
Enabling Infrastructure
LeadershipSenior Leadership
Immediate Manager
Employee Experience – Life Cycle (Time)
Data Mining– Talent & Organizational Data Sources
TIME &
ATTENDANCE
PERFORMANCE
FACILITIESCOMMUNICATIONS
LEARNING &
DEVELOPMENT
EMPLOYEE
DEMOGRAPHICS
SAFETY &
INCIDENT
EMPLOYEE
BENEFITS
PRODUCTIVITY
REWARDS &
RECOGNITION
HIGH POTENTIALS /
PERFORMERS
CUSTOMER
SATISFACTION
1. Start With a Destination in MindUnderstand the data you will want to capture, report, conduct analysis, and generate insights on regarding the employee experience.
2. Get the Basics RightEnsure your talent and organizational data is accessible, standardized, cleaned, mapped in a consistent way.
3. Don’t Let Data and Analysis Replace JudgementSolid analytics can be a powerful supplement to decision-making but recognize the tradeoffs and ensure important decisions have a human element.
14
Talent Data Tips – Getting Started
The Employee Experience Equation
Employee Attitudes, Beliefs &
Preferences
Employee Life Cycle
Talent & Org. Factual
Data
Employee Experience
Programmatic Approach to Employee Experience
Connect OtherBusinessData
TakeAction
16
1. Start Simple
2. Understand What You Are Trying to Impact Before You Design and Implement
3. Take a Programmatic Approach -Play the Long Game
4. Get & Maintain Leadership Alignment
Key Take Aways
Employee
Experience Key
Drivers
Employee
EngagementRetention
Employer Brand
Reputation
Impact on
Business
Outcomes
Performance Productivity Profitability
page
018
Chris PowellCEO35 East 7th Street
Suite 710
Cincinnati, OH 45202
Web: www.talmetrix.com
Twitter: @talmetrix
T: 513 399 6301
David YoussefniaPresident and Founder
500 Yale Avenue North
First Floor
Seattle, WA 98109
Web: www.critical-metrics.com
Twitter: @critical_metric
T: 206 436 3470
Contact Information