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willistowerswatson.com
The feedback economy and the
emergence of listening strategies
April 3, 2019
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Meet our experts
Margarete Ciuk, Director, Employee Insights
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Maximilian SiesseggerDirector, Employee Insights
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Today
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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
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Our world has changed…
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Everything is
personal
Technology is
everywhere
ConnectedAlways
online
Ready
access to
information
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…as has the landscape for employee listening
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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
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Evolution of employee listening
The employee engagement survey space has changed
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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
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We consider the listening strategy across the employee journey
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• 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
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Designing the listening strategy framework
Guiding principles: A framework to inform decisions about measurement of the employee experience
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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
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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
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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
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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
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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
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Questions?
Contact us
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Maximilian SiesseggerDirector, Employee Insights
Margarete CiukDirector, Employee Insights
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Create dialogue with Virtual Focus Groups
AI driven with real-time analysis to deliver actionable insight
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Live Feedback Session Actionable Insights
Employees
Moderator
Think: the reach of a survey and the depth of a focus group