World@Work 2016

San Diego, California

Janine Scullard

&

Henriette Jordaan

6 – 8 June 2016

US West Coast, California

World@Work 2016

o Employee (Digital) Experiences influence

Higher Engagement

o Performance Measurement is Transitioning

o The Employer Brand is open to opinion

Highlights

Employee (Digital) Experience

Digital Workplace

(R)evolution

The tech-driven global reality is shaping a Digital HR Strategy :

The “Digital Workplace” brings a disruptive value-added

differentiating element

More decentralised decision making

Flexible, independent and virtual workforces

Fragmented work internally and externally

24/7 accessibility using apps = driving high engagement

Simplification rather than complexity

Big data = more HR analytics

Inspirational leadership, analytical thinking and design

thinking

Digital disruption to the customer experience, and equally

so, to the employee experience

Digital Engagement

Multi-channel Mobile / wearable devices

QR Codes

Social Crowdsourcing

Virtual coaching

Social collaboration

Webinars

Videoconferencing

Virtual visits

Micro-sites with video libraries

Youtubing

Cloud based systems

BYOD Policies

Employee EXperience Manager

Digital Engagement

Case Studies

Communications company Nextiva : NexTV internal Video /TV

series to interact with employees and customers.

Every Friday 74% of its employees watch NexTV with a 96%

engagement rate. (source: MarketingSherpa).

T-Mobile incorporated Gamification to its employee

collaboration platform as a way to encourage employees to share

ideas.

Participation increased 96 %, contributions jumped up 583 %. That

contributed to a 31 % improvement in customer satisfaction scores.

Digital Engagement

Recognition programmes

(iAppreciate : Free; Android, iPhone, Blackberry)

(Achievers : 1 percent of total company payroll on average; Android, iOS smartphones and tablets)

(GiveAWow: Free 30-day trial, then monthly plans start at $99 for up to 50 employees; Android, iOS)

(Employee Appraisals : 99 cents; iOS)

(Sparcet: Free, with a premium version starting at $3.89 per month per employee; Android, iOS)

Globoforce Mobile : Free; iOS)

Social media accolades

Recognition Points

programme

Rewards that create great / meaningful

employee experiences

App based – free or low cost

Performance

Measurement

What’s changing :

• Flatter, flexible org structures

• Fit work into life not other way around

• Transparency peer-to-peer

• Simplification, efficiency, and speed through technology

• Evolution of traditional pay-for-performance philosophy

towards a focus on mutual engagement around

performance

Performance Measurement

Era of the individual challenging employer-employee

relationships

rating-less

Performance Measurement

Ratings vs. Continuous Feedback

Pay for performance De-emphasise the link to

financial reward

Continuous feedback

(rating-less)

• Ratings focus on past performance

while performance coaching is real-time

and future focused.

• Agility of more regular conversations

(app based) = highly motivated /

engaged

• Less time spent defending ratings more

on conversations about performance

• Ratings lack of real objectivity, often

relying on manager’s perception to fit

into a forced distribution curve

• Ratings have not shown significant (<1.5

times) differentiation in salary

adjustments between average and high

performers

• Develop highly competitive, market

related Remuneration Strategy

• Transformational change :

• Top-down goal setting

• More regular real-time performance

dialogue with coaching

• Shared process ownership

• Change the role of line managers in

compensation decisions.

• De-emphasising the formulaic link

between performance ratings and

remuneration management processes

Performance Measurement

Leading Opinions

Change is dependant on the maturity and readiness of the

organisation

Change should follow a due diligence/analysis of the PM

process in relation to all organisational factors

Many global multi-nationals still cannot show holistic

effective outcomes of transitioning to rating-less systems.

More frequent performance dialogue is largely agreed,

over the annual review process.

Objectivity of performance rating processes seemed to

limit bias on various factors

Performance ratings drive governance and discipline in the

distribution of financial rewards

De-linking ratings will place greater accountability with line

managers on base and variable pay decisions

Performance ratings create value for employees linked to

career and business-critical objectives, that are forward

looking

Employer

Brand

CSI Corporate Shared Value

Best Employer Brands

Rankings

Employer Brands

Reputation Management

An overall great Employee Experience

Thank you

An overall great Employee Experience

THANK YOU