Career

Employee Experience in the Age of Disruption

11 July, 2019
  • Lewis Garrad

    Practice Lead & Partner, Employee Experience Solutions, International at Mercer

article-img
"As artificial intelligence and automation infuse into everyday life, the opportunities to reinvent how people will work and live are significant."

We live in a period of transformative change. It's difficult to talk about any aspect of business these days without touching on what the "future of work" means and what its implications are for individuals, companies and societies. Part of the reason for this is that we are all increasingly aware of the technological advances, changes in government policies and shifting employee expectations that are reshaping what we know as work.

As artificial intelligence (AI) and automation infuse into everyday life, the opportunities to reinvent how people will work and live are significant. What does this mean for the employee experience in this age of disruption? How does an organization build an employee experience program that's relevant for this modern world?

The Role of HR: Connectivity in the Human Age
 

According to Mercer's 2019 Global Talent Trends report, 73% of executives predict significant industry disruption in the next three years — up from 26% in 2018. Along with the constant change that disruption brings is the emergence of several human capital risks, such as a decline in employee trust and an increase in employee attrition. Organizations are realizing that people-centered transformation is the key to transferring the shockwaves of disruption into sparks of brilliance. This translates into a need for HR to lead at the drafting table, yet only two in five HR leaders participate in the idea-generation stage of major change projects today.

To ensure the Human Agenda remains at the heart of change, HR needs a permanent place in the design process, rather than being a late-to-the-party guest. A critical contribution the HR function will make is helping to design and deliver exceptional employee experiences.

Understanding the Employee Experience
 

How do you capture the moments that matter in an employee's life cycle? From onboarding to having a new manager or getting promoted, critical experiences help shape an employee's connection to the organization. Each employee is different, with diverse needs and talents — and over the course of a career people are exposed to different events and experiences. Some experiences enhance their fit with the organization, some do not and others undermine it. This translates into varying levels of employee and business performance.

A more digital HR team, combined with data and analytics that new tools bring, can help leaders understand these experiences at a deeper level. Although it is still common for organizations to conduct episodic surveys of employee attitudes once a year, many are now looking to augment their employee-listening strategy with more fluid pulse surveys to provide deeper insight.

Using an employee experience platform, HR teams can now conduct on-demand surveys as and when needed, and employees can give feedback when it's most relevant, with actions aligned to specific needs and timing. Platforms, like Mercer's Allegro Pulsing Tech, enable HR teams to take an active-listening approach to understand experiences over time. This generates better insights into multiple touchpoints, providing HR the opportunity to design more engaging experiences across the employee life cycle. This sets in motion a culture where employees feel heard and are supported and encouraged to do their best work every day.

Increasingly, organizations acknowledge that the employee experience is as important as the customer experience. Research has shown that companies leading in customer experience often do so via exceptional cultures and engaged people. The importance of investing in the employee experience can't be ignored.

Building a 21st Century Employee Experience Program
 

Enabling employees to thrive requires intentional redesign of critical employee experiences, using new technology and AI to make work more inclusive, personalized and focused. To do this, organizations need an employee-listening program that uses multiple methodologies to generate deeper insights for diverse stakeholders, including the employees themselves. This new type of organizational research takes an evolving approach to measurement and uses new technology to support more integrated analyses and more experimentation within the organization to generate real learning. The goal is for everyone to have a broader and deeper understanding in an optimal manner to generate a more compelling employee experience, more effective teams and a higher-performing organization.

In this age of disruption, as the pace of change accelerates, individuals need support in finding new ways to adapt and contribute. Without help, individuals, organizations and societies will fail to thrive. As more tasks get automated, HR — as the guardian of the employee experience — is best placed to lead this reinvention.

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Katerina Psychopaida | 27 Jun 2019

In recent years, a growing number of organizations have started implementing pulse surveys to complement or replace their annual employee engagement survey. Intrigued by technological advances, the power of Big Data and the promise of artificial intelligence, many leaders, managers and  HR professionals are eager to gather employee feedback on a  regular basis, using short assessments to evaluate workforce  attitudes and engagement levels on a quarterly, monthly, weekly or even daily basis. Gathering regular feedback from employees in today’s dynamic business environment makes sense for many reasons.  When pulse programs are well designed, they can generate valuable real-time insights about employee engagement levels, core concerns, performance barriers and emerging organizational problems. But we have also noticed that many organizations are pulsing without a plan, naively assuming that more data will lead to better insights, better management and better performance. Without a well-designed research strategy, we have found that frequent pulsing can actually overwhelm leaders and managers and decrease employee engagement. If your organization is currently conducting pulses or you are about to embark on a pulse survey campaign, it is critical that you have a robust research strategy in place — one that starts with your business priorities and considers everything from research methods to analytic techniques (See Figure 1).  In this paper, we highlight five critical questions to consider before launching your next survey. WHAT ARE YOUR STRATEGIC BUSINESS PRIORITIES? Over the past two decades, the world of work has become increasingly volatile, uncertain, complex and ambiguous. Based on our research, employees are definitely noticing. 30% of employees do not have a clear sense of where their organization is headed. 32% are not confident in their organization’s ability to adapt to external changes 44% do not have a good understanding of their future career path. Source: Latest Mercer | Sirota global norms These results suggest that in many organizations, a good number of employees are feeling confused, concerned and disoriented, and the future of work looks murky at best.   Considering these conditions, getting a regular read on the employee experience makes good sense. The savviest leaders realize that evidence-based decision-making, advanced people analytics, organizational sense making and organizational learning are all critical in today’s business environment. As a result, many leaders and decision makers are eager to gather feedback on an ongoing basis with the hope of gaining a deeper understanding of employee attitudes, concerns and observations. But some organizations make the mistake of rushing into pulsing without having a clear idea of what they really want to learn, assuming that a series of quarterly employee-engagement pulses will suffice. If your organization is having a motivation, commitment or retention problem — and leaders are taking steps to address these issues — quarterly pulses focused on engagement might make sense. But if not, this approach may not generate much insight. When we work with clients to design employee research programs, we start by focusing on the business first. What are the biggest internal and external challenges your organization is facing? What are your main strategic priorities and challenges? How efficiently is your organization operating? How effectively is your organization changing and evolving? What are your main people priorities? By exploring these questions with our clients — before even considering what items to include on a survey — we can help them think carefully about what they need to learn as an organization. We have found this information is the critical foundation for any successful employee research program, providing the basis for more tactical decisions about instrument design, sample selection, administration techniques, and report and action plans. GETTING STARTED For modern organizations, developing an effective employee research program is a strategic imperative. In today’s complex business environment, evidence-based human resources, advanced people analytics and ongoing organizational learning are all critical for organizational performance. Central to these practices is the employee perspective. Without regular feedback from the workforce, you will find that leaders, managers and decision makers are flying blind. If you are about to launch a pulse program, you are in a unique position to help your organization explore its most pressing people problems, performance challenges and strategic priorities. But pulses are not a panacea. Without a clear plan in place, they can backfire — producing more noise than signal. The best employee research programs are carefully designed from start to finish. By clarifying your business priorities, developing a clear research agenda and thinking deeply about instrument design, survey administration, results reporting and post-study actioning, you can ensure that your research efforts are relevant, rigorous and have a real impact on the way your organization operates. The best way to do that, we’ve found, is to think through each step of the process. The five questions presented in this paper can help you get started. Before conducting your next pulse, we recommend giving careful consideration to each. If you don’t have clear answers, you may not be ready to conduct a successful study. Download POV

Siddhartha Gupta | 13 Jun 2019

Talent acquisition is one of the biggest challenges organizations face, according to Mercer–Mettl's State of Talent Acquisition 2019 annual report. With technological innovations sweeping the market and more emphasis being placed on skill evaluation, talent assessment is no less than a marathon to grab high potential talent before competitors. Also, as the hiring process continues to evolve from newspaper ads to social recruiting, the next industry wave is automated recruitment. Organizations have started drifting away from manual hiring to technology driven processes. Here are three ways technology is changing the talent landscape for the better. 1. Technology Can Boost Employer Brand Values   To attract and retain top-quality talent in 2019 and beyond, building a strong employer brand should be a priority of every employer. With more organizations striving to create better workplaces and spend more to drive employee engagement, your brand must create a positive buzz in the market. A leading LinkedIn Report also suggests that 75% of candidates factor employee branding before joining an organization.1 A positive employee brand can help you attract quality talent, retain them and close multiple requisitions on autopilot through referrals. Such is the power of employee branding. How can technology make a difference here? State-of-the-art tools, applications and solutions can make a huge difference. Be it a smart career site, robust social media presence or a Candidate Relationship Management (CRM) system, technology can assist organizations in achieving a more refined branding strategy — and bringing in all the benefits that come with it. 2. Technology Can Improve the Candidate Experience   When candidates have multiple jobs to choose from, you have to give them a pretty good reason to join your organization, which should be different than a fat paycheck. Providing a gratifying candidate experience can do the job. The recruitment process is broadly classified into three stages: Sourcing, Screening & Selection, and Onboarding. Your job is to provide a seamless and hassle-free experience in each of these stages, so that the candidate thinks, "This organization has a nicely structured recruitment process. It must be a good place to work." And, you're all set! On the other hand, if there are roadblocks in any of these stages or if candidates get the impression that your recruitment process is haywire, they might look for a better fit elsewhere. Thanks to recruitment technology, there are plenty of options you can exercise to provide a great candidate experience. 3. Technology Can Enhance Talent Pool Quality   Previously, organizations did not have any standard procedures for evaluation and recruitment. They largely resorted to newspaper ads, walk-ins, unstructured face-to-face interviews or even pen-and-paper tests to fill vacancies. However, with time, they realized that these methods came with drawbacks. Traditional methods of recruitment were long, complex and biased. They failed in assessing candidates' soft skills or in understanding their weaknesses, since HR did not have any concrete data or framework to base their screening questions on. This ultimately increased candidate back-out and early attrition rates, leaving employers in a dilemma.      Such an unstructured process has given rise to online assessments that now help in shortlisting candidates ideal for a job role, based on the skills they possess. Additionally, these pre-screening tests also predict a new hire's on-the-job performance and retainability. With top talent typically available in the market for 10 days, on average, companies are increasingly making their talent acquisition process more practical, time-saving and interesting to attract talented candidates. According to the Mercer-Mettl report, 53% of organizations use competency-based interviews and 40% of organizations use video interviews for hiring top talent. New-age recruitment methods not only increase candidate engagement but also improve quality of hires. In 2017, the use of assessments in the IT/ES industry shot up by 132%, while the Banking Finance Services and Insurance (BFSI) industry experienced an increased assessment usage of 217%. The adoption of technology for hiring indicates the effectiveness of new-age methods. The tools collect inputs from candidates and compile responses to provide a final report which highlights the positives, negatives and areas in need of improvement. The data-backed results ultimately provide a boost to the employer brand value, improve candidate experience, enhance talent pool quality and help to carry out bulk, as well as niche, hiring in a seamless manner. 1"The Ultimate List of Employer Brand Statistics," LinkedIn Talent Solutions,https://business.linkedin.com/content/dam/business/talent-solutions/global/en_us/c/pdfs/ultimate-list-of-employer-brand-stats.pdf.

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Lewis Garrad | 11 Jul 2019

We live in a period of transformative change. It's difficult to talk about any aspect of business these days without touching on what the "future of work" means and what its implications are for individuals, companies and societies. Part of the reason for this is that we are all increasingly aware of the technological advances, changes in government policies and shifting employee expectations that are reshaping what we know as work. As artificial intelligence (AI) and automation infuse into everyday life, the opportunities to reinvent how people will work and live are significant. What does this mean for the employee experience in this age of disruption? How does an organization build an employee experience program that's relevant for this modern world? The Role of HR: Connectivity in the Human Age   According to Mercer's 2019 Global Talent Trends report, 73% of executives predict significant industry disruption in the next three years — up from 26% in 2018. Along with the constant change that disruption brings is the emergence of several human capital risks, such as a decline in employee trust and an increase in employee attrition. Organizations are realizing that people-centered transformation is the key to transferring the shockwaves of disruption into sparks of brilliance. This translates into a need for HR to lead at the drafting table, yet only two in five HR leaders participate in the idea-generation stage of major change projects today. To ensure the Human Agenda remains at the heart of change, HR needs a permanent place in the design process, rather than being a late-to-the-party guest. A critical contribution the HR function will make is helping to design and deliver exceptional employee experiences. Understanding the Employee Experience   How do you capture the moments that matter in an employee's life cycle? From onboarding to having a new manager or getting promoted, critical experiences help shape an employee's connection to the organization. Each employee is different, with diverse needs and talents — and over the course of a career people are exposed to different events and experiences. Some experiences enhance their fit with the organization, some do not and others undermine it. This translates into varying levels of employee and business performance. A more digital HR team, combined with data and analytics that new tools bring, can help leaders understand these experiences at a deeper level. Although it is still common for organizations to conduct episodic surveys of employee attitudes once a year, many are now looking to augment their employee-listening strategy with more fluid pulse surveys to provide deeper insight. Using an employee experience platform, HR teams can now conduct on-demand surveys as and when needed, and employees can give feedback when it's most relevant, with actions aligned to specific needs and timing. Platforms, like Mercer's Allegro Pulsing Tech, enable HR teams to take an active-listening approach to understand experiences over time. This generates better insights into multiple touchpoints, providing HR the opportunity to design more engaging experiences across the employee life cycle. This sets in motion a culture where employees feel heard and are supported and encouraged to do their best work every day. Increasingly, organizations acknowledge that the employee experience is as important as the customer experience. Research has shown that companies leading in customer experience often do so via exceptional cultures and engaged people. The importance of investing in the employee experience can't be ignored. Building a 21st Century Employee Experience Program   Enabling employees to thrive requires intentional redesign of critical employee experiences, using new technology and AI to make work more inclusive, personalized and focused. To do this, organizations need an employee-listening program that uses multiple methodologies to generate deeper insights for diverse stakeholders, including the employees themselves. This new type of organizational research takes an evolving approach to measurement and uses new technology to support more integrated analyses and more experimentation within the organization to generate real learning. The goal is for everyone to have a broader and deeper understanding in an optimal manner to generate a more compelling employee experience, more effective teams and a higher-performing organization. In this age of disruption, as the pace of change accelerates, individuals need support in finding new ways to adapt and contribute. Without help, individuals, organizations and societies will fail to thrive. As more tasks get automated, HR — as the guardian of the employee experience — is best placed to lead this reinvention.

| 10 Jul 2019

Having trouble picturing AI in your workplace? It’s already here. Robots are learning to respond to external stimuli. And while it looks simple, it’s actually a massive step forward into the future of work. Creative response and problem solving are critical if AI is going to work alongside people in the office. So what looks like an opening door, is actually an unlocked future. The future of work is here. Can you see it?  Our deep expertise, powerful insights, and real-world solutions help the people and organizations we serve take steps today to secure a better tomorrow.

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