Employees as Customers The Power of Employee Experience and Engagement
|
|
- Jeffrey Rodgers
- 6 years ago
- Views:
Transcription
1 5/16/2017 Deloitte Consulting LLP Jennifer Rome David Dye 1 Employees as Customers The Power of Employee Experience and Engagement Today s Goals: Understand the different types of customers that exist in organizations Understand the powerful connection between customer and employee experience and how treating employees as customers is a driver of mission performance Identify where CX-EX is working in the public and private sectors Start using EX and engagement strategies in your organization 2 1
2 JENNIFER ROME Senior Manager Human Capital, Deloitte Consulting LLP DAVID DYE Managing Director, Deloitte Consulting LLP Jennifer is a Senior Manager with Deloitte Consulting LLP focusing on organizational transformations that align and equip the workforce to deliver on business strategy. She specializes in improving employee experience through talent interventions to drive customer experience. She has over 15 years of experience collaborating with public and private organizations to drive strategic change. Dr. David Dye is a Managing Director with Deloitte Consulting LLP with over 30 years of leadership and management consulting experience across the public and commercial sectors. As a Director in Deloitte s Human Capital Practice, he is a leader in helping organizations drive engagement across all levels. His areas of specialization span the human capital lifecycle for attracting, developing, and retaining talent. Dr. Dye has presented internationally and has been published in various professional journals, including the Deloitte University Press article, Employees as Customers: How design thinking and customer experience tools 3 can help attract and engage public servants. The Multilayered Customer Ecosystem The enterprise and internal functions serve different internal and external customer groups Sample Customer ecosystem within an organization External Customers (Internal) Business Partners Service Partners Employees Execs External Customers: People who directly engage with organizations for products, services, and/or interact with front-line employees Internal Customers: Internal recipients of internal (e.g. IT, HR) products or shared services Employees as Customers: All employees in departments that provide, or support the delivery of, products or services to internal customers throughout the organization It s actually the interactions between employees and customers that are the most important drivers of customer experience. -Rick Parish, Principal Government Customer Experience Analyst, Forrester Research 4 2
3 The Evolving Customer Experience (CX) Movement In the past decade, many companies have shifted from a narrow focus on customer satisfaction to embracing the entire customer experience Customer Satisfaction (A measure of how pleased customers are with a product or service) Customer Experience (The sum of all experiences a customer has with a company) The CX focus helps drive value for companies: Customers are 5.2X more likely to purchase from companies with a great customer experience 2 86% of customers are willing to pay more for an upgraded experience (think air travel and hospitality) 3 72% of consumers will tell 6+ people about a positive customer experience 4 Integrated customer journeys provide a competitive advantage, in some cases doubling sales year over year The New Employee Experience (EX) Focus Employee experience is the sum of all experiences an employee has with a company 1 Components of EX: Cultural Environment the vibe of a workplace; its values, practices, leadership style, and employees sense of purpose Physical Environment the design of a workspace; what we can see, touch, and smell, and even the demographics of employees Technological Environment the tools employees use to get their jobs done (e.g. apps, software, and an organization s internal social network) Company Highlight Employee Satisfaction Point in time employee satisfaction survey Employee Experience Cultural: Recognition programs Physical: Lounge and Homeroom Technological: Apps to find seating and colleagues
4 The Customer and Employee Experience Connection Studies show that employee interactions impact customer experience metrics across organizations and drive tremendous business value Highlight of Key Business Metrics Retention Engaged employees are 4X more likely to stay in their jobs 2 Customer Satisfaction Increased employee engagement was accompanied by a 12% increase in customer satisfaction 3 Profitability Companies with highly engaged workforces outperform their peers by 147% in earnings per share and 6% higher net profit margins 4 Productivity Highly engaged workforces are 22% more productive than their less engaged peers 5 1 The Truth about CX, Harvard Business Review (2013) 2 Corporate Leadership Council Employee Engagement Survey 3 Social Knows: Employee Engagement Statistics (2011) 4 Gallup's 2016 Q12 Meta-Analysis 5 Employee Engagement Does More than Boost Productivity, Harvard Business Review (2011) 7 CX-EX Tools and Approaches The tools that marketers use to understand and design for the customer experience can be applied to research and design for the employees experience Tools and Approaches Description Benefits Segmentation Divides customers or employees into groups by attitudes, behaviors, and/or interactions with an organization Highlights meaningful differences that go beyond seemingly monolithic demographic groups Ethnographic Research The study of customers or employees in their day-today environment Combines observations and one-on-one interviews Rich detail about an employee or customer experience Ability to uncover hidden or less-obvious drivers of behavior Persona Development A representation of a cluster of customers or employees that exhibit similar behaviors, attitudes, and motivations Allows designers to put themselves in the users shoes Journey Mapping Shows the emotional journey of an employee or customer through a process and at various touchpoints with an organization Identifies Moments of Truth critical inflection points that drive behaviors and perceptions Rapid Prototyping Rapid creation and testing of solutions based on design principles uncovered through research and analysis Allows designers to quickly and cheaply test solutions and make modifications based on user feedback 8 4
5 Pulse Check! According to Deloitte s global human capital trends report, what percentage of survey responders felt they were NOT ready to address the employee experience challenge? A. 59% B. 32% C. 14% 1 Deloitte Global Human Capital Trends, (2017) 9 Pulse Check! According to Deloitte s global human capital trends report, what percentage of survey responders felt they were NOT ready to address the employee experience challenge? A. 59% B. 32% C. 14% 1 Deloitte Global Human Capital Trends, (2017) 10 5
6 Employee Experience Emerging across the Global Marketplace Both public and private organizations consider a positive employee experience critical to their success and many are taking a holistic approach to understand and help improve this experience. Market Trends EX is A Universal Priority Nearly 80% of executives rate employee experience either important or very important 1 Talent Disruptions Talent trends, such as the gig economy, workplace virtualization, and a Millennial workforce may require organizations to redesign the employee experience to remain competitive EX in the C-Suite Companies like Airbnb, GE Digital, IBM, and Forrester are creating Chief Employee Experience Officers and EX roles within HR 2 Importance in the Federal Market Given that the new Administration tends to view government through a business lens, the importance of customer experience as a way to drive measurable returns is likely to increase Deloitte Human Capital Trends, Deloitte University Press (2017) 1 The Workplace As An Experience: Three New HR Roles Emerge, Forbes (2017) 11 Employee Experience Emerging in the Market How are some of the highest-performing organizations leading the EX trend? Embracing digital tools and mobile apps Incorporating design thinking Revamping performance management and rewards/retention programs Innovating work space to be a flexible and collaborative environment Crowdsourcing for employee ideas Slack Virgin Pulse Google DWP Digital Academy Telstra IBM Adjusting talent strategy to appeal to a new demographic and workforce Facebook Starbucks Coffee 10 6
7 Case Study: Ford Motor Company embraces CX-EX 1 Business Goal: Expand business model to transform core automotive business while growing in the areas of electrification, autonomy, and mobility. Strategy: Drive innovation by improving the work experiences of nearly 200,000 employees. This includes delivering high-impact HR and workforce solutions. Approach: Conducted a global listening tour to better understand the employee experience Implemented a 3-week global people strategy lab for HR leaders Deployed a companywide polling process to let employee contribute ideas and rank HR products Segmented the workforce and developed moments that matter for each segment Results: Produced a new people strategy, HR vision, integrated plan, and business case Created a new global HR operating model and technology platform with digital HR apps Developed HR products and services that are more integrated and focused on the employee experience Ford s people strategy and the HR transformation are now considered integral to the company s focus on innovation and a new way of doing business. Our mission is to make employees lives better by changing the way we think about work, feel about work, and the way we do our work differently. - Felicia Fields, Group Vice President, HR and Corporate Services 1 Deloitte Global Human Capital Trends, (2017) 11 USPS embraces the link between Customer and Employee Experience From the big picture to the front lines USPS launched a CX Council and EX roadmap dedicated to defining and supporting front line employees. USPS uses ethnographic research and journey maps to understand, and design for, their customers AND their employees 12 7
8 Pulse Check! How many times MORE profitable are companies that invest in employee experience? A.1.5X B.4X C.6X 1 The Employee Experience Advantage, Jacob Morgan, Wiley (2017) 13 Pulse Check! How many times MORE profitable are companies that invest in employee experience? A.1.5X B.4X C.6X 1 The Employee Experience Advantage, Jacob Morgan, Wiley (2017) 13 8
9 Employee Experience: Old Way vs New Way OLD WAY Employee experience defined by annual engagement surveys NEW WAY Employee experience defined as a holistic view of life at work, requiring constant feedback Culture is a topic on the company website, but not measured or defined through behavior Companies have a series of HR leaders across recruiting, learning, rewards, engagement, and other HR services Rewards are designed to cover salary, overtime, bonus, benefits, and stock options Employee self-service is viewed as a technology platform that makes it easy to complete HR transactions and report Companies use tools and behaviors to measure, align, and improve culture during change, M&A, and other major activities Companies have roles responsible for the complete employee experience, focused on employee journeys, engagement, and culture Rewards also include nonfinancial rewards: meals, leaves, vacation policy, fitness, and wellness programs The employee experience platform is designed, mobile, and includes digital apps, solutions based on employee journeys, and ongoing communications 17 Call to Action: Measuring Engagement and Experience Organizations should consider a more holistic view of the way they engage their workforce. Everyone plays a role in building and sustaining engagement, including the organization, leaders, managers, and employees. Leaders Leaders create the organizational culture and provide support for employees as they strive to engage in the workplace. Leaders at all levels have a critical role to play in creating an engaging environment. Employees Employees control their path to engaging at work. While the organization and leaders set the culture and provide the support and resources, employees can take steps to engage at work. Employees can also make a significant contribution to the engagement of their teams. Organization Employee engagement is rooted in the organization s culture. The organization provides the programs and policies that enable engagement to thrive. 16 9
10 Call to Action: What can employees begin doing now? 17 Call to Action: What can leaders begin doing now? 18 10
11 Call to Action: What can the organization begin doing now? Performance Engagement Learning & Development Recruitment Focus on experience even before employees are on board Go beyond satisfaction surveys to be able to understand what employees are really thinking Integrate training in the employee journey at critical moments Career Management Identify sub-groups in your talent pool by behaviors Max Meyers, Hannah Roth, Eric Niu, and David A. Dye. Employees as customers: Reimaging the employee experience in government. Deloitte University Press, May 31, Recap: Start Here Measure it Elevate the Employee Experience and make it a priority Designate a senior leader or team to own in Consider the impact of geography Enlist C-Suite and team leader support EMPLOYEE EXPERIENCE TIPS 1 Look outside Embrace design thinking Consider experiences for the entire workforce 1 Deloitte Global Human Capital Trends, (2017) 22 11
12 5/16/2017 Final Pulse Check! What accounts for up to 70% of variance in engagement scores? A. Pay and benefits B. Leaders C. Recognition 1 Tiny Pulse Engagement IQ, (2016) 23 Final Pulse Check! What accounts for up to 70% of variance in engagement scores? A. Pay and benefits B. Leaders C. Recognition 1 Leaders Leaders create the organizational culture and provide support for employees as they strive to engage in the workplace. Leaders at all levels have a critical role to play in creating an engaging environment. Tiny Pulse Engagement IQ, (2016) 24 12
13 Today s Session Recap Discussed the link between CX and EX and the importance of creating customer-centric organizations Deconstructed the meaning of employee experience and how it is different from engagement Shared leading practices of CX and EX at Postal and in the Market Provided a call to action on ways to shift thinking and behaviors to treat employees as customers 25 Appendix 26 13
14 Success Starts with Leaders Who Make Moments Matter Walk in their shoes Work it together Change the lens Say what no one else will Show up Suspend self-interest Bring a point of view Up their game Tailor it Own it 27 As used in this document, Deloitte means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the Deloitte Network ) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. Copyright 2017 Deloitte Development LLC. All rights reserved
Driving Culture & Accountability
EXPERIENCE 18 Driving Culture & Accountability Dan Barrett, Director, USPS Customer Experience and Market Insights Jannine Zucker, Principal, Deloitte Consulting LLP Jennifer Rome, Senior Manager, Deloitte
More informationTalent Management in Growth Markets: India
Talent Management in Growth Markets: India Stacia Sherman Garr, Vice President, Talent Management and HR Research Candace Atamanik, Research Manager Talent Management Research Bersin by Deloitte Deloitte
More informationUnderstanding employee engagement after a corporate acquisition A global communications company. EngagePath client spotlight
Understanding employee engagement after a corporate acquisition A global communications company EngagePath client spotlight Situation Following a complex corporate acquisition, a global communications
More informationHigh-Impact Succession Management The Performance Model: Key Drivers and Talent Outcomes Andrea Derler, Ph.D., Research Manager, Leadership &
High-Impact Succession Management The Performance Model: Key Drivers and Talent Outcomes Andrea Derler, Ph.D., Research Manager, Leadership & Succession Management Christina Rasieleski, Lead Member Advisory
More informationTalent Management and Leadership in the Mid-Market Charting a Course for Change
Talent Management and Leadership in the Mid-Market Charting a Course for Change Our Journey Today Potential Benefits of Increasing Talent Management Maturity Five Critical Drivers of High-Impact Leadership
More informationPerformance Management Stories from the Front Lines
Performance Management Stories from the Front Lines May 23, 2017 Christina Rasieleski, Lead Advisor Talent Management & Leadership, Bersin by Deloitte, Deloitte Consulting, LLP Dean Carter Vice President,
More informationTalent Management in Growth Markets: China
Talent Management in Growth Markets: China Stacia Sherman Garr, Vice President, Talent Management and HR Research Candace Atamanik, Research Manager Talent Management Research Bersin by Deloitte Deloitte
More informationEngaging the workforce. Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response
Engaging the workforce Getting past once-and-done measurement surveys to achieve always-on listening and meaningful response Deloitte Employee Engagement Perspectives What is employee engagement? Organizations
More informationInnovating Performance Management Series Part 1: How Cisco is Activating Team Excellence with Data Stacia Sherman Garr Vice President, Bersin by
Innovating Performance Management Series Part 1: How Cisco is Activating Team Excellence with Data Stacia Sherman Garr Vice President, Bersin by Deloitte, Deloitte Consulting LLP September 22, 2016 Agenda
More informationInnovating Performance Management Series Part 1: How Cisco is Activating Team Excellence with Data Stacia Sherman Garr Vice President, Bersin by
Innovating Performance Management Series Part 1: How Cisco is Activating Team Excellence with Data Stacia Sherman Garr Vice President, Bersin by Deloitte, Deloitte Consulting LLP September 22, 2016 Agenda
More informationPresented by David Bischof SIOPSA 2016
The importance and application of Leadership Assessment and Development interventions in the context of current global and local Human Capital trends Presented by David Bischof SIOPSA 2016 Global Human
More informationThe changing face of manufacturing. It s high-paying, it s competitive, and its labor needs are shifting. LaborWise TM
The changing face of manufacturing It s high-paying, it s competitive, and its labor needs are shifting LaborWise TM LaborWise is a workforcefocused analytics solution that identifies, quantifies, and
More informationEnabling the Digital Organization. Michael Gretczko, Principal, Deloitte Consulting LLP
Enabling the Digital Organization Michael Gretczko, Principal, Deloitte Consulting LLP Copyright 2017 Deloitte Development LLC. All rights reserved. Technology Rate of change Individuals Businesses Public
More informationFour Things That Matter When Choosing Technology for Career Management
Four Things That Matter When Choosing Technology for Career Management March 9, 2017 Today s Agenda and Presenter Definition of career management and why career management is important Career management
More informationDIGITAL DISRUPTION. Embracing Change and Harnessing the Opportunity. January 18, Copyright 2016 Deloitte Development LLC. All rights reserved.
DIGITAL DISRUPTION Embracing Change and Harnessing the Opportunity January 18, 2017 1 Copyright 2016 Deloitte Development LLC. All rights reserved. OBJECTIVES Disruption is Upon Us Embracing Change: Disruption,
More informationCustomer Satisfaction
Connecting Employee Experience And Customer Satisfaction The opportunity is real In business, the customer is king. Companies go out of their way to deliver the best experiences possible, whether in a
More informationHR and Business Collaboration for Leadership Development Why It Is Important and How to Make It Happen Andrea Derler, Ph.D.
HR and Business Collaboration for Leadership Development Why It Is Important and How to Make It Happen Andrea Derler, Ph.D., Leadership and Succession Research Leader, Bersin by Deloitte, Deloitte Consulting
More informationWhere digital HR and the cloud meet Transform engagement, transform work, transform the enterprise
Where digital HR and the cloud meet Transform engagement, transform work, transform the enterprise Where digital HR and the cloud meet Transform engagement, transform work, transform the enterprise Think
More informationMeasuring Employee Engagement
Measuring Employee Engagement Navigating the Options & Vendors June 9, 2016 Today s Agenda & Presenters Why Does Employee Engagement Matter? Designing an Employee Engagement Strategy Choosing a Measurement
More informationENGAGE BY STAGE. Research Report. Understanding how career stage affects employee engagement
ENGAGE BY STAGE Research Report Understanding how career stage affects employee engagement BEYOND AGES: Engaging Employees at All Career Stages While companies tend to default to age as the driver in engaging
More informationRedesigning the Employee Experience Different Approaches for Different Challenges
Redesigning the Employee Experience Different Approaches for Different Challenges April 27, 2016 Facilitator: David T. Mallon, Head of Research Bersin by Deloitte, Deloitte Consulting LLP Maggie Brady
More informationDiversity and inclusion: Why training isn't enough The HR Executive Dbriefs series
Diversity and inclusion: Why training isn't enough The HR Executive Dbriefs series Stacia Sherman Garr, Vice President, Bersin by Deloitte, Deloitte Consulting LLP Candace Atamanik, Research Manager, Bersin
More informationThe BOLD HR Business Partner: Beyond Generalist to Trusted Advisor
The BOLD HR Business Partner: Beyond Generalist to Trusted Advisor Karen Shellenback, Bersin by Deloitte Debbie Sehulster, Halliburton April 30, 2015 Download the IMPACT Conference App Use the IMPACT conference
More informationHigh Impact Talent Management Designing the Mature Talent Organization
High Impact Talent Management Designing the Mature Talent Organization Stacia Sherman Garr Vice President, TM & HR Research, Bersin by Deloitte, Deloitte Consulting LLP Candace Atamanik Manager, TM Research,
More informationDriving culture change Gift of Hope. CulturePath client spotlight
Driving culture change Gift of Hope CulturePath client spotlight Situation Gift of Hope, a non-profit organ and tissue donor network, wanted to align its culture to its core mission to save and enhance
More informationHarnessing Employee Passion in Times of Disruption
Harnessing Employee Passion in Times of Disruption April 25, 2016 Maggie Wooll Deloitte Center for the Edge Passion What should be keeping you up at night? That is what we bring to the table. What is
More informationSeven principles for effective change management Sustaining stakeholder commitment in higher education
Seven principles for effective change management Sustaining stakeholder commitment in higher education 2 The higher education community is under significant pressure to change in all sorts of ways. Various
More informationBecoming Digital May 2017
Becoming Digital May 2017 Agenda Workplace Disruptions Journey to Becoming Digital: Digital Maturity Continuum Mindsets for Becoming Digital: Business Ecosystems Mindsets for Becoming Digital: Platforms
More informationHuman Capital Trends Siiri Sutt, Deloitte Estonia
#HRSavaitėLietuva Human Capital Trends 2017 Siiri Sutt, Deloitte Estonia 2017 2017 Deloitte Global Human Capital Trends survey includes data from 10,447 business and HR leaders Rapid change is not limited
More informationDeloitte s High-Impact HR Operating Model: Business HR. Deloitte Consulting LLP
Deloitte s High-Impact HR Operating Model: Business HR Deloitte s High-Impact HR Operating Model: Business HR The business of Human Resources (HR) is the business HR has a mission: High impact. A new Operating
More informationDELOITTE DIGITAL & SPRINKLR. Today s customer experience means communicating on customers terms, needs, and interests
DELOITTE DIGITAL & SPRINKLR Today s customer experience means communicating on customers terms, needs, and interests CREATE A SOCIAL BUSINESS STRATEGY CREATE GREAT CUSTOMER EXPERIENCES In a world of connected
More informationHelp Wanted Addressing the Skills Gap in US Manufacturing
The Process & Industrial Products series presents: Help Wanted Addressing the Skills Gap in US Manufacturing Craig Giffi, Vice Chairman, Deloitte LLP Ben Dollar, Principal, Deloitte Consulting LLP Gardner
More informationHigh-Impact Talent Management in the Mid-Market November 30, 2016
High-Impact Talent Management in the Mid-Market November 30, 2016 Today s Agenda & Presenters Talent management challenges midmarket organizations face today How mid-market organizations can apply our
More informationExecutive Summary. The State of Employee Engagement pg. 2
the STATE of EMPLOYEE ENGAGEMENt 2018 v Executive Summary 2018 has been named The Year of Employee Experience by Forbes; highlighting an increasing need for employers to offer engaging experiences to retain
More informationThe Role of Exposure in Leadership Development How Leaders Really Learn
The Role of Exposure in Leadership Development How Leaders Really Learn Andrea Derler, Ph.D., Leadership and Succession Research Leader, Bersin by Deloitte, Deloitte Consulting LLP Dani Johnson, VP for
More informationActivating the digital organization A sink-or-swim moment for today's enterprise
Activating the digital organization A sink-or-swim moment for today's enterprise It s time to do something big something more than moving systems to the cloud or adopting tools that let employees work
More informationMaking culture and engagement work for you. A conversation with Deloitte s Alyson Daichendt. Deloitte Culture and Engagement Perspectives
Making culture and engagement work for you A conversation with Deloitte s Alyson Daichendt Deloitte Culture and Engagement Perspectives 1 Shape culture to drive strategy. As one of the most talked about
More informationGlobal Human Capital Trends 2016 The new organization: Different by design. April Nigeria View
Global Human Capital Trends 2016 The new organization: Different by design April 2016 Nigeria View Global Human Capital Trends 2016 One of the largest-ever HR & Talent studies 7,000+ Business and HR leaders
More informationHigh-Impact People Analytics
High-Impact People Analytics The Recalculated Route to Maturity May 22, 2017 Madhura Chakrabarti, PhD People Analytics Research Leader, Bersin by Deloitte, Deloitte Consulting LLP. R J Milnor Head of Talent
More informationHow to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor
More informationPhysician Leadership Academy Lead the future of health care
Lead the future of health care Module dates: Tuesday, October 16, 2018-Friday, October 19, 2018 Wednesday, January 9, 2019-Friday, January 11, 2019 Monday, March 25, 2019-Wednesday, March 27, 2019 Lead
More informationNamibian Human Capital Trends Leading in the new world of work
Namibian Human Capital Trends 2015 Leading in the new world of work We are pleased to share with you the 2015 Human Capital Trends Report for Namibia which is the first country based report that Deloitte
More informationSESSION 107 Wednesday, November 1, 10:15am - 11:15am Track: People, Culture, and Value
SESSION 107 Wednesday, November 1, 10:15am - 11:15am Track: People, Culture, and Value Journey Mapping: Applying Customer Experience Principles to ITSM David Murphy Consultant, Forrester Research dmurphy@forrester.com
More informationDeloitte Shared Services Conference 2018 Changing places: the future of work and what it means for shared services Michael Stephan Principal, Global
Deloitte Shared Services Conference 2018 Changing places: the future of work and what it means for shared services Michael Stephan Principal, Global & US HR Transformation Leader, Deloitte Unprecedented
More informationSAP S/4HANA Finance The Finance Labs The Art of the Possible
SAP S/4HANA Finance The Finance Labs The Art of the Possible SAP S/4HANA Finance represents one of the most significant advancements in the world of finance enterprise applications. How will you use it
More information2018 Deloitte Global Human Capital
2018 Deloitte Global Human Capital An Oil & Gas Perspective Introduction Seismic changes are taking place in today s workforce, workplace, and the technologies used to do work. Results from the Deloitte
More information2018 Deloitte Global Human Capital
2018 Deloitte Global Human Capital A Power & Utilities Perspective Introduction Seismic changes are taking place in today s workforce, workplace, and the technologies used to do work. Results from the
More informationFuture-proof your digital business. Reimagining customer engagement and your brand experience.
Future-proof your digital business Reimagining customer engagement and your brand experience. The customer wants to be recognized as the same customer at every point of interaction. In nearly every industry
More informationAttracting and Engaging Talent in Mid-Market Organizations
Attracting and Engaging Talent in Mid-Market Organizations April 27, 2016 Denise Moulton Research Manager, Bersin by Deloitte, Deloitte Consulting LLP Celia Harper-Guerra Global Head of Talent Acquisition,
More informationThe BIG question: What s different about a customer-driven business transformation?
The BIG question: What s different about a customer-driven business transformation? With customers holding more power than ever before, some transformation leaders are using the customer perspective to
More informationCFO Perspectives CFO Speaks
CFO Perspectives CFO Speaks India CFO Newsletter November 2016 CFO Speaks Mr. Suresh Krishnan Chief Financial Officer OLX India 01. As a CFO, how would you deal with the challenge of disruption on your
More informationTALENT-DRIVEN INNOVATION The #1 driver for creating a competitive advantage. Ben Dollar Principal Deloitte Consulting LLP
TALENT-DRIVEN INNOVATION The #1 driver for creating a competitive advantage Ben Dollar Principal Deloitte Consulting LLP Exploring the drivers of manufacturing competitiveness Deloitte has collaborated
More informationHR Metrics and Model for Modern Times
HR Metrics and Model for Modern Times Karen Shellenback, Research Manager Bersin by Deloitte, Deloitte Consulting LLP Jennifer Krider, Senior Research Analyst Bersin by Deloitte, Deloitte Consulting LLP
More informationDeloitte s Third Party Monitor
J A N U A R Y 2018 Deloitte s Third Party Monitor Turn PSD2 and Open Banking threats into business opportunities Open APIs bring new opportunities for both customers and banks. Better understanding of
More informationThe rise of the social enterprise
2018 Deloitte Global Human Capital Trends The rise of the social enterprise A Government and Public Services Perspective Where we left off: businesses are responding to the Digital Revolution by looking
More informationEnabling Leadership Using Network Analysis to Unleash Organizational Potential
Enabling Leadership Using Network Analysis to Unleash Organizational Potential April 26 th, 2016 Facilitator:Stacia Garr, VP Talent Management Bersin by Deloitte, Deloitte Consulting LLP Michael Arena
More informationEverything You Always Wanted to Know About Benchmarking* (*But Were Afraid to Ask)
Everything You Always Wanted to Know About Benchmarking* (*But Were Afraid to Ask) Ben Carroll, Jen Krider Bersin by Deloitte, Deloitte Consulting LLP Contents Introduction 8 Phase 1 Understanding What
More informationLeading companies are already recognizing that the employee experience is the new battleground for competitive advantage.
Delivering differentiated and satisfying customer experiences can lead to a boost in loyalty, market share and revenues. Imagine what a similar focus on employee experiences could mean for the business.
More informationEvolving Performance Management Series (Part 6)
Evolving Performance Management Series (Part 6) Juniper Networks Performance Management Evolution Candace Atamanik, Research Manager, Talent Management Research, Bersin by Deloitte Deloitte Consulting
More informationReimagining IT: Leading technology organizations into the future The Dbriefs Technology Executives series
Reimagining IT: Leading technology organizations into the future The Dbriefs Technology Executives series Anthony Stephan, Principal, Deloitte Consulting LLP Chris Garibaldi, Principal, Deloitte Consulting
More informationTRENDICATORS SURVEY REPORT EMPLOYEES SOUND OFF ON GOAL SETTING & PERFORMANCE FEEDBACK
TRENDICATORS SURVEY REPORT SOUND OFF ON GOAL SETTING & PERFORMANCE FEEDBACK INTRODUCTION More than 60% of all U.S. companies today have processes in place to set individual goals with employees and to
More informationThe culture or the leader? An organizational view of the chicken or the egg question. Deloitte Culture Perspectives
The culture or the leader? An organizational view of the chicken or the egg question Deloitte Culture Perspectives What came first, the chicken or the egg? That question may be as old as time itself.
More informationWorkforce Optimization
T-N-T Series 2017 Workforce Optimization The Holistic Application of Talent Development Multiple Forces At Work The Company Jobs Employees Customers Products HR, Training, & Development Principal #1 If
More informationCareer Management Beyond the Borders of the Organization
Career Management Beyond the Borders of the Organization April 26, 2016 Dani Johnson VP, L&D Research Bersin by Deloitte Deloitte Consulting LLP Ron Storn VP People Lyft Kent Johnson Dani Johnson Lyft
More informationRedefining Measurement for Continuous Learning
Redefining Measurement for Continuous Learning How to demonstrate impact when learning goes beyond L&D Todd Tauber Vice President, Learning Research Bersin by Deloitte, Deloitte Consulting LLP April 1,
More informationOnboarding. The On-Ramp to Employee Success. Katherine Jones, VP, HCM Technology Research Bersin by Deloitte Deloitte Consulting LLC January 13, 2015
Onboarding The On-Ramp to Employee Success Katherine Jones, VP, HCM Technology Research Bersin by Deloitte Deloitte Consulting LLC January 13, 2015 Katherine Jones, Ph.D. Vice President, HCM Technology
More informationHR Benchmarks for Modern Times
HR Benchmarks for Modern Times Karen O Leonard VP, Analytics & Benchmarking Research Jennifer Krider Senior Research Analyst, Analytics & Benchmarking March 10, 2015 Topics for Discussion Research Objectives
More informationModernizing compliance: Moving from value protection to value creation
Modernizing compliance: Moving from value protection to value creation John Conrad, Principal Deloitte Risk and Financial Advisory Deloitte & Touche LLP Clarissa Crain, Senior Manager Deloitte Risk and
More informationMEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE
MEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE Employee engagement is the extent to which employees are motivated to contribute to organizational success and are willing to apply discretionary
More informationCapability-led Transformation in Banking. A robust approach for today s banking challenges
Capability-led Transformation in Banking A robust approach for today s banking challenges Several quarters of consistent earnings performance and the recent, first-in-nearly-a-decade Federal Reserve rate
More informationAirline customer experience: Time to chart a new course? The Dbriefs Travel, Hospitality & Leisure series Guy Langford, Advisory Partner, Deloitte &
Airline customer experience: Time to chart a new course? The Dbriefs Travel, Hospitality & Leisure series Guy Langford, Advisory Partner, Deloitte & Touche, LLP Candice Irvin, Managing Director, Deloitte
More informationTalent acquisition analytics Driving smarter sourcing and hiring decisions with data
Talent acquisition analytics Driving smarter sourcing and hiring decisions with data Organizations are recruiting talent in an increasingly complex and competitive talent acquisition (TA) environment one
More informationDeloitte Leading Practices Solution for Utilities (DLeaPS-U) Empowering innovation at the core
Deloitte Leading Practices Solution for Utilities (DLeaPS-U) Empowering innovation at the core Empowering innovation at the core Addressing digital needs Rapidly transform your business with a modern ERP
More informationHeadline Verdana Bold
Headline Verdana Bold About the CEO Program Deloitte s CEO Program is dedicated to the success of CEOs and the companies they lead. We offer innovative insight and immersive experiences to: architect the
More informationImproving the Employee Experience
BESTPLACESTOWORK.ORG 2014 BEST PLACES TO WORK IN THE FEDERAL GOVERNMENT ANALYSIS Improving the Employee Experience What agencies and leaders can do to manage talent better When asked in a federal survey
More informationBuilding stronger engagement through employee segmentation
We re for the Workforce White paper Building stronger engagement through employee segmentation Traditional ways of analyzing employee groups are no longer relevant. Assessing employees based solely on
More informationWebcast title in Verdana Regular
Webcast title in Verdana Regular Careers and learning in the digital age The Dbriefs HR Executives series Dani Johnson, VP Learning and Career Research, Bersin by Deloitte, Deloitte Consulting LLP Jennifer
More informationData-Driven Decision Making in HR: Where the Rubber Meets the Road
Data-Driven Decision Making in HR: Where the Rubber Meets the Road April 26, 2016 Facilitator: Madhura Chakrabarti, Ph.D., Research Manager Bersin by Deloitte, Deloitte Consulting LLP Andrew Biga, Ph.D.
More informationConsumer engagement Guiding your customers down the yellow brick road. Strengthening the health care customer journey
Consumer engagement Guiding your customers down the yellow brick road Strengthening the health care customer journey What s at stake? Consumers are beginning to expect from health care companies similar
More informationBuilding strategic HR. Fit for today and fit for the future.
Building strategic HR Fit for today and fit for the future. 1 Building strategic HR Strategic HR Given the increasing focus of executives on people and talent, HR has an unprecedented opportunity to position
More informationEmpower your field technicians. A smarter approach to managing field assets using mobile tools
Empower your field technicians A smarter approach to managing field assets using mobile tools Empower your field technicians A smarter approach to managing field assets For many organizations, the workforce
More information2017 Deloitte Renewable Energy Seminar Innovating for tomorrow November 13-15, 2017
2017 Deloitte Renewable Energy Seminar Innovating for tomorrow November 13-15, 2017 Building the digital organization of the future Jonathan Moore, Managing Director, Deloitte Consulting LLP Matthew Shepard,
More informationOracle Cloud ERP - Oil and Gas Industry Enabler for Digital Finance Transformation
GLOBAL SPONSOR October 25, 2018 Oracle Cloud ERP - Oil and Gas Industry Enabler for Digital Finance Transformation Introductions Introductions Howard Glanville Managing Director Deloitte Consulting LLP
More informationInvestment management analytics The three-minute guide
Investment management analytics The three-minute guide Investment management analytics The three-minute guide 1 Why it matters now The investment world is changing The investment world has been hit with
More informationWomen at the wheel Recruitment, retention, and the advancement of women in the automotive industry
Women at the wheel Recruitment, retention, and the advancement of women in the automotive industry October 2018 Brochure / report title goes here Section title goes here 2.0 Million Number of manufacturing
More informationRewriting the rules for the digital age Deloitte Global Human Capital Trends A Travel, Hospitality & Services perspective
Rewriting the rules for the digital age 2017 Deloitte Global Human Capital Trends A Travel, Hospitality & Services perspective Insert title goes here 2 Introduction The workforce is changing in its demographics,
More informationThe Impact of a Recovering Economy on Talent Acquisition & Retention. Robin Erickson, Ph.D. Vice President Talent Acquisition Research April 1, 2014
The Impact of a Recovering Economy on Talent Acquisition & Retention Robin Erickson, Ph.D. Vice President Talent Acquisition Research April 1, 2014 Agenda Retention & Talent Acquisition Trends (11:00 11:15)
More informationInvestment management analytics The three-minute guide
Investment management analytics The three-minute guide Don t squint. Select the full-screen option to view at full size. Investment Management Analytics The three-minute guide 1 2 Why it matters now The
More informationUnderstanding Employee Experience: Rewards
TO P O F M I ND Understanding Employee Experience: Rewards Pete DeBellis, Vice President, Total Rewards Research Leader Bersin, Deloitte Consulting LLP Overview A company s rewards program is a highly
More informationScaled agile transformation case study
Scaled agile transformation case study Scaled agile transformation case study A global financial services company had reinvented itself multiple times in the past and it was time to do so again The client
More informationTalent Strategy. Building Competitive Advantage with Talent
Talent Strategy Building Competitive Advantage with Talent Stacia Sherman Garr Vice President, TM & HR Research Bersin by Deloitte, Deloitte Consulting LLP Agenda for Our Time Today Copyright 2015 Deloitte
More informationThe people dimension of amalgamations. Machinery of government The people dimension of amalgamations. Three part series
Machinery of government The people dimension of amalgamations Three part series 1 Part three: Cultural transformation In April 2017, Western Australian Premier, the Hon Mark McGowan MLA announced the amalgamation
More informationRich Mobile Content. by DigitalMIX. Dynamically publish content without changing a single line of code
Rich Mobile Content by DigitalMIX Dynamically publish content without changing a single line of code Field enablement backed by integrated digital content Today s workforce needs content that is mobile,
More informationLeverage Learning to Onboard Top Talent
Leverage Learning to Onboard Top Talent What s in this guide? Explore the top five ways that learning is used to enhance onboarding. Click to jump to a chapter. 2 33% of employees know whether they want
More informationImplementing Analytics in Internal Audit. Jordan Lloyd Senior Manager Ravindra Singh Manager
Implementing Analytics in Internal Audit Jordan Lloyd Senior Manager Ravindra Singh Manager What does Success Look Like To deliver successful analytical insight as an everyday part of the audit process
More informationEmployee Engagement. What s Your Engagement Ratio?
Employee Engagement What s Your Engagement Ratio? Copyright 2008 Gallup, Inc. All rights reserved. Gallup, CE 11, Q 12, HumanSigma, The Gallup Path, Gallup University, and Gallup Press are trademarks of
More informationEMPLOYMENT LIFE CYCLE
Engaging and Retaining Employees through the EMPLOYMENT LIFE CYCLE Presented by: Shellie Haroski, SPHR, SHRM-SCP Assessing Engagement 1. List what works well to engage your employees 2. List areas of opportunity
More informationWelcome your.. virtual colleagues!
Welcome your.. virtual colleagues! Abhijit Tuljapurkar Robotic & Cognitive Automation Lead Deloitte Digital Michael Winther Advanced Analytics Lead AIM AUTOMATION. TRANSFORMING HUMAN WORKFORCE 25% Jobs
More informationThe BIG question: How can you optimize to drive growth?
The BIG question: How can you optimize to drive growth? While many transformations are undertaken to cut costs or make incremental improvements, growthfocused transformations have the potential to directly
More informationHENNEPIN COUNTY ACTIVATES TOTAL REWARDS FROM THE OUTSIDE IN
HEALTH WEALTH CAREER HENNEPIN COUNTY ACTIVATES TOTAL REWARDS FROM THE OUTSIDE IN BY MICHAEL ROSSMAN, RON KEIMACH AND LYN HARPER MERCER Mercer engaged with Hennepin County, Minnesota, to develop and activate
More information