HOW TO IMPROVE EMPLOYEE ATTRACTION, ONBOARDING AND RETENTION

Transcription

1 HOW TO IMPROVE EMPLOYEE ATTRACTION, AND RETENTION PRESENTATION NAME THE WEBINAR WILL BEGIN SHORTLY

2 Nicola Matson Director of Sales Enablement & Support Questback Luke Talbot Director of Product Marketing Questback WEBINAR 3 RD JULY 2017 Rob Moss Editor Personnel Today

3 HOW TO IMPROVE EMPLOYEE ATTRACTION, AND RETENTION Why you need to take an integrated approach to your employee journey 3 PRESENTATION NAME Looking at today s talent recruitment, productivity and retention challenges Showing the benefits of listening across the employee journey

4 THE WAR FOR TALENT IS OVER THE TALENT WON Experiences matter more than jobs and companies

5 THE WAR FOR TALENT IS OVER THE TALENT WON Low barriers to switching Experiences matter more than jobs and companies

6 THE WAR FOR TALENT IS OVER THE TALENT WON Low barriers to switching Experiences matter more than jobs and companies Skills shortages

7 THE WAR FOR TALENT IS OVER THE TALENT WON Low barriers to switching Experiences matter more than jobs and companies Skills shortages

8 RECRUITMENT EXIT

9 RECRUITMENT Good candidates drop out EXIT

10 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT Good candidates drop out EXIT

11 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT Good candidates drop out EXIT

12 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT Good candidates drop out EXIT

13 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START Good candidates drop out EXIT

14 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START Good candidates drop out EXIT

15 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START Good candidates drop out EXIT

16 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START Good candidates drop out EXIT

17 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START Good candidates drop out EXIT THESE EXPERIENCES MAKE GOOD PEOPLE LEAVE

18 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START Good candidates drop out EXIT THESE EXPERIENCES MAKE GOOD PEOPLE LEAVE

19 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START Good candidates drop out EXIT THESE EXPERIENCES MAKE GOOD PEOPLE LEAVE

20 BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT! RECRUITMENT YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START Good candidates drop out EXIT THESE EXPERIENCES MAKE GOOD PEOPLE LEAVE 1 CEB 2014 Global Labour Market Survey 2 PwC 19th Annual Global CEO Survey 1 in 4 Leave within a year 1 $$$ 1 Year s Salary The cost to replace an employee 2

21 POLL WHAT IS YOUR YEAR-ONE ATTRITION

22 WE SEE ORGANISATIONS FOCUSING ON EMPLOYEE JOURNEYS TO GET AHEAD 22 PRESENTATION NAME

23 COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE EMPLOYEE JOURNEY 1 McKinsey, HBR Webinar September 2013 PRESENTATION NAME

24 COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE EXPERIENCE DATA ACROSS ALL TOUCHPOINTS IS OFTEN IN SILOS AND MEASURED DIFFERENTLY EMPLOYEE JOURNEY 1 McKinsey, HBR Webinar September 2013 PRESENTATION NAME

25 COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE EXPERIENCE DATA ACROSS ALL TOUCHPOINTS IS OFTEN IN SILOS AND MEASURED DIFFERENTLY EMPLOYEE JOURNEY MORE THAN ONE PERSON IS RESPONSIBLE FOR THE OVERALL EXPERIENCE 1 McKinsey, HBR Webinar September 2013 PRESENTATION NAME

26 COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE PERCEPTIONS AND DECISIONS ARE MADE OVER MULTIPLE RATHER THAN SINGLE TOUCHPOINTS EXPERIENCE DATA ACROSS ALL TOUCHPOINTS IS OFTEN IN SILOS AND MEASURED DIFFERENTLY EMPLOYEE JOURNEY MORE THAN ONE PERSON IS RESPONSIBLE FOR THE OVERALL EXPERIENCE 1 McKinsey, HBR Webinar September 2013 PRESENTATION NAME

27 COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE PERCEPTIONS AND DECISIONS ARE MADE OVER MULTIPLE RATHER THAN SINGLE TOUCHPOINTS JOURNEYS ARE 30% MORE STRONGLY CORRELATED TO BUSINESS OUTCOMES 1 EXPERIENCE DATA ACROSS ALL TOUCHPOINTS IS OFTEN IN SILOS AND MEASURED DIFFERENTLY EMPLOYEE JOURNEY MORE THAN ONE PERSON IS RESPONSIBLE FOR THE OVERALL EXPERIENCE 1 McKinsey, HBR Webinar September 2013 PRESENTATION NAME

28 COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE YOU NEED TO TREAT YOUR EMPLOYEES MORE LIKE CONSUMERS TODAY PERCEPTIONS AND DECISIONS ARE MADE OVER MULTIPLE RATHER THAN SINGLE TOUCHPOINTS JOURNEYS ARE 30% MORE STRONGLY CORRELATED TO BUSINESS OUTCOMES 1 EXPERIENCE DATA ACROSS ALL TOUCHPOINTS IS OFTEN IN SILOS AND MEASURED DIFFERENTLY EMPLOYEE JOURNEY MORE THAN ONE PERSON IS RESPONSIBLE FOR THE OVERALL EXPERIENCE 1 McKinsey, HBR Webinar September 2013 PRESENTATION NAME

29 BEST PRACTICE ACROSS THE WHOLE JOURNEY INTERVIEW DROPOUT ENTRY PHASE 1 PHASE 2 EXIT TOUCHPOINT SURVEY PRESENTATION NAME

30 BEST PRACTICE ACROSS THE WHOLE JOURNEY INTERVIEW DROPOUT ENTRY PHASE 1 PHASE 2 EXIT CORE QUESTIONS Consistent Model TOUCHPOINT SURVEY PRESENTATION NAME

31 BEST PRACTICE ACROSS THE WHOLE JOURNEY INTERVIEW DROPOUT ENTRY PHASE 1 PHASE 2 EXIT CORE QUESTIONS Consistent Model TOUCHPOINT SURVEY PROCESS SPECIFIC QUESTIONS Process experience Process efficiency OPTIONAL QUESTIONS Organisational characteristics Goals, values, demands PRESENTATION NAME

32 BEST PRACTICE ACROSS THE WHOLE JOURNEY INTERVIEW DROPOUT ENTRY PHASE 1 PHASE 2 EXIT CORE QUESTIONS Consistent Model PRESENTATION NAME TOUCHPOINT SURVEY Process Based PROCESS SPECIFIC QUESTIONS Process experience Process efficiency OPTIONAL QUESTIONS Organisational characteristics Goals, values, demands

33 JOURNEY: I AM APPLYING FOR A JOB AT THE COMPANY (RECRUITMENT & ENTRY) APPLYING identifies documents needed prepares CV and other documents applies via portal or directly INTERVIEWS HR/SUPERVISOR/TEAM schedules interviews prepares for interview & evtl. case studies has the interview & agrees next steps NEGOTIATING identifies key areas of disagreement discusses options comes to agreement BACKGROUND SCREENING provides referrals facilitates background screening follows up with referrals CONSIDERING screens job portals seeks info from own network is approached by recruiters gets referrals PHONE SCREENING schedules phone call prepares talking about career prepares own questions has the call & agrees next steps OFFER receives offer explores and compares with expectations and other offers seeks assistance from own network or experts 9 HIRING accepts the offer signs the contract agrees next steps 11 ENTRY, transition to onboarding journey PRESENTATION NAME

34 POLL DO YOU CAPTURE FEEDBACK DURING RECRUITMENT PROCESS?

35 EARLY WARNINGS AND TRENDS ALLOW INDIVIDUAL INTERVENTIONS REACT FAST, AND ORGANISATIONAL INTERVENTIONS FIX IT FOR GOOD

36 EARLY WARNINGS AND TRENDS ALLOW INDIVIDUAL INTERVENTIONS REACT FAST, AND ORGANISATIONAL INTERVENTIONS FIX IT FOR GOOD Indicators of poor candidate experience 50% Tell their network about a positive experience 1

37 EARLY WARNINGS AND TRENDS ALLOW INDIVIDUAL INTERVENTIONS REACT FAST, AND ORGANISATIONAL INTERVENTIONS FIX IT FOR GOOD Indicators of poor candidate experience Indicators of low productivity 50% Tell their network about a positive experience 1 15% More discretionary effort from candidates who had a good experience 2

38 EARLY WARNINGS AND TRENDS ALLOW INDIVIDUAL INTERVENTIONS REACT FAST, AND ORGANISATIONAL INTERVENTIONS FIX IT FOR GOOD Indicators of poor candidate experience Indicators of low productivity Indicators of risk of churn 50% Tell their network about a positive experience 1 15% More discretionary effort from candidates who had a good experience 2 38% Increase in new hires intent to stay CandE Report, The Talent Board 2 CEB 2014 Global Labour Market Survey 3 CEB 2014 Global Labour Market Survey

39 QUESTIONS

40 Powering Transformation Through Feedback PRESENTATION NAME THANKS FOR ATTENDING!