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 Vice President, HR Fiserv Wendy Smith Head of Candidate and Employee Experience, NCR Angela Deftos National Director, Human Capital Strategy and Innovation, Kaiser Permanente
Our panel David Mallon Maggie Brady Angela Deftos Wendy Smith Head of Research Bersin by Deloitte, Deloitte Consulting LLP @da5idm Vice President, HR Fiserv National Director, Human Capital Strategy and Innovation, Kaiser Permanente Head of Candidate and Employee Experience, NCR #IMPACTHR
Design thinking Crafting the employee experience 79% say the trend is very important or important Requires new HR skill sets from digital and user experience design to behavioral economics 74% find their work environment complex 1 10% 19% have programs to help manage work and information overload regularly use design thinking in their HR and L&D programs HR s focus shifts from process builder to engagement architect 1 Global Human Capital Trends 2015 report
Empathize & Define Who is your audience? What are their needs?
Ideate & Prototype Describe your solutions. Describe the journey.
5 Star Employee Experience Model Deploy branded SMAC-enabled experiences that address needs & expectations Differentiate your employer brand with an ownable proposition, message & identity 4 1 5 Five-Star Experience Model 3 Discover their needs, expectations & relevant benchmarks 2 Define moments of impact, including emotional stamps & delighters Develop employee personas & segment as needed by function, role & region
Adopting a Common Language 6 2016 Fiserv Inc. or its affiliates. CONFIDENTIAL-SENSITIVE
HR Redefined: Think Differently. Operate Differently. Strategy Technical Go to Market Channels Associate Portal Employee Svc Center HR Business Partner Business/ Functional Leader External Vendor 7 2016 Fiserv Inc. or its affiliates. CONFIDENTIAL-SENSITIVE
Applying Product Management Discipline: Common Job Architecture Primary capability Capabilities Strategy Technical Technical Go-to-Market Channels Associate Portal Employee Svc Center HR Business Partner Business/ Functional Leader External Vendor 8 2016 Fiserv Inc. or its affiliates. CONFIDENTIAL-SENSITIVE
Tailored Application: One Size Does Not Fit All High TECHTrack Workday Implementation Talent Maturity Model Complexity 2016 Benefits Enrollment HR Field/Function Dashboard BU/Function Talent Review below Director level Action: Partner with your SHRLT member to determine approach Action - Requires full SHRLT prioritization Low Action: Partner with your manager and appropriate COE contact Low Product Management Rigor Required High 9 2016 Fiserv Inc. or its affiliates. CONFIDENTIAL-SENSITIVE
Success Looks Like Improved Execution & Resource Allocation Agile Organizational Construct Designed Around Capabilities Differentiated HR Brand & Value Proposition 10 2016 Fiserv Inc. or its affiliates. CONFIDENTIAL-SENSITIVE
Test & Evolve What has worked? What have you learned?
Questions? David Mallon Maggie Brady Angela Deftos Wendy Smith Head of Research Bersin by Deloitte, Deloitte Consulting LLP @da5idm Vice President, HR Fiserv National Director, Human Capital Strategy and Innovation, Kaiser Permanente Head of Candidate and Employee Experience, NCR #IMPACTHR
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