1. 7 Primary Drivers Employee Engagementof
Employee Engagement
BHR

2. Rachel Bitte Chief People Officer
Rusty Lindquist
VP HCM Strategy & IP
BambooHR
@rustylindquist
BHR
Rachel Bitte Chief People Officer
Jobvite
@rachelebitte

3. CEO’s rate human capital
as their top challenge
3 years in a row
BHR
McKinsey and the Conference Board
CEO Challenge 3016

4. BUSINESSES
don’t create value;
PEOPLE DO
BHR
- Ram Charan

5. War for talent is increasingly a defensive game.
Forcing us to optimize, engage, and retain our existing human resources.
BHR

6. BHR

7. HR’s Focus
HR spends less than 15% of its time as a strategic business partner, and spends most of it’s time dealing with the implementation and administration of HR policies and practices.
But when HR is involved, organizations function better, and are much more successful.
BHR
-Forbes

8. Only 8% of HR leaders have confidence in their HR teams
Nearly one half of respondents rated their HR department as “not ready” to reskill itself to meet today’s business needs.
Only 8% of HR leaders have confidence in their HR teams
skills and abilities to
meet business demands.
BHR
And this perception is not isolated to those outside of HR. Research done by Bersin’s of HR leaders showed that nearly one half of all respondents rated their HR departments not ready to reskill itself to meet today’s business need. And only 8% of HR leaders have confidence in their HR teams skills and abilities to meet business demands.
Bersin, By Deloitte

9. Evolution of HR L H Business Value Strategic Operational BHR Micro
Small
Mid
Large

10. Evolution of HR L H Business Value High-Impact HR Transactional HR
Strategic
Business
Value
BHR
Operational L
Micro
Small
Mid
Large
HR viewed as a cost center
Transactional HR
High-Impact HR
HR as a strategic investment

11. Employee Engagement
in the US is only
32%
BHR
Gallup

12. 13% 26% Employee Engagement in the US Highly Engaged
BHR
Highly Engaged
Actively Disengaged
Gallup

13. Companies with an engaged workforce outperform their competition, with
21%
22%
BHR
higher productivity
higher profitability
Gallup

14. Companies with an engaged workforce outperform their competition, with
147% in earnings per share
41% fewer quality defects
48% fewer safety incidents
28% less shrinkage
65% less turnover (low-turnover organizations)
25% less turnover (high-turnover organizations)
37% less absenteeism
BHR
Gallup

15. HR Professionals’ most important issue in 2015: Culture and Engagement
BHR
Bersin, By Deloitte

16. Help your people be inspired by a cause
DRIVER 1
Purpose Alignment
Help your people be inspired by a cause
BHR
Recent research by Deloitte showed that of the top 3 drivers of employee engagement, purpose alignment was first.

17. Inspiration VS
BHR
Engagement

18. Bain & Company and EIU Research, 2015
Inspired Employees
are most productive
225
144
100%
Productive Output 71
BHR
In the research, we surveyed over 300 senior executives from companies all over the world. We asked them to assess, based on their impressions of employee output, the relative productivity of dissatisfied, satisfied, engaged, and inspired employees. The results point to the productive power of an engaged and inspired workforce. If satisfied employees are productive at an index level of 100, then engaged employees produce at 144, nearly half again as much. But then comes the real kicker: inspired employees score 225 on this scale. From a purely quantitative perspective, in other words, it would take two and a quarter satisfied employees to generate the same output as one inspired employee.
Dissatisfied
Satisfied
Engaged
Inspired
Bain & Company and EIU Research, 2015

19. Get meaning and inspiration from their company’s mission
Inspired Employees
Get meaning and inspiration from their company’s mission
Are inspired by the leaders in their company
Engaged Employees
Are pat of an extraordinary team
Have autonomy to do their jobs
Learn and grow every day
Make a difference and have an impact
Satisfied Employees…
BHR
Have a safe work environment
Have the tools, training, and resources to do their jobs well
Can get their jobs done efficiently, without excess bureaucracy
Are valued and rewarded fairly
Bain & Company

20. Intrinsic VS
Extrinsic
BHR

21. Outside-In (conventional) Inside-Out (remarkable)
Employer Brand
What v
How
WHY
Outside-In (conventional)
Inside-Out (remarkable)
Values
Mission
Beliefs
BHR
Culture | Corp. Brand
Employee Perception
HR Activities
Candidate Perception

22. Build a Narrative 1
BHR

23. A good team starts with recruiting
Hiring to the Brand
A good team starts with recruiting JV

24. Engagement starts before a requisition is opened.
84 percent of jobseekers would consider another role at a company with an excellent reputation. JV
Your employment branding and reputation in the job market are vitally important when 84% of job seekers would consider another role at a company with an excellent reputation. This includes people who are happy at their current job. People are always on the lookout for the next best thing.
(Corporate Responsibility Magazine / Allegis Group Services Study, August 2012)
78% of job seekers say that employee ratings and reviews are influential when deciding where to work (glassdoor survey)
78% of recruiters find their best quality candidates through employee referrals.

25. Branding promotes what’s true for your company.
Engage the right people through honesty and transparency. JV
Not every company can be Google, but not everyone wants to work for Google.
Make sure that everything from your branding, career sites, and initial interactions with candidates highlights what’s the best and most honest to your company. Meet with whoever manages your website and career site and align your goals. You don’t need unlimited vacation or dry cleaning services to attract the best talent. Some people love their privacy, enjoy security of a big company or the freedom of a small company.

26. Empower your interview teams to do the work.
Identify key positions and outline important questions, qualifications, and interviewers. JV
Not every company can be Google, but not everyone wants to work for Google.
Make sure that everything from your branding, career sites, and initial interactions with candidates highlights what’s the best and most honest to your company. Meet with whoever manages your website and career site and align your goals. You don’t need unlimited vacation or dry cleaning services to attract the best talent. Some people love their privacy, enjoy security of a big company or the freedom of a small company.

27. Make interviewing a 2-way street.JV
It’s critical to find a cultural fit.

28. People in motion tend to stay in motion
DRIVER 2
Progress Inertia
People in motion tend to stay in motion
BHR
overcoming negative inertia
Gravity

29. We tend to be carried forward in life by the inertia of our past.
The Law of Inertia
We tend to be carried forward in life by the inertia of our past.
BHR

30. The Law of Inertia BHR From Switch by Dan & Chip Heath
A local car wash ran a promotion featuring loyalty cards. Every time customers bought a car wash, they got a stamp on their cards, and when they filled up their cards with 8 stamps, they got a free wash.
Another set of customers at the same car wash got a slightly different loyalty card. They needed to collect ten stamps (rather than eight) to get a free car wash--but the were given a "head start." When they received their cards, two stamps had already been added.
The "goal" was the same for both sets of customers: buy eight additional car washes, get a reward. But the psychology was different: in one case, you're 20% of the way toward a goal, and in the other case, you're starting from scratch. A few months later, only 19 percent of the eight stamp customers had earned a free wash, versus 34 percent of the head-start group. (And the head-start group earned the free was faster.)
People find it more motivating to be partly finished with a longer journey than to be at the starting gate of a shorter one...
One way to motivate action, then, is to make people feel as though they're already closer to the finish line than they have thought.

31. Destination Ambiguity
Inertia Killers
Destination Ambiguity
Path is
Unclear
Progress
Slows
BHR

32. Inertia Killers Destination Ambiguity Path is Unclear Progress Slows
Restate and refocus on the objective
Have a plan of attack
Divide work into small chuncks
BHR

33. Making your own decisions matters
DRIVER 3
Task Autonomy
Making your own decisions matters JV
Dan Pink in his book Drive:The Surprising Truth About What Motivates Us demonstrated that the three things that lead to motivation are autonomy, mastery, and purpose.
Psychologist Edward Deci, and his colleague Richard Ryan, have been exploring the nature of what’s called self-determination theory, a theory of motivation that takes into account people’s psychological needs.
They discovered in a study of workers at an investment bank that managers who offered “autonomy support” — which means helping employees make progress by giving meaningful feedback, choice over how to do things, and encouragement — resulted in higher job satisfaction and better job performance. Workplaces can support autonomy by giving people real control over various aspects of their work — whether it’s deciding what to work on or when to do it.

34. Get meaning and inspiration from their company’s mission
Inspired Employees
Get meaning and inspiration from their company’s mission
Are inspired by the leaders in their company
Engaged Employees
Are pat of an extraordinary team
Have autonomy to do their jobs
Learn and grow every day
Make a difference and have an impact
Satisfied Employees… JV
We saw Autonomy repeated in the research conducted by Bain & Company, that we referenced above.
Have a safe work environment
Have the tools, training, and resources to do their jobs well
Can get their jobs done efficiently, without excess bureaucracy
Are valued and rewarded fairly
Bain & Company

35. It’s About Ownership JV
Really, it’s all about ownership. When people have autonomy to do their jobs they have an increased sense of ownership, they take more pride in their work, simply put… they care more.
But when they don’t have autonomy, when they’re just doing what they’re told, that sense of ownership goes away, they care less about what they’re doing, and that leads not only to reduced engagement, but lower productivity and performance as well.

36. Task to Skill Alignment
DRIVER 4
Task to Skill Alignment
Getting to do what you do best
BHR

37. COP Model
The sweet spot
Competency
BHR
Opportunity
Passion

38. Optimizing for FLOW
BHR

39. Aligning to AttributesJV

40. Are your interviewers asking the right questions?
61 percent of employees say new job realities differ from expectations set during the interview process. JV
It’s critical that in our interview process, we’re asking the right questions, making sure that we’re not only measuring for competency and experience, but for attributes, especially because specific job duties tend to change.

41. DRIVER 5
Rewards & Recognition
Gamification at work
BHR

42. BHR
The power of rewards and recognition cannot go understated. Rewards and recognition activate the most primitive part of our brain, our limbic brain, which is responsible for emotions. When this part of the brain is active, it steels energy from all other parts of the brain (which is why we have such a hard time thinking logically when we feel strong emotions).
It also produces a surge in dopamine, which creates a powerful drive to repeat whatever behavior caused that dopamine rush in the first place. Game designers understand this neurological mechanism extremely well, and leverage it to create powerfully addictive games.
But they’re not the only ones with access to this powerful behavioral motivator. Each of us in our ogranizations can find the right activities to reward and recognize, creating powerful incentives to repeat those desired behaviors.

43. Reward to Retain
Organizations with recognition programs which are highly effective at enabling employee engagement had 31% lower voluntary turnover.
BHR
At Jobvite, we run “I am Jobvite,” promoting our top employee recruiters: the ones who refer the most people, the most actual hires, the most frequent interviewers, the ones who provide the most feedback, so that every employee can see the ways they can promote their company and their own recruiting performance.
Bersin

44. Recognition Matters 78% say recognition is a major motivator
52% aren’t satisfied with the recognition we receive
39% don’t feel appreciated at all
BHR
Research done first-hand by BambooHR showed that
78% of workers say recognition is a major motivator.
52% of us aren’t satisfied with the level of recognition receiveD at work.
39% of workers did not feel appreciated at all.
BambooHR

45. Reward your best “recruiters”
Recognize your employees who put in the effort to refer their friends and colleagues. JV
At Jobvite, we run “I am Jobvite,” promoting our top employee recruiters: the ones who refer the most people, the most actual hires, the most frequent interviewers, the ones who provide the most feedback, so that every employee can see the ways they can promote their company and their own recruiting performance.

46. Celebrate success as a companyJV
Promote what’s happening in the company. Everyone at your company benefits from great recruiting; they should know all the great work you’re doing, from great candidates, quick hires, and other successes you’ve achieved.  
Celebrating success as a group fosters unity and community, both of which help contribute to increased at-work engagement.

47. DRIVER 6
Friends at Work
Social gravity JV

48. Employee Recruiting JV

49. 78% of recruiters find their best quality candidates through employee referralsJV
Encourage your employees to promote and seek out employee referrals. Make them aware of open reqs, rewards for referring their colleagues. Do they know that employee referrals make the best hires? Do they know how excited you get when you see that “Employee Referral” source next to a new candidate with their name on it?
Make sure your employees feel rewarded for their time and energy with recognition and with actual rewards. It can start small with a $5 starbucks gift card, but it’s important to encourage the behavior.
But do your employees know that?

50. Enable every employee to be a recruiter.
78 percent of recruiters find their best quality candidates through employee referrals. JV
Encourage your employees to promote and seek out employee referrals. Make them aware of open reqs, rewards for referring their colleagues. Do they know that employee referrals make the best hires? Do they know how excited you get when you see that “Employee Referral” source next to a new candidate with their name on it?
At Jobvite, we run “I am Jobvite,” promoting our top employee recruiters: the ones who refer the most people, the most actual hires, the most frequent interviewers, the ones who provide the most feedback, so that every employee can see the ways they can promote their company and their own recruiting performance.

51. having a buddy or mentor will help them be productive
56% of new hires feel
having a buddy or mentor
will help them be productive
more quickly.

52. Employee referrals are 5x more likely to be hired
than any other candidate source.

53. 17% of employees who left a job in the first six months said
a friendly smile or helpful coworker would have
made a difference.

54. The enemy of my enemy is my friend
DRIVER 7
A Common Enemy
The enemy of my enemy is my friend
BHR

55. Measure and Adapt
BHR

56. Signal to noise ratio
BambooHR

57. Increase Cycle Time Intended Direction Actual Direction
Don’t wait till here
And here
BHR
Catch them here

58. eNPS (Employee Net Promoter Score)
“On a scale of 1 to 10, how likely are you to recommend this company as a place to work?” 10 9 8 7 6 5 4 3 2 1
Promoters
Passives
Detractors
Bamboo
eNPS = Promoters (%) – Detractors (%)

59. HUMAN RESOURCE JOBS THE MOST IMPORTANT
RIGHT NOW
perhaps more than in the last 20 years
HUMAN RESOURCE JOBS
are some of
THE MOST IMPORTANT
Roles in business, forcing HR to
UP THEIR GAME
Bersin, by Deloitte

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