Raise your hand if you’ve received a survey in the last week asking for your feedback on a purchase or transaction, posted feedback online, or read others’ reviews to help you make a decision. There’s no disputing the prevalence and importance of measuring customer satisfaction and the widespread use of metrics in just about every facet of business as a tool to evaluate and improve performance. So, if workers are HR’s customers, with the power to make or break business success, how well are you tracking and measuring their experience and satisfaction? And, more importantly, what are you doing to improve it?
Employee expectations have changed, new research tells us. Your approach to communicating with employees should change, too.
Posted by Melissa Yim on November 2, 2018.
In the social enterprise, the voice of the individual is more profound than ever. In turn, the employer–employee contract must involve two-way communication. Employees define what is important to them, both at work and in society, and the employee expectation is that employers will meet their ideals. Without a strategic approach of communicating the organization’s intentions, priorities, and stance on business, workplace, and social issues, even if they reflect workers’ expectations, companies might as well have no position at all. If your people don’t know your mission, then your mission doesn’t exist. Communication is king.
The talent landscape continues to evolve and companies can no longer assume that a traditional employee-employer relationship is enough. “To attract talented people in this quickly evolving landscape, companies must proactively create an irresistible experience—a magnetic organization that empowered, free-agent people can’t help but want to join.”1 As consumers of contingent talent, we compete in competitive markets with evolving talent types, fluid worker management models, and an array of technologies to access sourcing platforms. To excel in sourcing, attracting, and retaining high-impact non-employee talent, effective contingent workforce management programs must focus on differentiators. What can set an organization apart are the experiences they create for people—not just what they do, but how they do it. At Deloitte, we talk about these as “Moments that Matter”—exceptional experiences that spark deep relationships and generate lasting value.2
Helping new hires succeed
Posted by Bill Cleary on October 8, 2018.
An effective new-hire experience can contribute to an employee’s productivity and create value for the organization. Studies show that effective onboarding can improve retention rates by 52 percent, time to productivity by 60 percent, and overall customer satisfaction by 53 percent1. For new hires, effective onboarding can increase both job satisfaction and organizational commitment. Despite this, the most common approaches to onboarding often fail.2
This is the fourth article in our series on the Simply Irresistible model, (reach prior articles here), and in this we discuss one of the most urgent and critical issues in business today: providing growth opportunities to employees.
Trending topics. Live video. Chatbots. Streaming entertainment. Augmented reality. Social media activism. Our world keeps changing faster, which means we are constantly adapting to new realities. How can organizations compete for the attention of their employees in a click-bait society? Not by fighting the changes, but by embracing them. Start by considering these six key communications shifts happening across organizations.
Posted by Peter DeBellis on July 19, 2018.
Does your organization reward employees for their work? Of course! But for many companies, the “how” fails to extend (or barely extends) beyond compensation and basic benefits. Those foundational elements may have been ample in the past, but in today’s increasingly competitive job market, offering just the minimum is probably not enough to attract, retain, and motivate the talent your organization needs to thrive.
Posted by Madhura Chakrabarti on June 25, 2018.
Business and HR leaders are acutely aware of the importance of employee experience and the influential effect it has on organizational performance and results. Eighty percent of the HR and business leaders who participated in the Deloitte 2017 Human Capital Trends survey said that employee experience was “important” or “very important” to them. The problem: Only about one in five respondents (22 percent) said their organization was “excellent” at establishing a differentiated employee experience.1
Posted by Robin Erickson and on June 19, 2018.
We’ve been seeing significant evolution in the talent acquisition (TA) function for some years now as companies continue to refine how they attract, recruit, select, and onboard talent in a competitive market. But even we were surprised by how strongly the latest Bersin™, Deloitte Consulting LLP research on high-impact talent acquisition confirms TA’s advancement since our last study in 2014. We now have data tying TA maturity not only to advancements in how well the TA function fulfills its purpose, but also to business, financial, and workforce outcomes.
Posted by Janet Clarey on June 6, 2018.
Cerner, a healthcare IT company headquartered in North Kansas City, Missouri, incorporates innovation into the very fabric of its employee experience by merging the power of infrastructure with a philosophy of total employee happiness.