How to Attract Retain and Motivate Next Generation Knowledge Workers

1

How to Attract, Retain and Motivate the Next

Generation of Knowledge Workers

Rohit Behera

Georgia Tech FT MBA 2017

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Future of Work

Summary1. Almost everyone is open to your job

opportunities

2. But people don’t know much about your

company or jobs

3. Once you have the right message, you need

to share it in the right way.

4. People don’t see themselves at one

company for long.

Global Talent Trends – Key Findings

Source: LinkedIn 2016 Global Talent Trends

The biggest roadblocks candidates

face when changing jobs1. Not Knowing what it’s really like to

work at the company

2. Not understanding what’s expected of

the role

3. Not hearing back after applying to a

company

4. Difficulty negotiating salary, title, role,

etc.

5. Unclear communication during the

recruiting process

Most professionals are passive, but the

number of active candidates is steadily

increasing

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What candidates want to know most about your company

Direct advice from candidates on what to

share about your company• Give an honest perspective

• Share employee views

• Explain what makes you different

• Clarify the vision and strategy

• Be open about retention

Professionals want more than a job, they want career growth

The most common reason why people leave their jobs:

What candidates want to know about a new job• Career trajectory

• Expectations and workload

• Day in the life

• Employee perspectives

Global Talent Trends – Key Findings

Source: LinkedIn 2016 Global Talent Trends 4

U.S. Recruiting Trends – Key Findings

Filling positions in a candidate-driven market is more expensive and

takes longer. Therefore, it’s in an employer’s best interest to

proactively optimize recruiting practices and focus on retention,

so that changing jobs is not the fastest way to a promotion.

Source: Talent Acquisition Factbook 2015, Bersin by Deloitte, April 2015

Source: Recruiter Sentiment Study 2015 2nd Half, MRI Network, 2015

• 47% of declined offers in the second half of 2015

were due to candidates accepting other jobs,

up 10 points from first half of 2015

• 47% of small businesses report there are few or

no qualified applicants for the positions they

are trying to fill.

• 51% of employees are considering a new job

• One in three employers are concerned voluntary

exits will increase.

• 67% of employers believe retention rates would

be higher if candidates had a clearer picture of

what to expect about working at the company

before taking the job.

• 52% of hiring decision makers say passive

candidate sourcing has been less effective for

their company.

Source: Glassdoor 2016 Statistical Reference for Savvy Recruiters

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WORKPLACE – AN

EXPERIENCE

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High Price of Employee Disengagement

Workplace

Experience

Workspace

DesignAgile Leadership

Technology

EnablerPeople Analytics

Multiple

Generations

Gig Economy

Workers

• Employee Engagement is a serious bottom – line issue. It fuels organizations during times of economic growth and more critically, when

market conditions are uncertain and volatile.

• When workers become disengaged, it costs companies money, slows projects, drains resources and undermines company goals, as well as

efforts of their engaged counterparts. Gallup estimates that actively disengaged employees cost the U.S. $450 billion to $550 billion in lost

productivity per year.

• Organizations with an average of 9.3 engaged employees for every actively disengaged employee in 2010-2011 experienced 147% higher

earnings per share (EPS) compared with their competition in 2011-2012. In contrast, those with an average of 2.6 engaged employees for

every actively disengaged employee experienced 2% lower EPS compared with their competition during that same time period.

Source: 2013 Gallup State of the American Workplace

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Employee Engagement

5% increase in

employee

engagement

3% Revenue Growth

in subsequent year

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers8

Source: Deloitte Global HR Trends 2015

Designing Employee Experience – Why is it Important?

The ongoing war for talent is intensifying,

particularly in emerging disciplines

The Millennial mindset is permeating the

entire workforce

Employees are approaching the

workplace as consumers

Organizations are realizing the

recognizing the relationship between

customer experience and employee

experience.

Research continues to show linkages

between employee engagement and

productivity

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Source: Napby New Model and Best Strategy for Employee Engagement

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

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Designing Employee

Experience

Employee experience is created by

interactions across three spheres:

employees’ physical environments, their

social connections and the work to be

done.

Companies use five strategies to improve

their overall employee experience:

personalization, transparency,

simplification, authenticity and

organizational responsiveness.

Four methods for enhancing employee

experience: leverage analytics,

understand differentiation touchpoints,

build a cross-functional experience

coalition and apply rapid, iterative design

principles.

• 77% of employees in companies that have significantly

better financial performance than their peers are highly or

moderately engaged, compared with only 49% of

employees in companies with lagging financial

performance.

• Customer experience leaders have 1.5 times as many

engaged employees as do customer experience

laggards.

• Highly engaged employees are more than four times as

likely to recommend the company’s products and services

and do something good for the company that is not

expected of them, 2.5 times as likely to stay at work late

if something needs to be done after the normal workday

ends, and seven times as likely to recommend that a

friend or relative apply for a job at their company.

Customer & Employee Experience

are linked

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Source: Temkin Group report Employee Engagement Benchmark Study, 2016 Source: Designing Employee Experience, IBM Institute of Business Value

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Components of Employee Experience

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Source: Designing Employee Experience, IBM Institute of Business Value

CommunityLinkedIn: Extending community

across employee population. Each

year, the company holds a theme –

based “inDay” focused on fostering

a sense of connection within and

across individual offices.

If you are looking to connect with your

employees, in whatever way resonates

with your company, here are a few ideas

for how you can be their champion:• Establish a “no meetings” day. Cancel all non-

critical meetings and provide your employees

the opportunity to carve out an hour or two to

enrich their learning with an online class, such

as offered through lynda.com.

• Be an advocate. Whatever events or activities

are happening in your Company, encourage

your employees to join in.

• Inspire involvement. Ask team members to

volunteer to plan a team event.

• Show up and participate. Employees often

model their manager’s behavior, so make the

time to show up, be present and participate

with your team.

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Influencing Employee Experience: Five Practices

Workplace

Experience

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Generations

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Workers

Source: Designing Employee Experience, IBM Institute of Business Value

Personalization• Empowering individuals to configure their

work areas to match both their work

requirements and their personal tastes.

• Personalized learning, which is geared

towards an employee’s specific learning

objectives based on job performance and

personal career objectives.

• National Australia Bank developed action

plan to recruit people with disabilities and

make all branch sites accessible and foster

an inclusive culture.

Collect “people” data —from

geolocation systems, social signals

and face-to-face interactions —with

wearable electronic sensing badges.

The collected data, which is

anonymized and aggregated, can

help organizations align internal

metrics, adjust structure and

resources, and identify operational

gaps.

Created an internal, proprietary

enterprise operating system called

Genome that harnesses big data and

social technologies to deliver a

personalized and engaging work

experience. Klick collects and shares

team member performance, project

management and other information,

and can mine that data to anticipate

potential employee needs. It can

then provide the output in various

ways, from individual feedback to

continuously updated scorecards on

personalized Genome dashboards.

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Culture of Feedback – case of IBM® ACE App

Giving and receiving

feedback is not always

comfortable," she said.

"We hear from a lot of

people that they want

feedback to grow and to

improve, but providing

constructive feedback is

not always easy.

ACE users have the

option to check out an

IBM learning tool that

outlines best practices for

giving and receiving

constructive criticism.

Users learn to identify

what the person did, how

it affected them or the

team, and how that

person can improve in

the future.

Key Questions for Leaders How do we build a feedback – rich culture?

What does it take to cultivate an ongoing

commitment to interpersonal feedback?4 essential elements

• Safety and Trust

To create safety and trust

Get to know each other

Talk about emotions

Make it OK to say no

• Balance

To establish Balance

Offer some positive feedback … and

stop there

Start small

Praise effort, not ability

• Normalcy

To make feedback normal

Don’t wait for a special occasion

Work in public

• Personal Accountability

To walk the talk

Be Transparent

Ask

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers13

Environment and practices drive the emotional

connection

Balance and workload

• Work/life imbalance

• Impact of the workload

• Manageability of the workload

Engaging work, development and opportunities

• Work that is interesting and meaningful

• Support for professional and development

• Knowledge and influence about opportunities

People and teams – community

• The team

• Mentors and supervisors

• Friendship at work

Competitive pay and job opportunities

• Perceived pay equity

• Job opportunities at PwC vs. elsewhere

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3

4

Emotional connection

drives retention

• Thriving

• Commitment to the

company

• Job satisfaction

Retention

Employee Retention

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

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EMPLOYEE EXPERIENCE OFFICER – ACTION PLAN

MYSELF• What can I do to learn more about

providing a compelling experience in

the workplace?

• How can I use design thinking to

reimagine the employee experience?

• What are our competitors doing in this

area?

• What opportunities and barriers do I

see in partnering with other functional

areas, such as marketing, internal

communication, IT, real estate to

provide an extraordinary employee

experience?

MY TEAM• How does our current employee

experience impact the attraction and

retention of new employees?

• What new skills does my team need to

partner with other functions, such as

marketing, IT, internal communications,

real estate, and global citizenship?

• What track record does my team have

in partnering with these functions?

MY ORGANIZATION• Are we doing enough to capture

insights about the employee

experience?

• How could improving the employee

experience at our company impact

employee engagement?

• What can we learn from the

customer experience and use

internally with employees?

• Who has primary responsibility for

designing employee experience at

my company? What functions are

involved today in doing this, and

what functions can be recruited to

join this effort?

Workplace

Experience

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Total Motivation Framework

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

6 main

reasons

people work

are:

Play is when you are motivated by the work itself. Play is our learning instinct,

and it’s tied to curiosity, experimentation, and exploring challenging problems.

Purpose is when the direct outcome of the work fits your identify. You work

because you value the impact of your work. For example, a teacher driven by

purpose values or identifies with the goal of educating and empowering children.

Potential is when the outcome of the work benefits your identity. the work

enhances your potential. For example, a teacher driven by purpose values or

identifies with the goal of educating and empowering children.

Emotional Pressure is when you work because some external force

threatens your identity. If you’ve ever used guilt to compel a loved one to do

something, you’ve inflicted emotional pressure. Fear, peer pressure, and shame

are all forms of emotional pressure. When you do something to avoid

disappointing yourself or others, you’re acting on emotional pressure.

Economic Pressure is when an external force makes you work. You work

to gain a reward or avoid a punishment. Now the motive is not only separate

from the work itself, it is also separate from your identity.

Inertia is when the motive is so far removed from the work and your identity

that you can’t identify why you’re working. When you ask someone why they are

doing their work, and they say, “I don’t know; I’m doing it because I did it

yesterday and the day before,” that signals inertia.

Source: How Company Culture

Shapes Employee Motivation

HBR 2015

High

performing

culture

maximizesthese 3

reasons

High

performing

culture

minimizesthese 3

reasons

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Total Motivation Framework – Case of Amazon

Workplace

Experience

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Multiple

Generations

Gig Economy

Workers

With continued

innovations in

publishing, retail, cloud

computing, and

logistics—not to mention

a market capitalization

that recently surpassed

retail goliath Walmart—

the company is clearly

doing something right.

Play"Amazonians" reportedly enjoy great freedom to experiment, create, and adapt rapidly.

Amazon has found a number of ways to cut through the red tape that holds back disruptive

thinking at other companies of its size.

PurposeAmazon's "customer obsession" is built into its DNA. Meetings kick off with a discussion of

complaints and product quality issues, and staff from across the organization are

empowered to re-engineer any process it takes to improve the customer experience.

PotentialEmployees are encouraged to push the envelope regardless of their rank or tenure. Drone

delivery, the New York Times reports, was in part the brainchild of a low-level engineer.

Emotional PressureAbility to give anonymous feedback on your coworkers (read: admissible hearsay) is a form

of emotional pressure.

Economic PressureEven more destructive are stack ranking and Amazon's approach to performance reviews.

Both are forms of economic pressure that cause employees to fixate on avoiding

punishment or earning a reward. Together, these forces stall collaboration, innovation, and

other adaptive behaviors by shifting focus from the work towards self-preservation

Inertiathe company's light-speed pace, despite its equally rapid turnover, suggests it doesn't suffer

much from the last and most destructive of indirect motives, inertia, where the brute force of

habit is the main thing driving an employee's work.

EMPLOYER BRAND - GE

As GE transitioned its image from a dull, unglamorous

industrial manufacturing company to a modern technology

company, they needed to rebrand the way that potential

employees viewed the company in order to attract top talent

in the field.

They used a series of funny ads about a young software

developer who was recently hired by GE to reach potential

future employees, specifically millennials, with their

message about the new GE.

In the ads, the software developer, named Owen, tries to

explain his excitement about his career to his seemingly

disappointed family and friends. Owen describes his new job

as having the potential to change the world, a message that

appeals to millennials.

According to Business Insider, GE experienced a jump in

applications and an increase of 66% in traffic to the career

website after the campaign launched.

Workplace

Experience

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Workers18

At SunTrust, “Lighting the Way to

Financial Well-Being” positions the bank to

be a leader in purpose-driven organizations by

building financial confidence into its employer value

proposition and creating an offering for both its

customers and employees.

Employer Brand - Reinforcing Company Missions

Tom’s Shoes became one of the

best known brands to millennials through

its purpose-driven call to action, where

for each pair of shoes sold to a

customer, Tom’s Shoes buys a pair of

shoes for a child living in poverty.

Workplace

Experience

Workspace


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Multiple

Generations

Gig Economy

Workers

The onUp MovementPeople who visit onUp are able to:

• Join the movement to take charge financially and set a

goal.

• Take a "Mental Wealth Quiz" and receive specific

actions, tools and tips tailored to their situations.

• Make their own version of the SunTrust Super Bowl

commercial through Facebook Connect using photos

from their Facebook library. Their personalized video can

be shared with their family and friends on Facebook.

• Share their goals and actions, and inspire others through

social media.

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EMPLOYER BRAND – Target Internal and External Markets

United AirlinesIn the late 1990s, United Airlines launched a new tagline,

“Rising.” This tagline acknowledged that the airline had

work to do for its customer experience, but was trying to

improve.

However, employees were displeased with the slogan,

because they felt like they were being rebuked for

providing a poor customer experience. This made the

changes that United promised unfeasible since employees

were dissatisfied and discouraged.

United Airlines corrected their mistake by launching a more

inclusive tagline, “United for a better journey.” This

appealed to both their internal market of employee-owners

and their external markets and was reflective of the

company’s core values.

Workplace

Experience

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EMPLOYER BRAND PLAYBOOK

• Ensure your message to your external market align

with your message to your employees.

• Engage in actions that support your company values

and mission, building employee trust.

• Build a connection for employees so that they feel

like the work they do is meaningful and purpose

driven.

• Use a marketing campaign to build your employer

brand.

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers21

Workspace Design

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At Google, we design our workplace to build community, to increase

velocity, and to inspire and motivate, while eliminating friction and focusing

on employee health. There isn't a one-size-fits-all solution. It starts with our

users and listening to our employees. It's about creating a workplace that

supports their needs and our company's culture. Case4Space is the perfect

reminder that just as our business is constantly evolving, so must our

physical environment remain a strategic advantage. We must use spaces

differently, try new things, be flexible, adapt…and keep listening.

David Radcliffe

Vice President, Real Estate and Workplace Services, Google

WORKSPACE DESIGN

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

In the current office environment, facilities and real estate managers are

evaluated by cost per square foot rather than how useful a space actually

is. “People who work in real estate should be evaluated based not on how

many more people can be crammed into smaller offices but much more

around how the physical space affects collaboration,”

Ben Waber

CEO/Founder, Humanyze

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WORKSPACE DESIGN

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Drive culture. Workspace is a physical

manifestation of an organization’s values and

mission. How could we use workspace to drive our

values and mission?

Enable choice. Employees want to choose how,

when, and where to work. How could we enable

more employee preferences for where to work?

Promote wellness. Workspace influences the

health and well-being of employees. How could we

ensure our workspace enables and facilitates

wellness, instead of proliferating health issues?

Enhance engagement. Employee engagement

is influenced by workspace. How could we design

our workspace to improve employee engagement?

Nurture community. Coworking spaces and

community managers’ roles are being inspired by

the gig economy and adopted by established

organizations. How could we apply coworking

practices to nurture an authentic sense of

community?

Five drivers for Workspace

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WORKSPACE DESIGN – Worrying Signs

0 10 20 30 40 50 60 70 80

Actively Adding Value

Just Staying out of the Way

Actively draining the economy

PERCENTAGE OF EMPLOYED POPULATION

The cost to business from the harm done by

CAVE dwellers is roughly 3 percent of U.S.

GDP.

$19,800 annual

cost per toxic

employee,

draining

company

resources

• Only 1 out of 10 international employees are invested, 6 are coasting,

and 3 are actively working against their companies. Tragically, these

numbers have not budged since 1997.

• 96 percent of engaged employees trust their companies, this drops to

46 percent with disengaged employees.

• Companies with low engagement suffer from a 32 percent decrease in

operating income, an almost 4 percent decline in net income, and an

11 percent reduction in earnings. Up to 3 percent of a company's

gross revenue is lost in turnover.

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers25

WORKSPACE DESIGN – Design Matters

Workplace

Experience

Workspace


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Generations

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Workers

The design of the workplace impacts performance, employee

engagement and innovation. Only 1 in 4 U.S. workers are in optimal

workplace environments. The rest are struggling to work efficiently,

resulting in lost productivity, innovation and worker engagement.

Source: 2013 U.S. Workplace Survey Gensler

Increased Workspace Density

From 2010 to 2012, the average

square foot per person dropped

from 225 to 176. This number is

predicted to drop to as low as 100

sf/person by 2017.

Source: CORENET GLOBAL

A World of Distractions

53% of employees are disturbed

by others when trying to focus.

42% use makeshift solutions to

block our distractions in the

workspace.

A Search For Quiet

77% of employees prefer quiet

when they need to focus.

69% are dissatisfied with noise

levels at their primary workspace.

Face – to – Face Endures

A study by MIT researchers was

able to predict 35% of a team’s

performance simply by measuring

the number and quality of face-to-

face interactions between team

members.

Choosing The Workplace

16% of employees believe they

could focus most effectively at

home. 73% believe they could

focus most effectively in an office

setting.

Autonomy Drives Performance,

Reduces Turnover

A Cornell University study of 320

small businesses showed that

companies that grant employees

choice in how to do their work grew

at 4 times the rate and had one-

third turnover v/s control – oriented

firms

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WORKSPACE DESIGN – Technology Drain

150

times

90

mins

20

mins

We check our mobile devices in a

day

Time spent by 35% of employees

browsing internet

Time required after an interruption

or a distraction to return to

workflow when focused on a

complex task

Understanding

Context

Thinking about

What - Ifs

Drafts /

Prototypes

Synthesis

At least 2

hours

of

uninterrupted

time

• Space is a powerful tool in that defining process. It can help us

avoid the tyranny of technology. Space can craft new habits and

norms.

• Some organizations like CBRE, Google, and GSA are defining

space by the kind of work: quiet zones, private room for

focused work, small interactive spaces, larger co-working

spaces, and so forth. These workplaces in addition to offering

more choice, are also shaping new and more productive behavior.

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers27

Workplace

Experience

Workspace


Technology


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WORKSPACE DESIGN – Autonomy & Choice drive Employee Engagement

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WORKSPACE DESIGN – Important Considerations

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Introverted employees need to find a place

to concentrate on their work and also

collaborate in the workplace. Companies

need to ask: How can we accommodate

both our introverts and our extroverts in our

workspaces?

• Where do you go to do your best work?

(Engagement spaces)

• Where do you go to get the job done?

(Production spaces)

• Where do you avoid meeting or

working? (Toleration spaces)

• Where do you go to recharge?

(Restoration spaces)

• Broader choice among open space,

collaboration space, huddle rooms, quiet

rooms

• The space where employees choose to do

their best work often depends on what the

employees are working on at the moment.

• Employees can be encouraged to leverage a

number of quantified self apps, such as

RescueTime, a tool to track how you spend

your time during the workday.

• Some employees may be more productive in

private areas wearing noise-canceling

headphones, while others may thrive in

large, shared spaces with constant

stimulation.

Workspace has 4 distinct segments

Engagement Spaces

Where Employees Go To Do Their Best

Work

Production Spaces

Where Employees Go To Get Their Job

Done

Toleration Spaces

Where Employees Avoid Meeting or

Working

Restoration Spaces

Where Employees Go To Recharge

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Flexible Workspace - Aetna

• Insurance giant Aetna uses flexible workspaces to

boost its bottom line. Of Aetna’s 35,000 employees,

14,500 do not have a desk at Aetna, a move goes a

long way to cut real estate costs.

• Another 2,000 Aetna employees work from home a

few days a week, meaning that a total of 47 percent

of the company’s work force uses flexible

workspaces.

• Thanks to those policies that impact 47% of the

workforce, the company has been able to get rid of

2.7 million square feet of office space. At $29 a

square foot, that’s given the company savings of

about $78 million per year, once you add utilities,

housekeeping, mail service and document

shredding.

• Build Your Culture Around Flexible Workspaces

• Craft Robust Communication:

• Conduct On-going Research

• Develop Online Employee Training

o How to use new technology tools

o Tips/Trick on how to be a mobile employee

o How to lead in a mobile environment

• Track Business Benefits

Flexible Workspace Playbook

Workplace

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WORKSPACE DESIGN

Workplace

Experience

Workspace


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Gig Economy

Workers

• Explicit lack of seating or office

assignment to combat territorial

thinking and silo departments

• Provides employees with the choice

to work at a desk that can convert to a

standing desk at the push of a button.

• In some rooms there are even desks

with walking treadmills underneath,

for those who wish to talk on a

conference call or type while they

walk.

• Multiple room formats for conference

rooms and workrooms

• Break away from the unwritten rule of

conference rooms only being used for

meetings

3 core design principles for its new workspace: Connective, Collaborative, and Fun

Connectivity

Employees to have a visual line of sight to others but not be disrupted by others

• Visual connectivity: A unique interior atrium housing two stories of conference rooms

• Multiple break areas to enable chance encounters

Collaboration

• open office design

• bright colors on the walls, open staircases between floors, and transparent doors to

enhance visibility and openness

Fun

• Explicit areas where employees could come together to play, recharge, and interact

• Pet-friendly environment

• Relaxed casual dress code

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WORKSPACE DESIGN – Important Considerations

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

A workplace needs to be a destination:

Inspiring, inviting and comfortable.

Allow employees choice and control in how

they work.

Strategic workspaces are designed to

balance both collaboration and focus work

Furniture should be flexible, multi-functional

and easy to install and reconfigure.

Employees need easy access

to power and data.

Connecting to technology

should be intuitive, seamless

and quick

Collaboration spaces should

allow all participants equal

opportunity to participate and

share.

Integrating all the components in a space

ensures a holistic solution.

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Neuroscience – The Next Competitive Advantage

3 minutes How frequently the average office worker is

interrupted or distracted

23 minutes How long it takes to return to a task after being

interrupted

204 million Emails sent per minute

8 Average number of windows open on worker’s computer at the

same time

30 Average number of times per hour an office worker checks

their email inbox

221 times How often the average smartphone user in the UK

checks their phone every day

200 percent Increase in average time spent on mobile

devices since 2012

49 percent Workers who can’t choose where to work

depending on the task.

WHY ARE WE

SO

DISTRACTED?

TOO MUCH OF

INFORMATIONWEALTH OF

INFORMATION

CREATES

POVERTY OF

ATTENTION

“Never in history has the human brain been

asked to track so many data points.”EDWARD M. HALLOWELL

AUTHOR AND PSYCHIATRIST

Workplace

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Source:360 Magazine 2015 Think Better

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Design Ideas to prevent distractions

Workplace

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Workers

The Brody WorkLounge settings support views to the

outside and shield distractions. The Bivi workbench

provides boundaries between individuals to allow for

focused work.

1. Screen eliminates visual distractions

2. Adjustable table orients user to work

3. Light illuminates personal content

4. Ottoman enables ergonomic wellbeing


34

Design Ideas to stimulate regeneration and inspiration

Workplace

Experience

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Multiple

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Workers

This social zone, placed at an intentional crossroad, hosts

a variety of nurturing activities: grabbing a cup of coffee,

taking a few minutes to be mindful, having a relaxed

conversation with coworkers or simply taking a deep

breath to recover brain energy.

1. A fireplace surrounded by natural wood encourages

calm contemplation and is also a hub for quiet

conversation.

2. The Visalia Lounge chair by the fireplace creates a

calm contemplative place for reflection.

A coffee bar provokes serendipitous

encounters and conversations, while a

media wall invigorates the mind with

interesting company information and

news from around the world.

Easy access to colleagues, nourishment and places to rest the mind

helps cognitively-overwhelmed workers gain a new perspective.


35

Design Ideas to stimulate Activation

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

These settings incorporate opportunities for movement—

whether a stand-up brainstorm session or a walk during a

conference call, this activity refreshes the mind as well as

the body.

1. This private retreat supports an

immersive experience and

connection to nature.

2. A Walk station Treadmill Desk can

stimulate the brain through

movement while doing routine

tasks.

Physical activity has proven to stimulate the brain. Provide easily accessible settings that encourage

workers to move throughout the workday to activate their minds and also take care of their bodies.


36

Workspaces to boost Collaboration - Microsoft

Workplace

Experience

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Multiple

Generations

Gig Economy

Workers37

Microsoft workplace analytics group worked

with CBRE to calculate the cost savings

associated with relocating a 1,200-person

Microsoft engineering organization from five

buildings into four other buildings. This resulted in

more employees per building – and fewer

buildings to travel between , a moved

hypothesized to increase collaboration.

Research revealed challenges in four key areas:

• communication in planned meetings,

• ad-hoc conversations,

• awareness of teammates and their work, and

• building trust relationships between

teammates.

Research corroborated classic facts as

• People located closer in a building are more

likely to collaborate

• A distance of 100 feet may be no better than

several miles

• Even at short distances, 3 feet vs. 20 feet,

there is an effect of decreased collaboration

with increased distance

IMPACTAlong with CBRE, Microsoft

analyzed the metadata attached to

employee calendar items in order to

calculate the travel time associated

with meetings before and after the

office move and converted this

difference into monetary savings

based on time usage. As a result of

the relocation, each employee spent

a few minutes less walking to each

meeting — a 46% reduction in travel

time per meeting that, when added

up, resulted in a combined total of

100 hours saved per week across all

1,200 employees involved in the

move. This resulted in an estimated

cost savings of $520,000 per year in

employee time and increased

collaboration within teams.

Reinventing Workspace - Airbnb

• Built around Behavioral Patterns

• Kindergarten styled landing spots

(teams of staffers can drop off their

things in the morning and charge

gadgets overnight)

“In a typical environment, the cubicle is

your world and the rest is the company’s

world, and they’re very territorial about the

cubicles. We wanted to evaporate that

territorialism and turn it into a collective

place.”

- Aaron Harvey, Airbnb’s lead internal

environments designer

Workplace

Experience

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Multiple

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Gig Economy

Workers38

Source: Wired Magazine

Corporate Wellness Programs

A 2013 report by the National Business Group on Health

and Towers Watson discovered that companies that invest

in their employees’ health report superior business results.

The talent and career management company, Right

Management, found that company performance rose 2.5

times in companies with “well-managed” health and

wellness programs.

According to a survey of business leaders conducted by

the Health Enhancement Research Organization in 2015,

90% of the business leaders surveyed believed that health

had a very significant or significant influence on productivity

and performance.

Source: ADP- Employers See Wellness Programs As Key To Improving Employee Health

And Containing Rising Healthcare Costs 2012

Workplace

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Gig Economy

Workers39

Corporate Wellness Program – Johnson and Johnson

Source: Johnson & Johnson 2015 Citizenship and Sustainability Report

• J&J established its wellness program in 1979.

• Leaders of the company indicate cumulative savings

of approximately $250 million in health care costs

between 2000 and 2010.

• During the period of 2002 to 2008, the return on

investment was $2.71 for every dollar spent on the

program.

• J&J has shown its commitment to the program from

top leadership of the company and the initiative has

been built into the culture throughout the organization.

• They understand their employees’ internal motivations

and have created a program that is intended to be

lifestyle-oriented and relevant.

Workplace

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Multiple

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Gig Economy

Workers40

Corporate Wellness Program- SAS

• SAS offers a wellness program that includes a recreation

center, on-site health services, and campus trails.

• The recreation center, which features a large swimming

pool, is used by 70% of employees at least twice a week.

• About 90% of employees used the on-site health services

and 73% chose the center for primary care in 2009.

• The company saved $1.41 in health plan expenses for

every dollar it spent to operate the on-site health care

center in 2009, for a total of $6.6 million.

• SAS recognizes an additional benefit of an average of

approximately two fewer hours of work that employees

missed per visit by using on-site health services.

Workplace

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Workers41

Corporate Wellness Program- Wearables

Providing employees with discounts on the purchase of

wearable fitness trackers is a great way to increase

participation in corporate wellness programs and can give

companies aggregate information about employee health data.

With the use of wearables, such as Fitbit, companies can now

easily orchestrate fun competitions that can boost engagement

in the wellness program.

IBM’s VP of benefits found that after giving Fitbits to 40,000

employees 96% of them routinely logged their health data and

63% continued to wear their devices months after a company

step challenge ended.

Appirio bought Fitbits for approximately 400 employees. Using

the data from the devices, the company was able to convince

Anthem to cut 6% of its annual health insurance cost.

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Multiple

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Gig Economy

Workers42

WORKSPACE DESIGN – Health Risks

10%

50 to

70%

25%

Workforce is taking

antidepressant

Of primary care doctor visits are

for stress

Workforce are overweight but

more than 40% are obese (body

mass index of 30 and above)

90% Drop in enzyme catalyzed fat

breakdown when sitting

Workplace

Experience

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Multiple

Generations

Gig Economy

Workers

A British BBC/University of

Chester study found that

both heart rate and energy

expenditure were raised

significantly by standing

work and that sit-stand

desks were effective in

generating more favorable

movements in blood

glucose, calorie

expenditure, and heart rate

metrics.

43

Wellness Plan Don’ts

• Conduct health risk assessments without

providing resources to help employees

change their behaviors.

• Begin short-lived campaigns like a one-time

pedometer challenge

• Hire different vendors to address different

issues, which causes overlapping or

duplicated work.

• Direct employees to their insurance

company’s health plan website and call it a

day.

• Rely only on financial incentives to motivate

people to change their behavior.

Build an Emphasis on Health into Your Culture

Gain Support from Top Leadership

Include Employees at All Stages

Communicate Frequently, Varying the Message

& the Way The Message Is Delivered

Develop Incentives That Appeal to Employees

& Help Provide Internal Motivation for Change

Seek Feedback Frequently & Alter Program to

Increase Engagement

Measure Return on Investment and Value of

Investment

Wellness Plan Playbook

Workplace

Experience

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Multiple

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Gig Economy

Workers44

AGILE LEADERSHIP

45

THE AGILE LEADER OF THE FUTURE

Be Transparent

• When in doubt, share

• Walk the walk

• Admit mistakes

Model Behaviors

Be Accountable

• Set a good example

• Offer constant and immediate

feedback

• Think beyond finding a

technology solution

Be Intrapreneurial

• Create a culture of innovation

• Believe in experimentation

• Give credit where credit is due

Be Future Focused

• Embrace disruption

• Step out of your comfort zone

• Watch for change

Be Team Intelligent

• Identify great team leaders

• Accelerate team performance

• Examine how to impact key

HR processes through the

team lens

Be Inclusive

• Talk inclusiveness up

• Encourage diverse opinion to

be shared

• Host events that put new

perspectives on display

Be People Developer

• Be comfortable going beyond

traditional learning providers

to integrate consumer learning

• Seek opportunities to enable

peer – to – peer teaching

• Share your own learning

journey

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers46

Agile Leadership – People Development AT&T’s Vision 2020

• Ambitious Corporate Education

Program to help employees

modernize their skills.

• Challenging endeavor since

• Average tenure at AT&T is 15+

years

• Many employees don’t have

experience writing open –

source software or casually

analyzing terabytes of customer

data.

• AT&T reimburses up to $8,000 a

year in tuition.

• A year into the program, over half

of the workforce, mostly

managers, has started training,

sometimes with dozens of short

online courses.

• Launched Online Masters of

Science in Computer Science in

collaboration with Udacity &

Georgia Tech

One of my co-workers has been

looking at the same database for 20

years. It sounds harsh, but if she

doesn’t adapt, there won’t be room for

her.

Eboni Bell, 24,

product manager for smartphone software in

AT&T Atlanta office

Workplace

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Enabler

Data driven

recruiting

Multiple

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Gig Economy

Workers 47

Agile Leadership – Rethinking Performance Reviews (Adobe®)

“If performance evaluations

were a drug, they would not

receive F.D.A. approval,” he

said, because “they have so

many side effects, and so

often they fail.”

Bob Sutton

Stanford Professor and Co-Author of

SCALING UP EXCELLENCE

SITUATION

Annual reviews required

80,000 hours of time from the

2000 managers at Adobe

each year, the equivalent of

40 full-time employees. After

all that effort, internal surveys

revealed that employees felt

less inspired and motivated

afterwards—and turnover

increased.

IMPACT

• Bolsters accountability

• New system less cumbersome than older ones

• 78% of employees report that their manager is open to feedback from

them, a sizeable improvement over past surveys.

• Involuntary departures have increased by 50%

• Voluntary attrition at Adobe has dropped 30%

ACTION

In 2012, Adobe Inc. moved from yearly

performance rankings to

frequent “check-ins” where managers provide employees

targeted coaching and advice.

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers 48

Agile Leadership – Be Intrapreneurial

Obstacles

getting in

the way of

entreprene

urial

thinking

Intuit’s recipe for Intrapreneurial success• Make it easy to conduct the first experiment

• Add structure to unstructured time

• Support, don’t control

• Value “Return on Intelligence”

• Create supporting stakeholders

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers 49

THE AGILE LEADER OF THE FUTURE - Enablers

Role Modeling the Culture

Key Questions to be asked• How important is it to you that your leaders model the

company culture?

• Are your leaders role-modeling the culture?

• How often do you see examples of your organizations

tolerating behaviors that do not reflect the stated

company culture?

Key Questions to be asked when business

expands/scales up

How do you protect your culture when you will have more

employees two years from now than you have hired

cumulatively over the last six years?

Screen for cultural fit

during hiring process

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers 50

TECHNOLOGY

DRIVEN WORKPLACE

EXPERIENCE

TRANSFORMATION

51

Workplace Experience Transformation – Technology as Enabler & Disruptor

Enabler of WorkflowCommunication Collaboration

Digital Motivation fostering

Engagement

PwC Multipoly allows job candidates

to see just how ready they are to work at

PwC by placing them on teams and

presenting them with business problems

similar to those they would encounter on

the job. After a simulated job interview,

candidates can try out roles such as

consultant, senior consultant, and

manager. Job candidates tap into their

business acumen and digital skills to

play the game.

Results• 190% Growth in Job

Candidates

• Increased Time Learning

about PwC in Job

Process

• 78% of Those Who

Complete Interested in

Working With PwC

• Best HR Project for 2014

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers52

Connected Workplace

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers

Current Device Usage• The majority of professionals

(Gen X, Gen Y and HR) use

two to three work and

personal devices in their daily

lives.

• If forced to choose one

device, the largest proportion

of Gen X, Gen Y and HR

professionals (about 40%)

would select a laptop for both

work and personal use.

Use of Applications• The vast majority of

professionals (92%) have less

than 20 work-related apps on

their smartphones.

• While one quarter think websites

will always be prominent, roughly

4 in 10 professionals believe one

day websites will disappear and

be replaced by apps,

Advanced Note-Taking• Though most professionals

continue to use the traditional

note-taking method of using a

notebook, 13% use smartphones

to take notes during meetings

• The largest proportion (39%) of

Gen Y professionals who use a

technology-driven device to take

notes indicate doing so using

Microsoft Word, distantly

followed by Google Docs.

Greater Work Flexibility• The majority of

professionals believe an

organization that has

adopted a flexible, mobile

and remote work model

has a competitive

advantage

• The majority of

professionals would not

be willing to accept a pay

cut in return for greater

work flexibility

Current Work Life• Though somewhat evenly split,

slightly more professionals believe

there should be a traditional time

(9-to-5 Workday) for work and time

for personal life.

• Overall, Gen Y professionals who

have the opportunity to work

remotely are more likely to prefer

working from the office, relative to

their Gen X counterparts.

Super tasking• Among self-described

Supertaskers, Gen Y

professionals were slightly

more likely to indicate they

Supertask best on a

smartphone than Gen X

professionals.

Source: 2014 Cisco Connected World Survey

53

Technology driven Workplace Experience Transformation - Gamification

Engagement

Collaboration

DR

IVE

Using Gamification• Think Strategy First

Identify and articulate

specific business

objectives you are trying

to achieve with

gamification.

• Understand what

motivates your

employees

Gamification is 75%

psychology and 25%

technology

• Engage employees at

the emotional level

More than points,

badges and

leaderboards,

gamification engages at

a core emotional level.

• Gamification to train its 75,000 workers on safety

procedures

• Partnered with Axonify for a six-month pilot in 2012

with 5,000 Walmart logistics workers in 8 distribution

centers.

• 54% decrease in incidents among 8 DCs used in pilot.

Walmart uses short burst of

gaming to reinforce safety training

ILL

US

TR

AT

ION

S

• Retail store rep faced on an average 12 new phone

launches each month. Amount of knowledge a store rep

has to retained was huge.

• Training – combination of traditional paper based and 6

min video burst

• Better knowledge retention and an estimated savings of

$5 million across Verizon Wireless retail stores.

Verizon Wireless experiments with

hybrid training model

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers54

Appification of Work – Enterprise Mobile Apps for Manufacturing companies

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers

Enterprise App for a

Manufacturing company• The key to creating

enterprise mobile apps is

following a structured

process to analyze an

organization’s

manufacturing-related

processes and systems in

order to prioritize and

aggregate the features

and functionality of the

role-based apps

• This structured process

allows businesses to

rationalize what is

important and create a

roadmap for various apps

that drive maximum

benefit and adoption.

• More importantly, the

process needs to consider

the existing ERP/ legacy

landscape and leverage

this back-end

infrastructure.Source: 2011 Cognizant 20-20 Insights

55

Appification of Work – Enterprise Mobile Apps for Manufacturing companies

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers

Source: 2011 Cognizant 20-20 Insights

3 Types of Mobility Play• Business Effectiveness

Mobility Play

• Business Transformation

Mobility Play

• Disruptive Business Model

Mobility Play

o A field sales app

o A retailer/distributor

app

o A consumer app

56

Engaged Leadership(case of IBM® Connections)

IBM Connections is a market-leading business social

network platform that can help you:

• Empower people. Innovate anywhere—mobile, web

and desktop, even offline.

• Engage people. Filter out the noise and illuminate

ideas.

• Inspire innovation. People-centric platform allows

ideas and communities to thrive.

• Trust people and extend technology. Safely

collaborate with customers and partners, bringing

them into the conversation.

Key Takeaway:• Take a thoughtful approach in utilizing the

multitude of digital tools to listen to your employees

in a focused way, share ideas and engage with

your workforce more effectively.

• Do not chase every bright shiny app or platform

that comes along.

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers57

Action Points

Workplace

Experience

Workspace


Technology

Enabler

Data driven

recruiting

Multiple

Generations

Gig Economy

Workers

Regardless of industry, technology is enabling,

enhancing, advising and disrupting jobs.

Lesson for HR professionals• Stay on top of these technology shifts in order to

avoid the dreaded skills gaps that leave people and

technology underutilized.

• If employees are undertrained and unable to take full

advantage of the current technologies within a

company, the benefits of that technology decrease

significantly, and the employee is no longer capable

of achieving maximum potential at the company.

• If technology is underutilized, then so are employees,

and this can lead to an erosion of resources, morale,

jobs, and ultimately efficiency

Myself• How could I avoid being disrupted in my job?

• Who could introduce me to new apps or technology that could I use to

improve my productivity?

• What do I need to learn to be prepared for intelligent technologies in

the workplace?

My Team• What technologies and wearables should we be experimenting with

next year?

• What new technologies did we pilot in our workplace in the past year

and with what results?

• What intelligent technologies (apps, wearables, AI, Internet of things,

machine learning) can we envision being used inside our organization

and for what purpose?

• How could we push further on reshaping our work behaviors using

technology?

My Organization• How could we use technology to make better business decisions?

• What roles are prone to technological unemployment in our

organization over the next two to three years?

• What roles will be enhanced or created because of the new

technologies we are bringing into the organization?

• What new job roles will technology create in our industry?

58

PEOPLE ANALYTICS

59

Identifying Employees with Leadership Potential

Data Analytics Driven Approach• Examine the relationship between employee feedback,

collaboration and performance by tracking “cheers”

employees send to each other to recognize good work.

• Findings from study conducted jointly by Microsoft Workforce

Analytics and TINYpulse supported the notion that as people

collaborated more with colleagues, they were recognized

more by others at work.

• TINYpulse provided Microsoft with a list of the top-performing

employees it identified as those with high leadership potential.

The list was matched with email and calendar behavioral

data, and then anonymized and aggregated.

Findings

• High performers spent nearly four hours more per week

collaborating internally rather than externally, and this group

had larger internal networks (an average of 27 connections),

indicating they are more influential within the company than

their peers.

• High-potential individuals in the go-to-market group spent

34% more time with product and engineering groups than the

team average.

Workplace

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Multiple

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Gig Economy

Workers60

Source: Korn Ferry Assessment of Leadership Potential

Seven signposts of potential

“By analyzing this data, we were able to quantify the specific behaviors

behind high-performing groups being flagged for leadership

development and management opportunities. Understanding

the how behind improved performance helps us identify the right

behaviors to encourage and reward, which means development

opportunities are open to more people.”

David Niu, CEO, TINYpulse.

Data – Driven Recruiting Ecosystem (Trends)

Key TrendsRecruitersIn the United States, the use of

Mobile apps are expected to

increase the most for recruiting.

Outside the United States,

social media is the top recruiting

method expected in coming

years.

Job Seekers• At every age, job seekers

are looking for convenience

• There are significant barriers

to applying to jobs on mobile

• People want to take their job

search with them

Workplace

Experience

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Multiple

Generations

Gig Economy

Workers61

Data – Driven Recruiting Ecosystem (Social Media)

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Snapchat, used by over 200 million users on a monthly

basis, is making headway among employers as a tool for

building a company’s employer brand in the recruiting

process. For employers, Snapchat allows a company to

give candidates access to live events (like an industry expo

or your company’s sports day) or to post new job openings

to the company’s Snapchat followers first. It is simple,

highly personalized, and adds value to the recruiting

process.

Applicant tracking systems from providers

like Boston-based Workable are now

capable of automatically aggregating links

to candidates’ social media profiles,

providing employers with a fuller view into

all of their candidates’ social media activity

to help source passive candidates and

pre-screen job applicants.

62

Workplace

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Multiple

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Workers

Data – Driven Recruiting Ecosystem

Recruiting Scrum Master• Breaking down massive hiring

needs into incremental and

iterative steps, where the

highest value hiring challenges

are addressed first for the

customer

• Through conducting daily scrum

meetings, recruiters are able to

deliver talent needs and

business objectives within two

to six weeks versus the average

10 to 15 weeks.

3 New HR Roles To Create A Compelling Employee Experience

People Analytics Director

• Examines risk factors like location,

compensation, employee engagement

sentiment and even manager engagement at

the aggregate level for both a country and

job role. Deploy Machine Learning to

understand factor propensity

• Identification of employee groups in key job

roles at risk of finding opportunities outside

of IBM and a program of thoughtful manager

intervention to prevent departures.

• $130 million cost saving by avoiding

inevitable costs of hiring and training

replacements

Head of Employee Experience• Forging an emotional connection

between Forrester employees and the

Forrester brand.

• Working on a range of projects from

examining how to use Glassdoor and

other employer rating sites to

strengthen the brand to creating

awesome employee experiences

across the employee life cycle, from

new hires to long tenured employees.

• Exploring how Forrester alumni can

advocate for the company’s employer

brand

63

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Data – Driven Recruiting Ecosystem – Case of Aquent® & LinkedIn®

Aquent® launched MOOC Program, Gymnasium• Draws on the connotation of the gym as a place for fun,

applying it to digital training via a series of “workouts”.

• With its approximately 56,000 registered users, Aquent®

matches the employee skill sets that employers say they

need with classes offered by Gymnasium

• Smart Sourcing by

o Using training to identify the best talent

o Leveraging MOOCs to source the right type of candidate for the organization’s skill needs.

o Following its first year of offering a range of

Gymnasium MOOCs, the company saw a 10-times

return on the program’s investment.

LinkedIn® Spotlights• With Spotlights, recruiters can surface much of the sought-after

results without needing to “hand-crank” the analytics each time.

• Spotlights vary based on the different types of candidate

relationships and interactions on LinkedIn. Examples of

spotlights include:

o Who is open to new opportunities

o Who has company connections

o Who's engaged with your talent brand

o Who your competitors target

o Who hasn't changed roles in a few years

• 3x response rates during LinkedIn’s targeted search

64

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Data – Driven Recruiting Ecosystem (Employee Referrals)

The majority of employers find that referred

employees outperform other employees on most

aspects of overall company fit, which is highly valued

by employers when evaluating applicants.

Overall, referred employees are more satisfied with

their current job over the job they had previously in

which they were not referred.

As referred employees work longer at a company

(more than five years) their satisfaction with how they

fit within the company’s culture and their ability to fulfill

job requirements tends to increase

Referred employees also tend to refer others. Almost

two-thirds of referred employees have referred at least

one person to an open position at their current

company.

65

Workplace

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Multiple

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Workers

Data – Driven Recruiting Ecosystem (Corporate Alumni Network)

Reasons to invest in a Corporate Alumni Network• The Alumni Network Helps You Hire Great People

• Alumni Provide Useful Intelligence

• Alumni Refer Customers

• Alumni are Brand Ambassador

• Individuals who return to previous employers cost

about half as much to bring on board as new hires.

• While only 15 percent of employees said they had

boomeranged back to a former employer, nearly 40

percent said they would consider going back to a

company where they previously worked. (As per

survey conducted by WorkplaceTrends.com)

“The benefits of the Accenture Alumni Network range from

building a sense of community, networking, recruiting former

employees as potential boomerang employees, engaging

alumni to be brand ambassadors and of course, business

development.”

Katya V. Meza-Doyle, director of Global Alumni Relations at

Accenture

LinkedIn now hosts over 118,000

corporate alumni groups,

including 98 percent of the

Fortune 500. Yet surprisingly,

most of these alumni groups have

little to no relationship with

their former companies.

A wake-up call for

companies to explore if there

is a volunteer alumni network

already in existence and to

take the leadership of this and

use it for the company’s

strategic benefit.

66

Workplace

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Multiple

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Workers

Data – Driven Recruiting Ecosystem (Transparency with Job Seekers)

IBM asked Millennial Corps (The IBM employee affinity group

for millennials and those with a millennial mindset) 4 simple,

yet powerful questions about candidate perceptions during

recruiting and we took their guidance to make enhancements.

• If you had 30 seconds to sell your friends on why they

should work for IBM, what would you say?

• What programs or support should IBM provide to help you

build your career?

• What can a manager do to make you more engaged and

excited about working for IBM?

• What manager actions or behaviors inspire you to perform

your best?

The feedback pointed to new directions IBM could

take during the recruiting process, such as

• focusing more on storytelling,

• hearing firsthand from recent IBM hires, and

• creating a differentiated value proposition for each

employee segment.

#IBMTechTalk and #InsideStory were the direct

result of these employee listening campaigns. With

this kind of information at the fingertips of the

recruiting teams, IBM is able to create stronger

messaging to prospective employees.

67

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Data – Driven Recruiting Ecosystem

Data Analytics

Talent

Acquisition

“The relationship with the hiring manager is

the number one driver and four times more

important than any other performance driver.”

Jill Larson

SVP of Strategic Talent Acquisition, CISCO

4 new capabilities recruiters must

build in their skill set• Be Data Driven

• Possess a deep organizational

knowledge of the business and

industry they operate in

• Understand the growing importance

of employer rating sites

• Commit to become a brand

ambassador for the company

Role of a recruiter transforms

Filling job specs Talent Advisor

68

MULTIGENERATIONAL

WORKPLACE

CHALLENGES

69

Tap the Power of Multiple Generations

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Future Workplace Survey Results

• 37% of millennials admit that it is difficult to manage people

who are older than they are.

• 45% of boomer and Gen Xer respondents indicating that

millennials’ lack of managerial experience could have a

negative impact on a company’s culture.

Recommendations

Leaders will need to move beyond focusing on generational

differences to build generational intelligence, tapping the power

of multiple generations to provide insights into launching new

products, services, and markets.

When you were born definitely makes a difference

70

A Typical Exchange

A typical exchange between a millennial and his

team members using an anonymous online feedback

tool

Millennial: “What’s one thing I can do to be more

successful in my role at the company?”

Feedback 1: “Hey, it’s Joe, your manager: Ask for

more feedback from other members of your team.”

Feedback 2: “You tend to leave things to the last

minute. Plan your time better and start earlier.”

Feedback 3: “You cut people off when you get

excited about your ideas. It comes across as

disrespectful whether you mean to be or not.”

Millennial: “Great suggestions, everyone. Will

create a space on our team site where I will post

early drafts of my project plan and get your input. I’ll

demo at our next meeting.”

Tap the Power of Multiple Generations

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers71

Workplace Generational Intelligence Framework

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

The IBM Institute for Business Value conducted

a survey of 1,784 multiple-generation employees

across 12 countries

18%

19%

20%

21%

22%

23%

24%

% of respondents that want to work in areas they are passionate about

Millennials Gen Xers Boomers

Millennials are expressing a desire for student loan debt repayment while generation Xer’s want

help with saving for college for their children. Forward-looking companies are recognizing this and

adapting differentiated talent management strategies on personal, team, and organizational levels.

72

Myths & Facts about Millennials

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

0% 5% 10% 15% 20% 25% 30%

Make a positive impact on myorganization

Help solve social and/orenvironmental challenges

Work with a diverse group of people

Baby Boomers Gen X Millennials

Myth 1Millennials’ career goals and expectations are

different from those of older generations

Fact: Millennials place much the same weight on

many of the same career goals as older

employees do.

35% 35%

29%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Ethical and Fair Transparent andreadily shareinformation

Recognizes myaccomplishments

34% 36% 38% 40%

Attend a third - party sponsoredconference/event

Attend in-person classroomtraining

Work alongside knowledgeablecolleagues

56%

64%

49%

0%

10%

20%

30%

40%

50%

60%

70%

Millennials Gen X Baby Boomers

Myth 2Millennials want constant acclaim and think

everyone on the team should get a trophy

Fact: Millennials want a manager who’s

ethical and fair. They think it is less important

to have a boss who recognizes their

accomplishments.

Myth 3Millennials are digital addicts who want

to do everything online

Fact: Millennials’ top three preferences

for learning new skills at work are

physical and not virtual.

Myth 5Millennials are more likely

than others to jump ship if a job

doesn't fulfill their passions

Fact: Employees of each

generation share the same reasons

for changing jobs. (Top reason:

More money and a more creative

workplace)

Myth 4Millennials, unlike their older colleagues,

can’t make a decision without first

inviting everyone to weigh in

Fact: Millennials place much the same

weight on many of the same career goals

as older employees do.

73

Understanding Generation Z

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Key Attributes

• Born in 1995 or later, makes

up 25.9% of the U.S.

population and contribute $44

billion to the economy.

• By 2020, will account for one

– third of the U.S. population

• Compared to Millennials, Gen

Zs are

o Less Attention Span

o Better Multi-Taskers

o Bargains

o Full of Early Starters

o More Entrepreneurial

o Higher Expectations

o Big on Individuality

o More Global

Personal Expectations –

Deliberate and Goal-Oriented

Learning

• Wants to build skills early

• High preference for mobile

learning

• Interest in developing a range

of actionable skills

• Visually Oriented group which

gravitates to learning via

outlets such as YouTube

• Goal oriented learning led to

formation of startups such as

Hack Club to promote coding

skills among school students

Within Teams: An

Experimental Mindset

• Questioning the value of

higher education

• According to research by

Universum, among a global

sample of 49,000 Gen Zers,

55 percent say they are

interested in starting their own

company.

• When asked if they would join

the workforce instead of

pursuing a college degree, 15

percent in North America said

yes, and 47 percent said

maybe.

Questions to ask

about Gen - Z

• What can we show Gen

Z (video, infographics) to

convey our employer

brand?

• What opportunities could

we provide for Gen Z to

learn in a self directed

way?

• Could our organization

create opportunities to

recruit local Gen Zers to

job – shadow key

managers in our

organization?

• How could we develop

partnership programs

with secondary schools

in our area to build

career discussions with

Gen Zers?

74

Understanding Generation X

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Key Attributes

• Youngest are 36 and oldest 52

• Demography’s long –

neglected “middle child”

• 46 million in United States

• Makes up the bulk of potential

successor for many

management jobs

• Independent, tech-savvy,

pragmatic and competent

• Strives for the work-life

balance

Personal Expectations:

Customization of Job and

Benefits

• Increasingly interested in

workplace flexibility

• Expect more innovation in

policies customized to retain

Gen Xers such as offering

contributions to 529 college

savings accounts

• Since Gen Xers are in the

prime of their careers and

prone to job hopping, this

could be a smart move for

companies.

Within Teams: Structured

Development Opportunities

• New focus on retaining Gen

Xers and keeping them

engaged with the company

either through customized

benefits or structured

company development

programs.

• JetBlue Scholars program,

which acknowledges talented

Gen Xers who have amassed

both job experience and

certifications at the company

but do not have a college

degree

Questions to ask

about Gen - X• Is our organization

tracking the retention of

Gen Xers? What are we

learning over time?

• Are there opportunities

to create stretch

assignments for high-

performing Gen Xers?

• Could our organization

offer customized

benefits to help with the

education of their

children or the elder care

of their parents?

• What could we do better

to address the specific

mid-career challenges of

Gen Xers through more

online continuing

education opportunities?

75

Understanding Boomers

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Key Attributes

• Individuals born between 1946

and 1964

• Most experienced

generational cohort in the

workplace

• Only 48 percent of Americans

aged 60–75 have saved

enough to live comfortably in

retirement

• Many older Americans will

stay employed longer out of

financial necessity

• Remain working for the

intellectual challenges, sense

of continuity and identity.

Personal Expectations: Opt – In

Learning and Development

Opportunities

• Highly adaptable workers and

respond particularly well to

opt-in learning opportunities

and temporary in-house job

rotations

• MasterCard Career Mobility

Centers allow employees to

work on company projects that

are not associated with their

daily roles. Smart Steps,

allows managers to post the

details of a project in the

system.

Within Teams: Younger

Manager–Older Worker Training

Perceived as generational

conflict, yet many boomers see

reporting structure as a

partnership

TD Ameritrade recently launched

a recruiting program called “Grey

Is the New Green,”, to recruit

boomers for new jobs.

Questions to ask

about the Boomers

• How to best leverage

their knowledge and

experience while

providing them ways to

continue to contribute in

the workplace, and

when they are ready to

exit, to pass along their

institutional knowledge?

• Is our organization

conducting enough

workforce analytics to

estimate the percentage

of boomers eligible to

retire in the next two to

five years? What are we

doing about this

expected exit of

boomers from the

workplace?

76

Dealing with multi-generational workforce

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

Do: • Experiment with

mixed-age teams and

reverse mentoring

programs that enable

older, experienced

workers to interact with

and learn from younger

hires

• Develop incentive

plans that reflect where

your employees are in

their lives

• Conduct regular

human resources

surveys to get a pulse

on your employees’

demographics and

needs

Don’ts:• Bother with generation-

based employee affinity

groups — they

generally reinforce

stereotypes

• Act like a top-down

manager — forge

partnerships with

employees of different

ages and encourage

them to share their

opinions

• Assume you already

know how to motivate

employees who are

older or younger — ask

them what they want

out of their professional

lives

Illustrative Example

Hey Mentor,

Tomorrow afternoon I’m presenting our Q4 forecast to the board

of directors. I am delivering some bad news and am quite

nervous. In fact, I’m VERY nervous! Can you help?

The mentor might respond:

Hey Mentee, I got your message, and you should know that I

have done literally hundreds of presentations—of good news

and bad.

When I have bad news, I like to present a benefit/cost analysis

of the news. I have found that quantifying it takes away the

subjectivity of the message (and the messenger) and allows all

parties to focus on what they can do to fix it.

Go there with a mitigation plan, i.e., some potential solutions to

your bad news. I have found that boards like to make decisions,

so giving them a set of options to choose from is great!

Finally, rehearse your presentation with someone. Let whoever

is your audience be very critical of you. That way the real

experience will be much easier.

Good luck, and let me know how it went.

77

RISE

OF

GIG ECONOMY

78

Gig Economy

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

of American workers in 2015 were

accounted by freelance workers,

totaling nearly 54 million people and

contributing $7 billion to the U.S.

economy. (Study by Freelance Union)

34%

of top-performing firms say that 20% or

more of their labor force is already

composed of freelancers. These

freelancers bring valuable skills to

companies including: effective teamwork

(38%), problem solving (36%), and self

management (32%).

of the organizations believe their

contingent workforce is important to

their company’s success and growth.

(Study by Ardent Partners)

95%

58%

Five Freelancer Segments of the Gig Economy

79

Benefits of Gig Economy Workers

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

“Five years ago freelancing was kind of silly, what

the hipsters did out of college,” Mr. Du Val said.

“Now it’s much more of a serious thing.”

Taso Du Val, co-founder and CEO of Toptal

Rationale behind hiring freelancers• Hiring freelancers allows a company to quickly bring in new

expertise

• Employers often choose to hire freelancers because their

tasks, don’t necessarily fit in with the employer’s core

expertise, and it isn’t obvious that there would be years of

work for them to do.

• Mid-career professionals and senior professionals are two

segments of workers who can leverage their skills and

expertise into independent work.

• Millennials are also active participants in the gig economy,

but due to their age and experience levels, they tend to

have fewer skills and less expertise to offer employers.

Millennials work primarily in the on-demand economy, using

multiple technology platforms such as Uber, Etsy, Airbnb,

and TaskRabbit to find work and sell services.

80

Gig Economy – Strategic Direction

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

10 questions about how to source, manage, engage,

recognize, and reward the gig economy workers in your

company

1. How are we managing gig economy workers? Manually or via an

online platform?

2. Who is responsible for managing gig economy workers? HR?

Business unit leaders?

3. How could we onboard and integrate gig economy workers into

the organizational culture?

4. How could we reward and recognize gig economy workers?

5. Do gig economy workers receive holidays like full-time workers?

What if they earn more than full-time employees?

6. Could gig economy workers take advantage of mentoring,

coaching, and career mobility services?

7. What types of training and certification could gig economy

workers have access to?

8. What types of benefit or referral programs could gig economy

workers have access to?

9. How could we measure the performance of gig economy

workers?

10. What criteria could we use to evaluate the various online

freelance platforms?

HR Strategies To Manage Gig Economy Workers• Develop a strategic approach to sourcing gig

economy workers

• Define governance and success criteria for managing

gig economy workers

• Build a partnership between HR and IT to support and

manage a blended workforce

• Develop a range of strategies to ensure the

performance of gig economy workers

• Use analytic tools to optimize engagement of gig

economy workers

• Mitigate legal risk through systematic compliance

management of gig economy workers

81

The Future: What to Expect As The GIG Economy Workforce Grows

Workplace

Experience

Workspace


Technology


Multiple

Generations

Gig Economy

Workers

• The gig economy is rapidly becoming the new normal

for how businesses organize work

• 64% of Millennials say they would like to occasionally

work from home, and 66% would like to shift their work

hours (London Business School & PwC study)

• Technology is making it easier, more convenient, and

increasingly affordable to find talented, experienced gig

economy workers. Third – party platforms like Upwork,

Field Nation, Toptal, Work Market, HourlyNerd are a

case in point

LinkedIn is offering LinkedIn Profinder, a freelancer-buyer matching service,

positioned as “The easiest way to hire top talent” with a menu listing 14

categories of white-collar skill sets ranging from accounting to writing and

editing.

Prevalence of Gray Talent

A 2015 survey by The Transamerica Center for Retirement Studies found that

nearly two-thirds (65 percent) plan to work past age 65 or don’t plan to retire—

ever.

Legal Implications

Courts have already started to wrestle with worker classification lawsuits that

are testing the applicability of existing labor laws for contingent workers.

82

RECOMMENDATIONS

83

Talent Acquisition Strategy

Help candidates discover you well

before they apply

The candidate journey starts early and has many steps. Invest in common

channels that candidates use before they apply to your jobs – your company

or careers site, online articles, social media page and your own employees,

just to name a few

Empower your employees to

recruit

Employee referrals are the most common channel through which candidates

discover and land their new jobs. Make employees aware of your open roles

and how your employee referral works. Equip employees to be brand

ambassadors for your company

Get specific about your

culture, values and careers

Empower employees to create content about your company’s culture and

values, what their typical day looks like. Revamp your job postings so that

they include a thorough description of work and culture – not just a checklist

of required experiences and pedigrees. Share the full picture of what a

career at the company could look like on your career site, your company or

career page on LinkedIn and other channels.

Recruit those who are most

likely to stay and succeed

Gone are the days when an employee stays in one company for their entire

career. Recruit purpose-oriented professionals who will likely stick around

longer. These are people who find personal fulfillment in their work and want

it to have a greater impact on the world. They are less motivated by status or

money.Source: LinkedIn 2016 Global Talent Trends 84

Employee Engagement

Communication of purpose –

driven narrative tied to company’s

mission throughout employee

lifecycle

• Carefully listen to employees to better understand what motivates employee

engagement

• Build reviews of your main employer rating sites into your people process.

Reach out to employees who were just promoted or have just completed a new

– hire onboarding program and invite them to provide their feedback

• Assign a team to analyze the data and provide insights to the organization on

actions to take in responding to employee feedback.

• Use the data from analyzing employer rating sites to inform your HR strategy.

• Capture content from employer rating sites to audit and authenticate your

employer brand so it is real and speaks to prospective and current employees.

Provide Flexibility

Example: American Express’s Blue Work ProgramIdentified 4 types of workspaces: hub, club, roam and home

• Hub based employees have jobs that require face-to-face time in one of

the company’s office locations.

• Club employees go into a hub office no more than three times a week,

because they either work part time or work some days from another

location, such as home, a client’s office, or another American Express

campus.

• Roam employees are almost always on the road or at customer sites

• Home employees are based in home offices.

Provide Purpose at Work

Example: SunTrust BankLighting the Way to Financial Well-Being Initiative

OnUp Movement: financial fitness program features eight learning

modules that help teammates and their families set and achieve goals

aligned to their values85

Employee Engagement

Intellectual Experience • “Mobile-first” strategy to provide learning content for employees

• Consumerization of HR to create a social, mobile, and consumer – type

experience

• Example: Qualcomm Employee App Store allows employees to access a

number of apps selected by the company. The Employee App Store numbers

more than 80 apps for learning, communication, health and wellness, news, and

virtual meeting facilitation.

• Facilitating and motivating employees to access curated, publicly available

learning instead of designing and delivering company-sponsored training

programs

Physical Experience

• Giving workers control over selecting the workspace that suits them

• Choice over where one works and the amount of privacy one feels in

the workplace are emerging as critical factors to employee engagement.

• Creation of community managers charged with providing a memorable

workplace experience through meet-ups, education programs, social

networking, frequent communications, and public recognition.

86

Business Function Rotation

Programs

• Rotations in different functions and locations within the same company has

always been a critical component of talent development. It costs about 20% of

an employee salary to replace that employee by an external hire. Hiring

managers should consider filling up positions with internal candidates,

especially the ones possessing crossover skillset and whose aspirations are

aligned with that of the organization. However employees are often reluctant to

accept such position because of the impact it will have on their families.

Communicating the benefit of accepting rotational stint through sharing real –

life anecdotes might address this concern.

Documents

How to Attract Retain and Motivate Next Generation Knowledge Workers