'

Transforming the Employee Experience

Понравилась презентация – покажи это...





Слайд 0

transform the employee experience it’s time to get over our obsession with employee engagement


Слайд 1

surveys say


Слайд 2

we have an engagement problem


Слайд 3

customer service isn’t a cool place to work


Слайд 4

IT  isn’t a cool place to work


Слайд 5

banks aren’t a cool place to work


Слайд 6

[…] isn’t a cool place to work


Слайд 7

employee engagement is  write down the first 5 words or phrases come to mind


Слайд 8

? How can we increase employee engagement?


Слайд 9

✗ How can we increase employee engagement?


Слайд 10


Слайд 11

hmmm, we need to change the way we survey!


Слайд 12

? How can we measure employee happiness


Слайд 13

✗ How can we measure employee happiness


Слайд 14

you won’t build empathy from surveys


Слайд 15

you won’t connect with people from surveys


Слайд 16

you won’t discover insights from surveys


Слайд 17

surveys scratch hopelessly into surfaces


Слайд 18

quantifiable, rational, but soulless


Слайд 19

surface view into function, utility, satisfaction


Слайд 20

extrinsic focus provokes jumping ship


Слайд 21

leads to “me too” sea of sameness


Слайд 22

what will I get (money, benefits, time, status)? how much does it cost (effort, time, money, status)? how does it compare?


Слайд 23

you’re asking the wrong questions


Слайд 24

how do I see this employee?


Слайд 25

how do I see this employee?


Слайд 26


Слайд 27

…despite the high level of corporate spending on engagement, survey results released in January by polling giant Gallup estimated that  less than one-third of U.S. workers were engaged in their jobs— meaning “involved in, enthusiastic about, and committed to their work and workplace”  ~Fastcompany


Слайд 28

do you think our kids are fully engaged…? we should do an engagement survey! Jeff Golden, flickr


Слайд 29

INSANITY is doing the same thing over and over again and expecting different results. ~Einstein


Слайд 30

Most failures in industry are not that people can’t solve problems;  it’s that they’re not always great at identifying the  right problems  to solve. ~John Kembel, Stanford d.School


Слайд 31

organizations are asking the wrong  questions


Слайд 32

organizations are solving the wrong  problem


Слайд 33

organizations are having the wrong conversation


Слайд 34

what the surveys DON’T say


Слайд 35

we have a  organizational design  problem


Слайд 36

or even better


Слайд 37

we have a  business design opportunity


Слайд 38

we have an innovation opportunity


Слайд 39

we need to    reform workplaces


Слайд 40

…using the word “engagement” often limits our thinking. It’s assumes that our job is to reach out and “engage” people, rather than to build an organization that is exciting, fulfilling, meaningful, and fun ~Josh Bersin, Forbes


Слайд 41

…using the word “engagement” often limits our thinking. It’s assumes that our job is to reach out and “engage” people, rather than to build an organization that is exciting, fulfilling, meaningful, and fun 


Слайд 42

How might we create a joyful home? Jeff Golden, flickr


Слайд 43

work /werk/ an opportunity for  discovering and shaping  the place where the   self meets the world ~David Whyte


Слайд 44

 …the consummation of work lies not only in what we have done, but  who  we have become  while accomplishing the task.  ~David Whyte


Слайд 45

We’ll use the greatest violin maker in the world as our example.. we’ll imagine that it’s an Italian violin maker named Franco and that Franco has a studio where 15 or 20 apprentice and journeyman violin makers work alongside Franco making the most exquisite violins in the world.  Is Franco happy? He is alternately ecstatic, frustrated, transported, confused, exhausted and lost in the zone. He and his work are inextricable from one another. No one would say about Franco or his employees “They’re happy.” Instead, people in Franco’s town would say “Those guys live and breathe violins, and people around the world rejoice.” ~Liz Ryan Brent Pearson, Flickr


Слайд 46

The workmanship was much better in Bach’s time than it is now. One had first to be a craftsman. Now we have only ‘talent.’ We do not have the absorption in detail, the burying of oneself in craftsmanship to be resurrected a great musician. ~Stravinsky


Слайд 47

What we have to confront in the present workplace is the reluctance to engage in conversations that really invite the creative qualities hidden deep inside each human being. It is a reluctance born of the knowledge that by inviting creativity and passion, the organization must also make room for fear and failure…


Слайд 48

It is a high stakes game for the company


Слайд 49

but it is also very high stakes for the individuals playing out their life’s destiny within its walls.  ~David Whyte


Слайд 50

work·horse /wərkˌhôrs/ a person or machine that dependably performs hard work over a long period of time


Слайд 51

Manager is derived from the old Italian and French words maneggio and manage, meaning the training, handling and riding of a horse.  It is strange to think that the whole spirit of management is derived from the image of getting on the back of a beast, digging your knees in, and heading it in a certain direction. 


Слайд 52

The inherited language of the corporate workplace is far too small for us now. It has  too little poetry, too little humanity, and too little good business sense for the world that lies before us. ~David Whyte


Слайд 53

art·ist /ärdəst/ a person skilled at a particular task or occupation


Слайд 54

  In what way might your talents and experiences fit in with what we do? ~Skaltek interview question


Слайд 55

Please take a few days to think about whether you want to work for us.   If the answer is yes, please send us a proposal outlining what you think you can do for us, what your job description might look like…


Слайд 56

Every human being is a Leonardo da Vinci. The only problem is that he doesn’t know it. His parents didn’t know it, and they didn’t treat him like a Leonardo.  Therefore he didn’t become like a Leonardo. That’s my basic theory.  ~Oystein Skalleberg, Founder Skaltek


Слайд 57

en·tre·pre·neur /äntrəprəˈnər/ a person who organizes and manages any enterprise, especially a business, usually with considerable initiative and risk


Слайд 58

transform each employee from someone who takes orders & writes code to someone who is an innovative thinker innovation @infosys ~CEO Vishal Sikka


Слайд 59

innovation  is about designing customers ~Michael Schrage


Слайд 60

innovation  is about designing employees


Слайд 61

who do  you want  your employees to become


Слайд 62

who do  your employees  want to become?


Слайд 63

how might we create a home in which our kids can grow up to become happy, self-aware, and compassionate adults? Jeff Golden, flickr


Слайд 64

to learn more about asking provocative questions, check out my slideshare questions ask provocative


Слайд 65

? How might we create an environment in which people are empowered to do the best work* of their lives *remembering our definition of work


Слайд 66

? How might we design an organization in which ordinary people are enabled to do extraordinary things


Слайд 67

? How might we rethink performance management in a way that helps people unleash their imaginations and craft their life’s opus


Слайд 68

[Companies] must find a real way of asking people to bring these hidden, heartfelt qualities into the workplace. A way that doesn’t make them feel manipulated for the subject of some five-year plan. They must ask for a real conversation.  ~David Whyte


Слайд 69

conversation starts here explore imagine experiment understand reigning myths visualize future possibilities play with assumptions


Слайд 70

change, growth, transformation always involve  identity, status, affiliation


Слайд 71

which means you need to EXPLORE perceptions of the present and the past, mythology of employees, teams, communities within your organization


Слайд 72

explore mysteries hidden beneath measurable surfaces


Слайд 73

qualitative intuitive insights into soul


Слайд 74

deep probing into beliefs, desires, significance


Слайд 75

intrinsic purpose attracting commitment


Слайд 76

leads to transformation becoming unique


Слайд 77

is this me? does this fit into my world? how does this make me feel? how will it affect me? what are other people doing? does it provide meaning or pleasure? how does it connect with my legacy?


Слайд 78

WHY


Слайд 79

provoked in conversation


Слайд 80

unraveled through story


Слайд 81

spread through myth


Слайд 82

satisfaction utility behaviour features, function outcomes WHY?


Слайд 83

satisfaction utility behaviour features, function outcomes STORIES identity beliefs needs desires significance


Слайд 84

CONVERSATION tools for exploration LISTEN MAP PROVOKE


Слайд 85

LISTEN stories build empathy


Слайд 86

If someone from Mars came down and saw what you were doing as a  housekeeper, what would they call you?  Serenity Sisters Clutter Busters Peace of Mind Police … they were creating a space for a traveler who was far away from home to feel safe and protected. ~via Chip Conley pedro alves, flickr


Слайд 87

I don’t just deliver mail.  I see myself helping to  connect people to other people. I help build the  community.  ~via Alex Pattakos Christian Weidinger, flickr


Слайд 88

How do employees  see themselves & their situation?


Слайд 89

What did you think about on your way to work today? What is your most important job (not job description)? What gets in the way of you doing it in the best way possible? What helps you to do it in the best way possible? What about your job makes you want to jump out of bed? Hit snooze? If you won the lottery and no longer had to work, what would you miss? When do you go home feeling like you had a great day? Tell me about a great day you had recently. When are you excited to come in on a Monday morning? Tell me about the last time you were really excited to come into work. When do you go home feeling like you had a terrible day? Tell me about the last time that happened. Who do you like to work with? Why? How about when you run into a problem or need information, who do you seek help from? Tell me about a time when you felt like you did the best work of your life. Why? Who else was involved? What conditions were present? What did you value most about the work the team did together? In what ways did the work make a unique contribution? When you see an issue, or have an idea of something that could be improved, what do you do? What brings you joy? If you had a magic wand, what would be the one thing you would change about your organization, your work, your role, or your responsibilities? Is there anything else that is important to you that we haven’t talked about and that you think I should know?


Слайд 90

Imagine yourself 5 or 10 years in the future You are still telling people about your experience at [company] and how it helped you become the person you are today. What is the story you tell? What was your legacy? Why are you still an ambassador for [company], even though you no longer work there?


Слайд 91

ask a few provocative questions


Слайд 92

then listen deeply


Слайд 93

channeling your inner psychotherapist


Слайд 94

map journeys weave larger narratives


Слайд 95

Brady Bonus's journey as a Mad*Pow employee


Слайд 96

digitalgov


Слайд 97

franklinandrade.net


Слайд 98

emotional journey at [company] dreaming looking applying starting finding fit contributing growing transitioning advocating


Слайд 99

provoke uncover & build cultural myths


Слайд 100

Penguins are not nurturing of their sick. When one falls behind or is injured, the other penguins attack it. They cannot be weighed down by the infirm. It defines pack behavior. Elephants, by contrast, are majestic animals that care for one another. When one of them is sick, the entire herd rallies around and nurtures the sick one until it is better or passes. The entire tribe is affected. They feel a  connection that keeps  them looking out for one another. “We are the penguins,” the COO liked to say often, smiling and proud. Mark Dumont, flickr


Слайд 101

What are stories that are so-[company]? David Stanley, flickr


Слайд 102

Bring [company’s] culture to life using your medium of choice [pictures, video, story, music, improv…]


Слайд 103

Imagine you’re at a cocktail reception. How would you be able to tell if someone works at [company]?


Слайд 104


Слайд 105


Слайд 106

What 5 words or phrases would you use to describe what it’s like to work here?


Слайд 107

If you were to write a completely honest Glassdoor review, what would you say? Rating Pros Cons Advice to management


Слайд 108


Слайд 109

[…] isn’t a cool place to work


Слайд 110

this isn’t an engagement problem


Слайд 111

this is an innovation opportunity


Слайд 112

a complex design challenge


Слайд 113

a challenge of identity


Слайд 114

a challenge of culture


Слайд 115

a challenge of mission


Слайд 116

and it matters because


Слайд 117

EMPLOYEES are the soul of your brand


Слайд 118

EMPLOYEES imbue magic into your products & services


Слайд 119

EMPLOYEES ignite your touchpoints


Слайд 120

EMPLOYEES breathe imagination into crevasses of frozen business models


Слайд 121

To acknowledge the hidden part of  human beings is to  make a home for them  and to create a loyalty beyond the bottom line.  … These hidden human dynamics of integration are more of a conversation, more of a synthesis and more of an almost religious and sometimes almost delirious quest for meaning than a simple attempt at daily ease and contentment. ~David Whyte


Слайд 122

Instead of thinking about how to increase employee engagement, how to improve and position your employer brand, how to fight the war for talent… think about how to  improve and position your employees


Слайд 123

change is the result of facilitating thousands of conversations


Слайд 124

start the conversation


Слайд 125

unleash the Leonardo hiding within each employee


Слайд 126

mentor each employee in the crafting of their life’s opus


Слайд 127

craft the unique legacy of your organization


Слайд 128

interested in transforming your employee & customer experience? EMAIL me! joycehostyn.com joyce_hostyn@yahoo.com


Слайд 129


×

HTML:





Ссылка: