Transforming the Employee Experience

If you like this presentation – show it...

Slide 0

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

Slide 1

surveys say

Slide 2

we have an engagement problem

Slide 3

customer service isn’t a cool place to work

Slide 4

IT  isn’t a cool place to work

Slide 5

banks aren’t a cool place to work

Slide 6

[…] isn’t a cool place to work

Slide 7

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

Slide 8

? How can we increase employee engagement?

Slide 9

✗ How can we increase employee engagement?

Slide 10

Slide 11

hmmm, we need to change the way we survey!

Slide 12

? How can we measure employee happiness

Slide 13

✗ How can we measure employee happiness

Slide 14

you won’t build empathy from surveys

Slide 15

you won’t connect with people from surveys

Slide 16

you won’t discover insights from surveys

Slide 17

surveys scratch hopelessly into surfaces

Slide 18

quantifiable, rational, but soulless

Slide 19

surface view into function, utility, satisfaction

Slide 20

extrinsic focus provokes jumping ship

Slide 21

leads to “me too” sea of sameness

Slide 22

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

Slide 23

you’re asking the wrong questions

Slide 24

how do I see this employee?

Slide 25

how do I see this employee?

Slide 26

Slide 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

Slide 28

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

Slide 29

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

Slide 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

Slide 31

organizations are asking the wrong  questions

Slide 32

organizations are solving the wrong  problem

Slide 33

organizations are having the wrong conversation

Slide 34

what the surveys DON’T say

Slide 35

we have a  organizational design  problem

Slide 36

or even better

Slide 37

we have a  business design opportunity

Slide 38

we have an innovation opportunity

Slide 39

we need to    reform workplaces

Slide 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

Slide 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 

Slide 42

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

Slide 43

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

Slide 44

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

Slide 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

Slide 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

Slide 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…

Slide 48

It is a high stakes game for the company

Slide 49

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

Slide 50

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

Slide 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. 

Slide 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

Slide 53

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

Slide 54

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

Slide 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…

Slide 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

Slide 57

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

Slide 58

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

Slide 59

innovation  is about designing customers ~Michael Schrage

Slide 60

innovation  is about designing employees

Slide 61

who do  you want  your employees to become

Slide 62

who do  your employees  want to become?

Slide 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

Slide 64

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

Slide 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

Slide 66

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

Slide 67

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

Slide 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

Slide 69

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

Slide 70

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

Slide 71

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

Slide 72

explore mysteries hidden beneath measurable surfaces

Slide 73

qualitative intuitive insights into soul

Slide 74

deep probing into beliefs, desires, significance

Slide 75

intrinsic purpose attracting commitment

Slide 76

leads to transformation becoming unique

Slide 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?

Slide 78


Slide 79

provoked in conversation

Slide 80

unraveled through story

Slide 81

spread through myth

Slide 82

satisfaction utility behaviour features, function outcomes WHY?

Slide 83

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

Slide 84


Slide 85

LISTEN stories build empathy

Slide 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

Slide 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

Slide 88

How do employees  see themselves & their situation?

Slide 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?

Slide 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?

Slide 91

ask a few provocative questions

Slide 92

then listen deeply

Slide 93

channeling your inner psychotherapist

Slide 94

map journeys weave larger narratives

Slide 95

Brady Bonus's journey as a Mad*Pow employee

Slide 96


Slide 97


Slide 98

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

Slide 99

provoke uncover & build cultural myths

Slide 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

Slide 101

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

Slide 102

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

Slide 103

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

Slide 104

Slide 105

Slide 106

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

Slide 107

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

Slide 108

Slide 109

[…] isn’t a cool place to work

Slide 110

this isn’t an engagement problem

Slide 111

this is an innovation opportunity

Slide 112

a complex design challenge

Slide 113

a challenge of identity

Slide 114

a challenge of culture

Slide 115

a challenge of mission

Slide 116

and it matters because

Slide 117

EMPLOYEES are the soul of your brand

Slide 118

EMPLOYEES imbue magic into your products & services

Slide 119

EMPLOYEES ignite your touchpoints

Slide 120

EMPLOYEES breathe imagination into crevasses of frozen business models

Slide 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

Slide 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

Slide 123

change is the result of facilitating thousands of conversations

Slide 124

start the conversation

Slide 125

unleash the Leonardo hiding within each employee

Slide 126

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

Slide 127

craft the unique legacy of your organization

Slide 128

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

Slide 129