Most HR leaders have accepted the term employee experience (EX) as much more than just a conference room buzzword. It’s a real, strategic initiative that impacts engagement scores along with bottom and top line business results. But while you in HR may recognize this, the reality is your executive team may not. Getting the resources to improve EX can be a struggle when these initiatives are perceived by higher-ups as cost drivers instead of revenue drivers. Although there’s research that shows the connection between a positive EX and benefits such as stronger employer brand, improved retention, and reduced turnover—these employee experience stats might not be enough on their own. To convince executives of the benefits of EX investment, you may need to show research that correlates a strong EX with financial results, like profit, revenue and shareholder return. To save you the trouble, we did the work. Read on for a brief overview of three hallmark studies that sought to prove the financial ROI of a strong employee experience.
If you’re that rare HR conference-goer who already nailed down which sessions to attend, scheduled one-on-one meetings with vendors, and filled your evenings with networking events and dinners—we salute you. If you’re among the rest (er, most) who tend to tackle these items on the plane ride there, don’t stress. There’s still time to make the most of HR Technology Conference 2019 with our tips:
When you hear the term “digital employee experience” your mind likely conjures an image of an employee curled up on her couch, computer propped up on her lap. That would be only partially accurate, because the digital employee experience applies to all employees, not just remote workers.
By now, you’d be hard pressed to find an HR leader who dismisses the urgency around transformation. According to research by KPMG, 70% of HR executives recognize the need for workforce transformation—but the same study also showed that only 37% of executives feel “very confident” about HR’s actual ability to transform. It's understandable. Completely upheaving processes, tools and job responsibilities is a complicated, precarious project (but it can be done). To gain some perspective on the thorny aspects of HR transformation, I sat down with Rémi Malenfant, HR4HR Enablement Partner at PeopleDoc. He works with HR leaders on their transformation strategies by drawing on more than a decade of experience as both a practitioner and change consultant. Read what he had to say about some common HR transformation challenges (or scroll down to watch the video):
Paper HR forms are certainly not convenient or efficient—anyone can agree to that. But did you ever consider them an impediment to employee safety? This was the case for Michelle Morris, Director, HR Payroll and Administration at Total American Services, when a pivotal event led her to proclaim, “That’s enough of paper forms.”
By now, you’ve likely heard of the term “design thinking.” Organizations such as Apple, Coca-Cola, IBM, Nike, and Proctor & Gamble use design thinking and they have been found to outperform their peers by over 200%. To better understand the design thinking process and how HR can apply it, we turned to our partners at NGA Human Resources. Here’s what Emilie Fages, Design Thinking and Employee Experience Manager, and Patrick Gaspardo, Marketing Director for France, had to say in response to frequently asked questions about design thinking in HR:
With 30,000 employees located across all 7 continents, Dana LaBarnes, Senior Director of Global HR Shared Services at NCR, has his work cut out for him. Consider how many different employee record retention guidelines his team must manage—and the fines associated with letting just one document slip through the cracks. It’s not a risk NCR (nor any company) can afford to take. To stay on top of the various document retention schedules for his geographically diverse employee population, Dana needed to find a digital solution. In this video, he explains how he made his decision: