Know your Employee Value Proposition (EVP)

Think of the EVP as the ultimate packaging and internal branding to attract and retain the right people. An EVP spans the unique set of benefits that an employee receives in return for the skills, capabilities, and experience they bring to a company. The traditional and most obvious elements of an EVP include pay and benefits and professional career development.  like flexibility, purpose and sustainability are important additions, but are fast emerging as a “given” and will not be a major differentiator. So, what will?

Put people first

The employee experience is individualised depending on gender and age. What’s compelling for staff in the workforce for one year are different to those for 20 years, so policies must be flexible enough to meet each employee’s unique circumstances. Would your company’s leave policy adequately cater for an employee that needs to take six weeks off for surgery if they have only been with the company a few weeks or months?

51ˇçÁ÷is exploring how organizations worldwide are adopting “people sustainability.” 51ˇçÁ÷defines people sustainability as the intersection of employee engagement, empowerment, and corporate responsibility. Of the three pillars of sustainability—People, Planet and Profit—the People pillar has less priority. However, recent research from IDC confirms this attitude is changing, as the People pillar is growing in importance to an organizations’ future success. Other highlights from the IDC Research include:

• 86% of over 3500 full-time employees and business leaders across the globe believed investments in people sustainability could drive positive economic and environmental sustainability outcomes.
• 76% of organizations found it more valuable to address people sustainability topics strategically and with a unified approach and respondents expected to see improvement in key business outcomes i
• 72% expect better financial performance, 78% expect better employee job satisfaction and 77% expect better employee engagement.

The role of Intelligent Tech

Just as HR policies need to support putting people at the center of the business so do the appropriate tools. Providing employees personalized experiences through intelligent technologies was viewed by companies as a way to positively impact employee experience but employees were yet to see the personalisation aspect in the technology they used every day according to an 

The research aims to understand how organizations can create the right conditions so that intelligent technologies such as Artificial Intelligence (AI) and Machine Learning (ML) enhance the employee experience, rather than detract from it. Employee experience was found to be rated the second important motivation by HR Leaders globally for moving up the intelligent technology maturity curve after Business Sustainability.

Both HR Leaders and employees considered learning new skills, development opportunities and HR self-service use cases as positive applications of intelligent technologies. However, HR also identified recruiting and career pathing as high priorities for current and future Artificial Intelligence (AI) implementation, but employees had less positive reactions to these use cases, implying opportunity for personalized technologies that accelerate talent development and help make people sustainability a tangible outcome for organisations.

The critical the role of people managers

In a hybrid work environment, an employee’s connection to their manager may be stronger than their connection to the organization. Continuously train and support management in their ever-changing journey as both an employee and manager. And while employers can create and execute on company strategies to create a fulfilling employee experience, meaningful connections to employees and understanding individual needs are critical in creating a healthier and more profitable organization.

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However, the role of the people manager and the competencies required to effectively lead others in a hybrid workplace is emerging as a critical topic that businesses must address to ensure organisational success in the future.

According to Gartner the changing role of the manager is one of the top that greatly impacts the employee experience post Covid-19 and ‘Enabling managers to manage a hybrid workforce’ and ‘Upskilling leaders to lead in a hybrid environment’ are top challenges when setting strategy for a hybrid workforce.

What’s changed and what’s the big deal?
analysis of HR business press trends shows the awareness of a new viewpoint on the competencies required. Noting the pandemic has extended both the organisations and leaders’ roles to be more emotionally supportive of their employees, with managers expected to support their team members as whole people with passions, aspirations, and preferences, rather than just workers with a set of skills.

As a result, people managers must balance being an advocate for their team members’ needs while also meeting the expectations of executive leadership and upper management, with this balancing act more pronounced in a remote or hybrid environments.

When you consider that Management can be viewed as ‘managing the work’ – controlling a group or a set of entities to accomplish a goal and not necessarily about the people, you being to realise the potential magnitude of the task. Leadership in comparison is characterised as an individual’s ability to influence, motivate, and enable others to contribute toward organisational success.

In a hybrid environment with fewer opportunities for spontaneous in-person interactions, a workers’ connection to their manager may be stronger than their connection to the organisation as a whole, it follows that the manager-employee relationship is critical in shaping the employee experience and connection to the organisation.

How can you support your managers to make the transition?
The 51ˇçÁ÷SuccessFactors analysis provides a perspective and fledgling insights on the skills required and the role HR Practitioners and HR Technology can play in assisting both existing managers of people in making this transition to be holistically supportive of team members’ work and non-work experiences and in the selection of future managers of people.

HR needs to come to the fore
Analysis of how leadership and management roles have changed in the organisation should be undertaken by HR and reflected in updated job descriptions, performance management criteria, and succession-planning practices.

For example, rethinking the role of management in the employee journey not as a necessary step in the career ladder recognising that not everyone should or wants to be a people manager, but rather organisations that focus more on identifying and developing the most effective and supportive people managers will create better teams and a better culture. Proactively addressing people manager burnout from having to quickly learn new and complex management skills is also identified as a well-being action item for HR.

Technology can be your friend and your foe
While it would seem obvious that the effective use of to support processes virtually which have historically been in person, such as performance and succession planning roundtable discussions is a must; As is ‘freeing up’ People managers time to be more supportive of employees by automating administrative tasks, increasing automation also places more emphasis on certain “human-centered” skills, such as empathy which remain central to leader’s role and arguably even increase in importance in a hybrid workplace.

Human Centred Skills are a must
People Managers can no longer manage just for performance they must also manage for experience. The Human-centric skills that are generally associated with impacting workforce health and operations include empathy, agility, creativity, persuasion, collaboration, adaptability and emotional intelligence. Gartner suggests that equipping leaders for the Hybrid workplace is a key area of opportunity for organisations to evolve their approach towards Human Leadership, where leaders are:

Authentic – Act with purpose and enable true self-expression, for both themselves and their teams.

Empathetic – Show genuine care, respect and concern for employees’ well-being.

Adaptive – Enable flexibility and support that fit team members’ unique needs.

Recruiting, promoting, and managing employees with human centred skills which reflect personal characteristics in addition to experience, however, raises further challenges to ensure these processes do not promote inequity.

It is clear that in a Hybrid workplace all people manager roles need to be more emotionally supportive of their employees. The transition to Human Leadership should be part of your company’s strategy to support long term hybrid working. Although this change was borne of the pandemic, an evolution to Human Leadership is a change that will benefit us all, employees, managers, and leaders and above all humanity.

Interested in sharing your company’s perspective on the Transformation of People Management? Our is looking for Customers to participate in our research study. Or continue the discussion by joining us at in on 30 August and on 6 September or on 30 August.

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Flexibility
From an employment perspective we have already seen the lack of flexibility play out as the great resignation. Employers need to be more flexible supporting staff to step outside their normal job role and engage in dynamic teams supported by the concept of personalisation through the ‘whole self-model’, where companies make it possible for employees to share more than just skills and competencies – but also individual work styles, aspirations, motivations and learning preferences.

Another example is customised benefit packages like SAP’s global “” program. According to Debbie Rigger, Head of Human Resources at 51ˇçÁ÷ANZ, 51ˇçÁ÷has always provided workplace flexibility.

“What we needed to do was package this up into a program that our people could relate to and one where everyone can run at their personal best,” said Rigger.” Our Pledge to Flex program has provided a trust-based environment empowering our people to choose how, when and where they work based on individual choices.”

Purpose
Brands are recognising the importance and role they can play in uplifting people during times of uncertainty. In this context employees are also re-evaluating their lives and work, and many now expect their jobs to be a significant source of purpose in their lives.

A recent report indicates that people who live their purpose at work are more productive than people who don’t; they are also healthier, more resilient, and more likely to stay at the company and when employees feel that their purpose is aligned with the organisation’s purpose.

The benefits expand to include stronger employee engagement, heightened loyalty, and a greater willingness to recommend the company to others. contribution. Processes that allow employees to document and track their contribution linked to compensation processes should be a habit at your company.

McKinsey identified a ‘purpose hierarchy gap’ with executives nearly eight times more likely to say their purpose is fulfilled by work and nearly three times more likely to say they rely on work for purpose than others.

In exploring this gap further, McKinsey found that frontline managers and employees are ten times less likely than management-level colleagues to say that they’d had opportunities to reflect on their purpose, and nine times less likely to say that they’d had a manager foster opportunities for them to work on purposeful projects.

Highlighting the importance of providing all staff the time to reflect on their own sense of purpose, and how it connects to the company’s purpose, concluding that when this is provided employees are nearly three times more likely to feel their purpose is fulfilled at work.

Sustainability
Environmental, Social and Governance (ESG) regulation is no longer a question of ‘if’ but ‘when’ and ‘to what extent’. Australian regulators including are looking at Enterprise Sustainability Goals credentials and released affecting banks, insurers and superannuation trustees and is undertaking a Climate Vulnerability Assessment (CVA) of Australian banks, with results to be released this year.

has noted and commenced a review of ESG-focused financial products and will consider action ranging from engagement to enforcement. ASIC is also continuing to monitor net zero statements in both fundraising documents and in the market generally and will take regulatory action where warranted.

Employers must be ready to be held accountable and be prepared to produce key performance metrics related to the organisations’ purpose statement including ethical efforts through and ESG goals, and the

found that high-growth brands put a premium on accountability, with 93% indicating that they have established key performance metrics related to their purpose statement (versus 72% of negative-growth organisations) such metrics include those pertaining to product portfolio measurements (50%); diversity, equity, and inclusion (47%); and the employee review process (44%).

As we are encouraged to bring our ‘ to work, understanding of these key global trends and their applicability to the workplace provides employers insights to assist in refining their people strategies. Is your company ready?

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Even so, many companies have either not invested in human capital analytics or fully realised the expected impact of past investments. A recent Harvard Business Review (HBR) study revealed how HR can build a workforce analytics strategy that uses people data to inform talent and company-wide decisions.

Start with a strategy for using HR and people data

To be valuable, HR data analysis must be geared toward answering a specific question. Such questions can be extrapolated from the five main types of actions McKinsey identified that companies would need to take in building the workforce of the future.

Retrain: What are the specific employee skills that we need to increase proficiency in, or do we need to focus on new skills?

Redeploy: Do we need to shift parts of our workforce by redefining work tasks or redesigning processes?

Hire: Do we need to acquire individuals or teams with the requisite skills, increasing the workforce?

Contract: Do we need to leverage external workers, such as contractors, freelancers, or temporary workers?

Release: What skills are no longer needed? Can we remove skills not needed by freezing new hiring, waiting for normal attrition and retirement, or in some cases, laying off workers?

Connecting people data analytics to a clearly identified business process, goal, or metric yields the greatest operational benefits and business value. The HBR study also found that digital companies were front-runners when it came to adopting automated techniques for the talent chase, and analysing HR data to retain their highly skilled and mobile workforce.

Continuously analyse HR data in business context

Too often, people data remains siloed in HR systems and used primarily by HR departments. In the HBR study, 89 percent of the 180 executives surveyed said that HR or people data was most valuable to an organisation when combined and analysed in conjunction with financial, operational, and other enterprise data. What’s more, 92 percent of respondents believed that all business leaders ─ not just HR executives ─ needed to review and analyse HR data.

The study found that the business benefits of sharing people data company-wide included faster visibility to better predict hiring and retention needs, improved budgeting and planning capabilities, greater agility in staffing projects, and the ability to proactively address potential hiring compliance.

For example, the Coca-Cola Company’s Botting Investments Group (BIG) data strategy focuses on a platform that integrates and analyses HR data daily to identify reasons for attrition, including the trend amongst “millennials moving in and out, and not just assume they’ll stay for five years or miss the opportunity to give them a better package and get them to stay longer. These are the questions we want to answer. We want to see the bigger picture. That’s the kind of HR department the enterprise needs, and HR wants to be.”

Be prepared to make organisational and tech changes

Embedding analytical capabilities and recommendations into the organisation’s decision-making processes and workflows increases both the accessibility and actionability of people analytics.

Perhaps most importantly, we need to recognise that while the fundamental business of running a business hasn’t changed with the balance sheet the ultimate measurement tool, the role of HR has significantly transformed from administrative transactional processor to strategic advisor. This transformation is still, in part, aspirational at many organisations today. It’s time to jettison long-held perceptions about HR as just a cost center. Senior leadership and every business team including HR need to get on board with modern workforce analytics. Using integrated HR and people data will allow organisations to link both the people and finance perspectives in all mission-critical decisions, operations, and planning ─ a must for survival for organisations both today and of the future.

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Employing a workforce that is truly representative of the communities a company touches through its products and services may benefit the bottom line. In fact, research reveals a strong for DE&I initiatives that can positively impact employee culture, and resilience, and even deliver tangible business benefits margins and cashflow per employee.

Addressing unconscious bias

Unconscious biases, also known as implicit biases, are the underlying attitudes and stereotypes that people unconsciously attribute to another person or group of people, affecting how they understand and engage with a person or group. These stereotypes in our subconscious impact decision-making processes company-wide, and can lead to unequal and non-inclusive workplaces. For example, the universal lack of females in senior positions globally, regardless of industry and the gender pay gap, is largely attributed to unconscious bias.

Each step of the employee life cycle has the potential for unconscious bias, negating the most well intentioned DE&I targets. The talent acquisition process, for example, is the most critical in securing a diverse workforce, beginning with the job role definition. Inconsistent definition of job roles and the inclusion of non-essential requirements limits the candidates who will apply. People may self-select themselves out of the candidate pool because the language doesn’t encourage them to apply. To attract a gender balanced talent pool, make sure the position description has gender neutral language and the career site reflects inclusive messages and images.

For example, , a global manufacturer in the industrial machinery and components industry, has put diversity and inclusion at the heart of its global talent strategy, using technology to bring more women, veterans, and other under-represented communities into their traditionally-male dominated workforce. The company created a dedicated landing page on its career site to showcase its Women@Terex initiative. Similarly, , displays the various awards and recognition they have received for their DEI initiatives on its career site.

Prevent talent bias at the point of decision

Core HR and recruitment technology solutions, including AI such as machine learning, can address DE&I issues. AI-based software platforms that are both data-driven and taught to ignore traditional prejudices rely on algorithms that prevent historical patterns of underrepresentation. These platforms can support the full range of talent processes, including who to hire, and how to manage them, as well as development, rewards, and promotions. The objective is to detect and mitigate bias at the decision-making step. For example, SAP’s Business Beyond Bias initiative helps customers use 51ˇçÁ÷SuccessFactors to eliminate inherent biases around age, race and ethnicity, as well as differently-abled individuals, and LGBTQ+ communities.

, an international food company committed to conserving the goodness of nature, relies on the creativity and imagination of its people to stay ahead of competitors. The Hero Group attributes the deployment of technology to support its performance and goals process as having “enabled us to establish an open culture that feeds our employees’ ambitions and supports their development– and ultimately drives our success.”

When it comes to compensation, team salary overviews can spotlight inequities and bias alerts with a calibration tool that analyses historical data, surfacing important information to managers, such as when an employee has not been promoted in over three years despite consistently high performance ratings.

Gaining actionable insights from analytics and metrics

As with any other organisational imperative, DE&I requires a structured approach and regular monitoring and refinement. Analytics reveal meaningful data that we might not otherwise detect. For example, it’s not enough to understand the composition of your workforce. A dashboard that brings together analytics can help managers visualize and forecast diversity trends, highlighting critical diversity metrics and the impact of leadership programs. Companies can create diversity scorecards to benchmark internal trends against external metrics such as industry, location, or other parameters. Pushing diversity data out to managers’ desktops, and providing data relevant to their daily activities at the point of decision through embedded analytics provides transparency and supports actionable insights down the management line.

HR technology is already helping organisations live and work by DE&I practices. Diversity is a reality, but equity and inclusion is a choice, giving business and HR leaders an important role in changing workplace norms for individuals, the company, and the entire community.

Find out more about DE&I strategies at the virtual .

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While the COVID 19 pandemic demonstrated that many organisations great and small could in fact accelerate digital adoption for their customers and employees alike, successfully tackling some of the technological aspects of the future work, the human element still often considered ancillary is equally critical.

What are the Human Factors that organisations need to consider?

Well-being and belonging and ethics were ranked at the top of , with 80 percent and 79 percent of organisations, respectively, considering them fundamental for their success. Recent suggests that these factors are valued even more today post-pandemic; With well-being and belonging falling under the ‘purpose’ umbrella, companies must try to embed meaning into every aspect of work, every day.

And ethics under the ‘perspective’ umbrella, embracing an orientation that focuses on creating future, as well as current value, suggesting companies must pay careful attention to facilitating standards of behaviour and interaction to generate social cohesion, build shared trust and be more cognisant of choices on organisational norms and culture.

Recent research also suggests that remote work in some capacity will remain as an irrevocable consequence of the pandemic, having some employees work outside the office will require reinventing processes and policies reflecting the increased autonomy and flexibility, changes include leveraging small, independent teams, changes to performance management and learning strategies and associated investments and even investments in physical office space as leases expire.

Prior to the pandemic, identified five main types of actions that companies will need to take to build the workforce of the future: retrain, redeploy, hire, contract, and release.

Retrain – Raise the skill levels of employees by teaching them new or more advanced skills.

Redeploy – Shift parts of the workforce by redefining work tasks or redesigning processes.

Hire – Acquire individuals or teams with the requisite skills, increasing the workforce.

Contract – Leverage external workers, such as contractors, freelancers, or temporary workers.

Release– Remove skills not needed by freezing new hiring, waiting for normal attrition and retirement, or, in some cases, laying off workers.

Clearly, building successful workforces of the future will require Leadership and Human Resources to adapt, including a change in mindset and talent strategies to orchestrate the changes. But even with a change in mindset and recognition of the human factors that will shape success in the future:

How do organisations formulate and execute these strategies?

This is the intersection with Technology, business leaders should be considering human capital and technology together not separately. Human experience solutions that allow employees to engage, learn, and connect easily, provide continuous feedback supporting measurement of employee sentiment; And collect and aggregate both qualitative and quantitative data from the many multiple sources both within and external to the organisation and present it as metrics that support actionable insights are crucial.

Organisations of the future must link both the People and Finance perspectives in all mission-critical decisions, operations, and planning. ‘’ outlines how 51ˇçÁ÷solutions can support your organisation to better adapt to the new ways of working. For more Future of Work perspectives please on 24th March.

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is distinct to Customer Experience and can be defined as having four key areas which organisations seeking to understand Employee Experience should address:

• People and Culture – People around me help me thrive at work.
• Workplace Experience – The resources to do my job well.
• Individual Experience – The company cares about me.
• Transition Experience – I can grow through tines of change.

For many companies the path from HCM to HXM may seem a daunting task. Some do take the who reaped the benefits with the most engaged teams boasting higher personnel retention and higher revenue growth per person. We have also observed our customers taking incremental steps.

Sometimes the starting point at an organisation is one of distress. Where experiences including technology experiences are stressful, disjointed, complex, or frustrating for employees. Employees may have difficulty finding what they are looking for, or maybe it is so confusing, the experience leaves them far from feeling valued, (sound familiar)?

Step one is to alleviate the distress, ideally by creating frictionless interactions. Frictionless interactions are experiences where employees find what they need at the right time through the right channel. Basically, finding what you want, when you want it.

The application of the right resources including people (who) process and technology (when and how) are key to providing frictionless experiences. For example, the imbedding of such as AI, machine learning and chat bot functionality to provide suggestions and guidance to employees, supports frictionless experiences and enables employees’ experience at work to be like the experience they have as consumer.

However, even these experiences are really the minimum baseline today and are not enough when it comes to really motivating your workforce.

Moments that Matter, are the events which delight and maybe even inspire. These events could centre on a work experience such as a joining a new team or completing a project or learning achievement. Or they could be of a personal nature such as a leave of absence. Traditionally HR attempted to understand these through an annual employee survey, in keeping with the technology at the time.

However now technology can support an interactive ongoing listening strategy from an employee’s first day and throughout the changes in their career. Supporting and prioritising the moments that matter the most to your workforce is a key part of addressing employee experience.

The holy grail in the maturity shift from HCM to HXM is Sustained Enthusiasm. Where employees are engaged and inspired in their day- to-day work. Sustained enthusiasm is the result of employees at working at their best and is driven bottom up and not pushed down from HR. This requires that all facets of employee experience are addressed.

The bottom line is that employees are not restricted by the environment or the technology around them, but rather freed up to exercise creativity and provide a higher level of customer satisfaction to accelerate business growth.

on how your business can transition to Human Experience Management. Register for the being held on 27th March.

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