1.
Hearts and Minds: Engaging Employees
Communicating Employee Value Proposition
Using Leading Indicators to manage employee
engagement

2.
TOP PERFORMING COMPANIES BUILD LOYALTY TO
AN EMPLOYEE THE SAME WAY A CONSUMER
BRAND BUILDS LOYALTY TO A PRODUCT
(Towers Watson 2007/2008
Communication ROI Study Report)

3.
Measuring Performance*
Analytics-driven organisations outperform
their peers in every metric that matters
*MIT-Sloan Research – 2009-2011

4.
Employee Engagement and Measurement
Effective communication
of EVP and measurement
of its resonance attracts &
retains scarce talent
Real-time measurement
of employee sentiment,
satisfaction&
engagement manages
risk, enables
opportunities with fact-
based planning, decisions
& management of
essential talent pools
Revenue
performance,
market
differentiation,
employer of
choice

5.
Social Business
Hyper connectivity and the
socialisation of business has
created new challenges for
attracting and retaining
employees
People have access to
information and resources that
can help them find new jobs,
evaluate current positions and
understand their market value
Employees are also “gossiping”
about work in the office and
online where social media
outlets provide a place for
individuals to let off steam and
provide positive and negative
feedback
This can impact the opinions of
current and future employees

6.
Employee Value Proposition (EVP)
The EVP is the deal the organisation makes with its employees in
exchange for their skills, knowledge and experience
It should reflect the entire employment benefit and experience and
be aligned to the brand and the organisational values.
Its communication should be consistent, regular and interactive
otherwise there is the risk of employee cynicism, disengagement and
lower productivity or they may leave the organisation completely

7.
Revenue and EVP
Employees are the face of a company. When they are
engaged and committed to the organisation, they are more
likely to deliver the brand promise, service and innovation
This improves market competitiveness, word of mouth
opinions & translates into higher credibility & profitability
Active measurement using lead indicators also significantly
improves an organisation’s performance and
competitiveness

8.
Communicating EVP
Effective brand alignment requires
Human Resources and Marketing to work
together to develop a fully integrated
and aligned employee and customer
experience
Communicating and delivering on the
EVP helps identify, engage and retain
critical workforce segments
This requires personalised & customised
communications on the company’s vision
for its future success, opportunities,
expectations, encouraging feedback on
the strategies, goals, products, services,
procedures and processes. Intrinsic to
this is the organisational value and
culture
In the same way that the organisation
communicates with its customers and
shareholders, it must similarly
respectfully communicate with its
employees

9.
Measuring Engagement
A considerable amount of data
within the organisation only has
value for historical purposes
A performance management
system that contains only end of
period, or lagging metrics is
missing the crucial element of how
you expect to drive future value -
the predictive measures vital in
generating strategic success.
An important question to ask
when creating a performance
management system is: What are
the leading indicators you believe
will propel your future success?
The exercise of critically examining
your business and identifying
activities key to driving future
value creates benefits in enhanced
knowledge and enhanced results.

10.
Implementing Effective EVP:
Connect, communicate & measure
Plan
• Insights
• Competitive Scan
• Segmentation,
personalisation
and
customisation
requirements by
employee type
Build
• EVP Framework
• Gap Analysis and
Priorities
• Socialisation
Implement
• Metrics and
Communications
Framework
• Individual and
Group
Management
Dashboards
• Creative
articulation of
messaging and
channels
Improve
• Lag metrics to
fine tune
framework
• Lead metrics to
fine tune
messaging
• Lead metrics to
empower

11.
The Importance of Measurement to Improve
Every metric, whether it is
used explicitly to influence
behaviour, to evaluate future
strategies, or simply to take
stock, will affect actions and
decisions
Employees empowered with
metrics they can influence
are more engaged, satisfied
and committed to an
organisation

12.
Good metrics are...
Clearly measured,
quantified and easily
influenced by the individual
activities and the
organisation
Of fundamental
importance in gaining
competitive advantage or a
make or break component
in the success or failure
Provide leading
information on future
performance and potential
in your market

13.
What to do next?
Outline potential issues &
discuss current state
Workshop to engage stakeholders, determine current
state and identify gaps
Framework outline development supported by key
metric development – lag and lead
Small group and key stakeholder testing and
feedback
Implementation schedule, dashboard presentment
and fine tuning

14.
Analysis, Workshops, Implementation
Advanced Analytics Quotient
• Leading
• Lag
• Predictive
• Line of sight application
Advanced analytics - Steps
• How does your business work?
• How do you want to measure it,
understand it and predict what will
happen next?
Data Flows Workshop
• Business strategies & objectives
• Project Roadmap
• Information Infrastructure
• Governance of data management &
tools
Social Business Quotient
• Internal
• External
• Governance
• Measurement
• Culture
Social Business - Steps
• Social Business Quotient
• 10 steps to social business maturity
• Social Business Development
workshop
Engaging customers as
individuals
• Customer Intimacy Quotient
• Customer Experience Mapping
• Unlocking the potential: Behaviours,
content, conversations, business rules
Engaging Employees as
Individuals
• Employee Engagement Quotient
• Employee Analytical quotient
• Organisational Analytical Culture
Quotient
Fact driven talent
management
• Five steps to organisational EVP
alignment and Social connectivity
• Metrics that matter to “me” – line of
sight performance

15.
Let’s start a conversation
Michele Berkhout
Michele Berkhout©