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Shaping your Employee Experience through Design Thinking

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We define employee experience as seeing the world through the eyes of our employees and staying connected to their wants and needs, so they are committed to the larger business goals and results.

As the war for talent heats up, many companies have appointed a Head of Employee Experience and are developing a strategy to create an employee experience which takes into account the physical environment employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work.

HR leaders are leading this effort by reaching outside of the HR function to partner with Marketing and Internal Communications in order to create one seamless employee and customer experience. Making the workplace an experience allows companies to embed their culture and values in the workplace and use this to recruit and retain top talent.

In this slideshare you learn about employee experience, why it is so important to put your people first and what the (new) role of HR is.

Sara Coene is Organisational Change Coach, Employee Experience Designer and Design Thinking Facilitator supporting organizations and leaders in their change, with strong focus on team dynamics and development, using co-creation, visual design tools and insights from behavioral science. She is currently working as strategy designer & managing partner at Bedenk, a Belgium based business creativity agency making organizations futureproof.

Veröffentlicht in: Business
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Shaping your Employee Experience through Design Thinking

  1. 1. Shaping the Employee Experience through DESIGN THINKING By @saracoene Founder www.changedesigners.eu
  2. 2. Employee Experience Design sits at the intersection of HR and Marketing, Psychology & Design Thinking Empathy and Creativity
  3. 3. Trending? 51 results… in Belgium Trending in US, still small in Europe, but quickly taking off.
  4. 4. 2016: Head of HR => Head of Employee Experience
  5. 5. Employee Experience TALENT MANAGEM ENT PERKS TEAM BUILDING It’s not equal to EE, but can be part of it.
  6. 6. Employee Experience = The sum of all experiences employees have in the organization in which they work, across the employee lifecycle , shaped by the organization’s culture.
  7. 7. Employee Experience = The sum of all experiences employees have in the organization in which they work, across the employee lifecycle , shaped by the organization’s culture.
  8. 8. Employee Experience = The sum of all experiences employees have in the organization in which they work, across the employee lifecycle , shaped by the organization’s culture. It’s about CULTURE (technology, workplace, leadership & meaningful work)
  9. 9. Employee Experience = The sum of all experiences employees have in the organization in which they work, across the employee lifecycle , shaped by the organization’s culture. Discovering & Unlocking the full potential of employees Across the employee lifecycle; Seen from the employee’s perspective instead of internal processes.
  10. 10. HR as a Service Not based on internal processes as a service to the business (alone) But a service to employees & candidates Onboarding Awesome workplaces Best Technology Development Opportunities Autonomy Right PerksCo-creation …
  11. 11. We moved from an employer-driven to a candidate- driven job market In the past people were just happy to have a job and job security
  12. 12. MOBILE & CONNECTED WORKFORCE Today’s employees are seeking jobs where they can co-create with colleagues, embrace flexibility and be exposed to new development opportunities. They want gamified collaboration software, they want to share multimedia, be connected all the time.
  13. 13. TRANSPARENCY New platforms make it easy for past employees, freelancers and interns to share their employee experience
  14. 14. HIGH DEMAND FOR SPECIFIC SKILLS To attract and keep talent, managers will need to invest in their well-being, they expect more than before from a company. 86% of companies globally cite ‘gaps in their leadership pipeline’ as one of their top 3 issues
  15. 15. CHANGING EXPECTATIONS OF (YOUNGER) WORKFORCE managing expectations of a multi-generation digital workforce: purpose, opportunity to grow, being taken care of…
  16. 16. CHANGE IN MANAGEMENT THINKING Source: Josh Bersin – Bersin by Deloitte, 2015
  17. 17. DIGITALIZATION OF PROCESSES Digital technology is transforming how people work—demanding a fundamentally different HR strategy. Modern HR teams use multiple tools (culture/productivity tools/platforms)
  18. 18. WHY IS A GREAT EMPLOYEE EXPERIENCE IMPORTANT? Attract, Retain & Grow Talent Support The Digital Transformation Drive Customer Centricity
  19. 19. More of the same isn’t going to cut it. Employers need to update their HR practices. Taking a more holistic view.
  20. 20. A candidate driven job market requires moving from efficiency driven processes to the design of compelling employee experiences. Creating daily positive experiences Transform company culture Drive Employee Engagement
  21. 21. CX = EX B u i l d i n g a Cu l t u r e o f En g a g e m e n t Why would a talented candidate want to work in our company? How do we retaiN our engaged employees? When you work on EE, there are 2 important questions to ask!
  22. 22. It’s time to look at HR from a different perspective. The perspective of the employee. Using DESIGN THINKING.
  23. 23. WHAT WE DO Our purpose is to help you build internal change and innovation capabilities so you’re ready to navigate complexity and positively engage in an uncertain world, together with your teams. We use techniques like Design Thinking, Creative Problem Solving, Gamestorming and Lean to engage your people in the execution of your strategy and change, through co-creation of business strategies and solutions.
  24. 24. Great employee experiences don’t happen by chance. They are thoughtfully designed, just like great customer experiences.
  25. 25. Design Thinking = Creative, Solution & User-Focused Problem Solving
  26. 26. Design Thinking is a systematic, more collaborative and human-centered approach to problem solving.
  27. 27. Principles of Design Thinking HOLISTIC APPROACH HUMAN- CENTERED CO- CREATIVE TANGIBLE ITERATIVE
  28. 28. Cisco Hackathon Cisco organised a HR Breakathon with the slogan: "In 24 hours HR will never be the same". The purpose was the creation of a sharper HR department in which silo’s, timezones and cultural obstacles sease to exist. That way innovative HR solutions can get space. Design Thinking helps HR to reinvent itself
  29. 29. LinkedIn Hackdays Design Thinking focuses on Employee Experience LinkedIn organised a 6 week program with 1000 participants from Linkedin but also Facebook, Google and other Silicon Valley companies. Main focus was to find solutions for specific issues around low employee engagement of interns.
  30. 30. Citrix Design Thinking Design Thinking helps HR to feed company wide innovation Citrix started with initiatives within their product organisation, but soon figured out that the scaling up of Design Thinking throughout the organisation was the way forward. Because it is very much applicable to everything they do.
  31. 31. Designing the AirBnB Candidate Design Thinking helps HR to problem solve Airbnb grew heavily and this hyper-growth was taking its toll. “Candidates were falling through the cracks”. They mapped out the ideal process from both the candidate and the hiring team perspectives.
  32. 32. The Design Thinking Process
  33. 33. Possible Outcomes Zappos had to reject 99% of applicants when hiring. To positively deal with this, they invented Zappos insider, ditching the idea of applying to a specific job posting and instead focusing on developing long-term relationships with potential applicants
  34. 34. Possible Outcomes This team developed and presented ‘Infinite,’ a strategy and personalized mobile app that maximizes intern engagement through machine learning and increases the conversion of interns to full-time hires.
  35. 35. 1. Define your focus by using the Employee Life Cycle 2. Form cross-functional teams 3. Map the Employee Journey(s) based on Personas 4. Design the desired Employee Experience 5. Define the main challenges 6. Solve your challenges 7. Prototype & Test Solutions 8. Implement new concepts 9. Learn what works and what doesn't 10. Continuously Improve your solutions 10 steps to a great Employee Experience Twitter: @saracoene
  36. 36. What has changed for HR? Scope of responsibility of the HR-team Recruitment Career development Risk management Compensation & benefits Performance management administration Culture Technology Organisational Design More diverse profiles are entering HR
  37. 37. What has changed for HR? + supported by more tech-orientated HR teams Using and ‘playing’ with multiple tools Peakon automatically collects employee feedback, analyses it, and then delivers you back the insights you need to improve your business. In real time.
  38. 38. Main skills of the Design Driven HR-Manager
  39. 39. Evolution in Focus from Exploitation to Design Twitter: @saracoene
  40. 40. Learning by Doing: • The key stages in the Design Thinking innovation process • Practice key methods and tools that you can use immediately to address HR-challenges • Integrate Design Thinking in your work Fall 2017 Design Thinking for HR-Professionals 2day workshop Leave us a message if you want to participate: Sara@changedesigners.eu
  41. 41. WHAT WE DO Our purpose is to help you build internal change and innovation capabilities so you’re ready to navigate complexity and positively engage in an uncertain world, together with your teams. We use techniques like Design Thinking, Creative Problem Solving, Gamestorming and Lean to engage your people in the execution of your strategy and change, through co-creation of business strategies and solutions.

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