how to improve employee attraction, onboarding and … · presentation name 3 how to improve...

PRESENTATION NAME

THE WEBINAR WILL BEGIN SHORTLY…

HOW TO IMPROVE EMPLOYEE

ATTRACTION, ONBOARDING AND RETENTION

WEBINAR3RD JULY 2017

Luke TalbotDirector of Product Marketing Questback

Nicola MatsonDirector of Sales Enablement & SupportQuestback

Rob MossEditorPersonnel Today

PRESENTATION NAME

3

HOW TO IMPROVE EMPLOYEE ATTRACTION, ONBOARDING AND RETENTION Why you need to take an integrated approach to your employee journey

Looking at today’s talent recruitment, productivity and retention challenges

Showing the benefits of listening across the employee journey

Experiences matter more than jobs and

companies

THE WAR FOR TALENTIS OVER… THE TALENT WON

Low barriers to switching

Experiences matter more than jobs and

companies

THE WAR FOR TALENTIS OVER… THE TALENT WON

Low barriers to switching

Experiences matter more than jobs and

companies

Skills shortages

THE WAR FOR TALENTIS OVER… THE TALENT WON

Low barriers to switching

Experiences matter more than jobs and

companies

Skills shortages

THE WAR FOR TALENTIS OVER… THE TALENT WON

RECRUITMENT

ONBOARDING

EXIT

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

THESE EXPERIENCES MAKE GOOD PEOPLE LEAVE

YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

THESE EXPERIENCES MAKE GOOD PEOPLE LEAVE

YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START

Good candidates drop out

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

THESE EXPERIENCES MAKE GOOD PEOPLE LEAVE

YOU GET LESS DISCRETIONARY EFFORT FROM YOUR NEW HIRES IF THEY HAVE A BAD START

Good candidates drop out

$$$1CEB 2014 Global Labour Market Survey2PwC 19th Annual Global CEO Survey

1 in 4Leave within a year1

1 Year’s SalaryThe cost to replace an employee2

RECRUITMENT

ONBOARDING

EXIT

BAD EXPERIENCES MEAN GOOD PEOPLE DROP OUT, IMPACTING REPUTATION AND BRAND, MAKING IT HARD TO ATTRACT!

THESE EXPERIENCES MAKE GOOD PEOPLE LEAVE

POLLWHAT IS YOUR YEAR-ONE ATTRITION

PRESENTATION NAME

22

WE SEE ORGANISATIONS FOCUSING ON EMPLOYEE JOURNEYS TO GET AHEAD

PRESENTATION NAME

COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE

EMPLOYEE JOURNEY

1McKinsey, HBR Webinar September 2013

PRESENTATION NAME

COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE

EMPLOYEE JOURNEY

EXPERIENCE DATA ACROSS ALL TOUCHPOINTS IS OFTEN

IN SILOS AND MEASURED DIFFERENTLY

1McKinsey, HBR Webinar September 2013

PRESENTATION NAME

COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE

EMPLOYEE JOURNEY

EXPERIENCE DATA ACROSS ALL TOUCHPOINTS IS OFTEN

IN SILOS AND MEASURED DIFFERENTLY

MORE THAN ONE PERSON IS RESPONSIBLE FOR THE OVERALL EXPERIENCE

1McKinsey, HBR Webinar September 2013

PRESENTATION NAME

COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE

EMPLOYEE JOURNEY

EXPERIENCE DATA ACROSS ALL TOUCHPOINTS IS OFTEN

IN SILOS AND MEASURED DIFFERENTLY

MORE THAN ONE PERSON IS RESPONSIBLE FOR THE OVERALL EXPERIENCE

1McKinsey, HBR Webinar September 2013

PERCEPTIONS AND DECISIONS ARE MADE OVER

MULTIPLE RATHER THAN SINGLE TOUCHPOINTS

PRESENTATION NAME

COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE

EMPLOYEE JOURNEY

EXPERIENCE DATA ACROSS ALL TOUCHPOINTS IS OFTEN

IN SILOS AND MEASURED DIFFERENTLY

MORE THAN ONE PERSON IS RESPONSIBLE FOR THE OVERALL EXPERIENCE

1McKinsey, HBR Webinar September 2013

PERCEPTIONS AND DECISIONS ARE MADE OVER

MULTIPLE RATHER THAN SINGLE TOUCHPOINTS

JOURNEYS ARE 30%MORE STRONGLY CORRELATED TO BUSINESS OUTCOMES1

PRESENTATION NAME

COMPANIES FACE CHALLENGES IN DELIVERING A FULL END-TO-END EXPERIENCE

EMPLOYEE JOURNEY

YOU NEED TO TREAT YOUR EMPLOYEES MORE LIKE

CONSUMERS TODAY

EXPERIENCE DATA ACROSS ALL TOUCHPOINTS IS OFTEN

IN SILOS AND MEASURED DIFFERENTLY

MORE THAN ONE PERSON IS RESPONSIBLE FOR THE OVERALL EXPERIENCE

1McKinsey, HBR Webinar September 2013

PERCEPTIONS AND DECISIONS ARE MADE OVER

MULTIPLE RATHER THAN SINGLE TOUCHPOINTS

JOURNEYS ARE 30%MORE STRONGLY CORRELATED TO BUSINESS OUTCOMES1

PRESENTATION NAME

BEST PRACTICE ACROSS THE WHOLE JOURNEY

654321

INTERVIEW DROPOUT ENTRYONBOARDING

PHASE 1 EXITONBOARDING PHASE 2

TOUCHPOINT SURVEY

PRESENTATION NAME

BEST PRACTICE ACROSS THE WHOLE JOURNEY

654321

INTERVIEW DROPOUT ENTRYONBOARDING

PHASE 1 EXITONBOARDING PHASE 2

TOUCHPOINT SURVEY

CORE QUESTIONSConsistent Model

PRESENTATION NAME

BEST PRACTICE ACROSS THE WHOLE JOURNEY

654321

INTERVIEW DROPOUT ENTRYONBOARDING

PHASE 1 EXITONBOARDING PHASE 2

TOUCHPOINT SURVEY

CORE QUESTIONSConsistent Model

PROCESS SPECIFIC QUESTIONSProcess experienceProcess efficiency

OPTIONAL QUESTIONSOrganisational characteristics

Goals, values, demands

PRESENTATION NAME

BEST PRACTICE ACROSS THE WHOLE JOURNEY

654321

INTERVIEW DROPOUT ENTRYONBOARDING

PHASE 1 EXITONBOARDING PHASE 2

TOUCHPOINT SURVEY

CORE QUESTIONSConsistent Model

PROCESS SPECIFIC QUESTIONSProcess experienceProcess efficiency

OPTIONAL QUESTIONSOrganisational characteristics

Goals, values, demandsProcessBased

PRESENTATION NAME

JOURNEY: “I AM APPLYING FOR A JOB AT THE COMPANY” (RECRUITMENT & ENTRY)

CONSIDERINGscreens job portalsseeks info from own

networkis approached by recruiters

gets referrals

ENTRY, transition to onboarding

journey

PHONE SCREENINGschedules phone call

prepares talking about career prepares own questions

has the call & agrees next steps

INTERVIEWS HR/SUPERVISOR/TEAMschedules interviews

prepares for interview & evtl. case studies

has the interview & agrees next steps

OFFERreceives offer

explores and compares with expectations and other offersseeks assistance from own

network or experts

NEGOTIATINGidentifies key areas of disagreement

discusses options comes to agreement

HIRINGaccepts the offer

signs the contract

agrees next steps

BACKGROUND SCREENING

provides referralsfacilitates background

screening follows up with referrals

1 3 7

8

9

104 5 6

APPLYINGidentifies documents needed

prepares CV and other documents

applies via portal or directly

2

11

POLLDO YOU CAPTURE FEEDBACK DURING RECRUITMENT PROCESS?

EARLY WARNINGS AND TRENDS ALLOW INDIVIDUAL INTERVENTIONS – “REACT FAST”, AND ORGANISATIONAL

INTERVENTIONS – “FIX IT FOR GOOD”

EARLY WARNINGS AND TRENDS ALLOW INDIVIDUAL INTERVENTIONS – “REACT FAST”, AND ORGANISATIONAL

INTERVENTIONS – “FIX IT FOR GOOD”

50%Tell their network about a positive experience1

Indicators of poor candidate experience

EARLY WARNINGS AND TRENDS ALLOW INDIVIDUAL INTERVENTIONS – “REACT FAST”, AND ORGANISATIONAL

INTERVENTIONS – “FIX IT FOR GOOD”

50%Tell their network about a positive experience1

Indicators of poor candidate experience

15%More discretionary effort from candidates who had a good experience2

Indicators of low productivity

EARLY WARNINGS AND TRENDS ALLOW INDIVIDUAL INTERVENTIONS – “REACT FAST”, AND ORGANISATIONAL

INTERVENTIONS – “FIX IT FOR GOOD”

12014 CandE Report, The Talent Board2CEB 2014 Global Labour Market Survey3CEB 2014 Global Labour Market Survey

50%Tell their network about a positive experience1

Indicators of poor candidate experience

15%More discretionary effort from candidates who had a good experience2

Indicators of low productivity

38%Increase in new hires ‘intent to stay’3

Indicators of risk ofchurn

QUESTIONS

PRESENTATION NAME

Powering Transformation Through Feedback

THANKS FOR ATTENDING!