Reeling in Employees with Rewards


Posted by Peter DeBellis on July 19, 2018.

Does your organization reward employees for their work? Of course! But for many companies, the “how” fails to extend (or barely extends) beyond compensation and basic benefits. Those foundational elements may have been ample in the past, but in today’s increasingly competitive job market, offering just the minimum is probably not enough to attract, retain, and motivate the talent your organization needs to thrive.

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Starting Off on the Right Foot: Onboarding


Posted by Robin Erickson on June 27, 2018.

Have your organization’s employees ever told you that their onboarding experience supported them throughout their entire career? Probably not. That’s because the typical onboarding process is often confused with “orientation,” a two- or three-day whirlwind of compliance-related paperwork, team exercises, and administrative tasks. After this exhausting experience, which is hardly memorable, the new employee is often left to his or her own devices—and may look for a new job within a few months.

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Act I for Employee Experience: The Candidate Journey


Posted by Robin Erickson on June 26, 2018.

Top-performing organizations should embrace the first opportunity with candidates as part of their overall plan to engage employees throughout their entire tenure and beyond. Employee experience begins with prospective employers making initial contacts memorably positive for candidates and putting their “best foot forward.”1 But this isn’t easy. Today’s job candidates have high expectations for how prospective employers should interact with them. Candidates have more power than ever to learn about, evaluate, and share positive and negative information about prospective employers through social media.

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Deconstructing Employee Experience

Posted by Madhura Chakrabarti on June 25, 2018.

Business and HR leaders are acutely aware of the importance of employee experience and the influential effect it has on organizational performance and results. Eighty percent of the HR and business leaders who participated in the Deloitte 2017 Human Capital Trends survey said that employee experience was “important” or “very important” to them. The problem: Only about one in five respondents (22 percent) said their organization was “excellent” at establishing a differentiated employee experience.1

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Design thinking meets HR Operational Services

Posted by Kraig Eaton, Mustaque Ali, Maribeth Sivak and Kelyse McKeon on April 11, 2017.

As organizations strive to build a differentiated employee experience to drive engagement, growth, and a Simply Irresistible Organization™ , HR can take the lead by architecting and stewarding the HR customer experience by rethinking how HR work happens. Transitioning from cost-focused HR Shared Services to experience-focused HR Operational Services is on many HR agendas. But how do you make this shift happen? The answer may lie in applying design thinking to shape an effective, intuitive, and engaging HR customer experience.

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HR your way

How the next-generation digital workplace can power a deeply personalized HR customer experience

HR your way

Posted by Michael Gretczko and Daniel John Roddy on March 09, 2017.

Business disruption is rampant—new business models, new technologies, a challenging economic environment, and the overall quickening pace of business are all disruptive to “business as usual.” Workforce demographics and trends—retiring boomers, high-expectation millennials, workforce-on-demand models, team-based work—are another disruption. It is incumbent on HR to find ways to “hack” these disruptions for their customers, leveraging the digital workplace to customize the HR customer experience according to each individual’s unique needs in the face of this almost constant change.

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Design thinking meets the HR operating model

Crafting the employee experience: An ongoing series

Posted by Arthur Mazor, Jeff Mike, Maribeth Sivak, and Zain Premji on February 22, 2017.

After careful planning, you launch your new HR operating model and the response from HR’s customers— candidates, employees, leaders, and others—is not what you had hoped for. What went wrong? It may be that your HR customers feel the new model doesn’t address what they feel is needed to enhance their experience or ease their work. Design thinking takes this into account up front, so you can craft how your company engages HR customers with compelling experiences at every point of interaction. By doing so you can generate higher customer engagement and satisfaction while also increasing HR’s alignment with the business and contributing to its strategies—a true high-impact approach.

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