How to Foster Culture Continuity During COVID

How to Foster Culture Continuity During COVID

S p o n s o r e d b y

Va n e s s a B r a n g w y n

Chief Customer Officer

Achievers

B r i e H a r v e y

Employee Engagement Evangelist

Achievers

Hello & Welcome

Who is the The Workforce Institute? Team of People Scientists who study how culture

and engagementtranslate into business

outcomes

Agenda:

• Culture Continuity: Why it Matters

• How to Get There

• Key Take-Aways

• Q & A

The variance in how different organizations are being impacted by COVID is vast but most are in cost savings mode

How can we drive employee motivation and retain / attract top talent

with a tight budget?

What is Culture Continuity?

Culture Continuity: the extent to which an organization maintains culture alignment

during a critical event

Culture Alignment: the extent to which a company knows what its cultural values are and

aligns everything it does to those values

Studies from previous economic downturns have left clues about what should matter the most…

During the 08’ crash, Gallup found aligned, highly engaged organizations experienced:

• 12% higher customer advocacy

• 18% higher productivity

• 31% lower employee turnover

Building Engagement in This Economic Crisis: Gallup 2009

The #1 predictor of engagement during COVID is

value alignment

Workforce Institute, 2020 Culture Report

Culture Continuity And Employee Engagement During COVID-19

“In good times engagement is

the difference between being

good and being great. In bad

times, it’s the difference

between surviving and not”

-James Harter, PhD

The 12 Elements of Great Managing. James K. Harter

Organizations simply can not afford disengaged, misaligned employees right now…

But Culture Continuity is something you can control

To build Culture Continuity,

employees must feel seen, heard and

valued

3 Steps to Bui ld Culture Continuity

1. Reinforce values through frequent recognition

2. Embrace employee listening best practices

3. ACT on Feedback

“Recognizing employees is the simplest way to improve morale and employee engagement .”

Employees who were recognized in the last month were:

29% more likely to feel a strong sense of belonging

46% more likely to be highly engaged

Source: Workforce Institute: 2020 Culture Report

Recognition is the Top Driver of Employee Engagement

Harvard Business Review, The Impact of Employee Engagement on Performance

72%

70%

70%

69%

67%

64%

54%

52%

Recognition given for high performers

Individuals have clear understanding of how job contributes to strategy

Senior leadership continually updates/communicates strategy

Business goals communicated company-wide and understood

Individual staff goals aligned with corporate goals

Assessment and performance reviews aligned with corporate goals

Some or all staff pay linked to corporate goal achievement

Training and development organized around corporate goals

Recognition Measurably Impacts the Bottom-line

26%

Higher productivity

12x

Stronger business

outcomes

Sources: Bersin by Deloitte: Sherman Garr, Stacia, “Making Recognition and Rewards Matter”

Aberdeen Group: Tomorrow’s Management Today: Incentivizing Workforce Innovation

31%

Lower TURNOVER at

companies with

effective recognition

World at Work: “Trends in Employee Recognition”, 2019

90% of companies have some

form of recognition

82% of employees wish they

received more recognition

Achievers / 2020 Engagement & Retention Report: Failure to Engage

18% say their investment is,

“definitely working”

Not all recognition is created equal!

3 Golden Rules of Recognition

✓Inclusive

✓Specific

✓Frequent

#1 Recognition must be

Inclusive• Democratized: peer led, free

flowing regardless of location, title or level

• Transparent: so everyone can see in the good work being done and celebrate wins

• Amplifying positive moments boosts morale and confidence


✓Inclusive

✓Specific

✓Frequent

Don'

#2 Recognition must be

Specific

*The more explicit about

why a behavior deserves

to be recognized-the

stronger the impact

“Thanks for being awesome!”

In times of heightened

anxiety, people need to

see how their daily

contributions fit into the

bigger picture


✓Inclusive

✓Specific

✓Frequent

Recognition does not work if it ’s not frequent

“For praise to have an enduring

impact on employee engagement,

i t needs to be offered regularly .”

- A c c e n t u r e , G l o b a l C u s t o m e r P u l s e S u r v e y

Nothing in l i fe works unless i t ’s regular

“Recognit ion is a short -term need that has

to be sat isf ied on an ongoing bas is -weekly,

maybe dai ly ”

Best pract ice:

✓ 1-2 recognit ions per employee per month

✓ Recognit ion should be measured MONTHLY , notannual ly

In Praise of Praising Your Employees, Gallup, 2006

✓ Decouple Rewards from Recognition

To achieve sufficient recognition frequency, it’s necessary to:

✓ Acknowledge pushing incentives and rewards creates a culture of entitlement

✓ Lead with non-monetary recognition

“ To the bra in , re c e iv ing a s o c ia l reward i s as ef fec t ive as be ing rewarde d m o ney ”

National Institute for Physiological Sciences: “Social Rewards Enhance Offline Improvements in Motor Skill”

71% Of employees said the most

meaningful recognition they have received had no dollar value

It’s Kudos: not Cash

Make Their Day Research Firm and Badgeville

→ Should target over 50%non-monetary recognit ion

✓Specific

✓Frequent

✓Inclusive 3 Golden Rules of

Recognition:

Democratized Transparent/Digital

Authentic Valued-based

Monthly, not annual50% Non-monetary

What is preventing your employees from feeling more valued?




3. ACT on Feedback

During times of crisis, opening the lines of employee feedback

regularly is even more critical

Organizations that listen to employees outperform competitors

0% 20% 40% 60% 80% 100% 120%

High-Perfoming Organizations

Low-Perfoming Organizations

Percentage of Organizations Using Surveys as a Listening Channel

Bersin, Deloitte Consulting LLP, 5 Listening Channels That Can Yield Insight-Rich Employee Data

96%

73%

Key considerations for enhancing listening strategy for a Post-COVID Workplace

#1 Employee Listening

should be…

Multi-Channeled

Relying solely on manager 1-1’s isn’t enough

Workforce Institute, 2020 Culture Report

Actionable Tip 1:

Compliment manager 1-1s

with continuous listening

software so trends can be

spotted across the business

in real time

Actionable Tip: #1: Compliment Manager 1-1s with Continuous Listening

O n c e a y e a r o r l e s s

Traditional

Annual survey

M o r e r e g u l a r3 - 4 t i m e s a y e a r

Feedback or

ad hoc surveys

Pulse surveys

We e k l y o r d a i l y

Always-on

& action focused

Continuous l istening

Best Practice: deploy two or more

1. Compliment manager 1-1s with continuous listening software

Employee Listening for The Pandemic-Era Workplace


2. Aim to survey 3-4 times a year


Organizations have been replacing or augmenting their annual survey for years

n=210 HR professionals; 153 Chief HR Officers;86 tales analytics leaders, 173 heads of engagement. Source: Employee Engagement Measurement Quick Poll; Gartner 2019 CEO 20 Pulse on the Future of Work; 2018 Gartner Future of Talent Analytics Survey; 2015 Gartner Head of Engagement Survey. 1 Copyright. 2018 Gartner. Inc. and/or it affiliates. All rights reserved. Gartner is a registered trademark of Gartner. Inc. and its affiliates. HR182156

Percentage of organisations using annual vs. other monitoring data

2015 2016 2017 2018 2019 2020

0%

50%

100%

63% Annual employee survey

30%

89%80% Other employee monitoring data

Percentage of Employees Engaged

22%

41%

30%28%

2020 Culture Report

Every other year or less

Annually Three or four times

a year

More than four times

a year

Actionable Tip #2:

Best practice is to poll

3-4 times a year & use

an always-on tool to

get real-time visibility

on trends

#3 Listening isn’t enough… it requires

ACTION!

“Survey fatigue doesn’t exist, but inaction fatigue very much does”

If your strategy isn’t focused on enabling managers to ACT on

feedback, you’ve lost the battle before your survey goes out.

Achievers 2020 Engagement and Retention Report

Understanding the characteristics of a fire

doesn’t help you figure out how to extinguish it

Employee listening must be centered around guiding

managers to take micro-actions


2. Aim to survey 3-4 times a year

3. Listening Requires (micro) ACTION


Millennials will comprise 75%of the workforce by 2025

Governance Studies at Brookings

In Summary:

Culture Continuity: the extent which an

organization maintains culture alignment during

a critical event

To build Culture Continuity, employees must feel seen, heard

and valued




3. ACT on Feedback

Exclusive Give Away!

*Free consultations*

-Help identify gaps in your current listening strategy

-Practical tips to close them

In Partnership with The Employee Experience Design: https://go.achievers.com/2020-Readiness-Consultation_Reg.html

https://go.achievers.com/2020-Readiness-Consultation_Reg.html

Q & A

*Let’s Connect on LinkedIN! Brie Harvey

*Register for ACE Oct 22nd-23rd and attend a private

concert with Sheryl Crow

Documents

How to Foster Culture Continuity During COVID