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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!