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Marketing and Human Resources, connected by engagement

Although at first glance they may appear to be very different departments, the reality is that marketing and HR share many similarities. Broadly speaking, both seek to attract, retain and satisfy the needs of their ‘customers’, whether they are consumers or employees; both want to deliver rewarding experiences and expect a return on their relationship; both need to know their audiences and their expectations, fears or desires; and in both, communication, recognition, motivation and reward for loyalty are essential to retain them.

If we analyse the changes experienced in society in recent years, the power is no longer with organisations but with the individual. The traditional approach of imposing and controlling is giving way to greater collaboration and consensus. Recommendations have become the norm when it comes to influencing purchasing, and technology has turned around the way we relate to our environment, where immediacy is a requirement, and we need to have access to information at the click of a button.

Faced with this qualitative leap in social behaviour, companies have been adapting and implementing strategies that provide the greatest satisfaction to their customers following a new approach. The key now is to design unique experiences that generate engagement beyond what is offered by the usual loyalty programmes. This means appealing to emotions, personalising each activity, entertaining, surprising and managing a stable, lasting and deep relationship. Can the same recipe be applied to those ‘customers’ of HR – the employees? And can the technology used by marketing be a good solution to solve the important challenges in HR?

Adapting to changes in concept

Customer acquisition and retention often receive a significant share of the marketing budget. They are in many ways similar to recruitment, selection, onboarding and career development, but different in terms of the budget allocated for these purposes. But who chooses who nowadays? Does the organisation select the candidate or does the candidate select the company they wish to work for? HR managers know that if they want to attract the best talent, they have to “sell” the company and the vacant position well and convince them that they are the best choice. Just as a marketing expert who wants to compete and grow in the market would do with their products.

However, both consumers and employees now have a different set of values, and want to live unique experiences, to feel listened to and understood, to be the protagonists and receive personalised treatment. They want to be able to interact with brands or companies that reflect their ethical or sustainable values. They want to be informed and be involved in events and exchange ideas. They are competitive yet want to share. These are all aspects that enhance their sense of belonging. Each of these factors are becoming more important to customers, but how do you order all these concepts to be able to manage new engagement strategies?

Innovation to improve performance and stimulate participation

Technology is a catalyst for development, as it provides a space to bring together all the needs, problems, corresponding solutions and a way to build an ideal environment to achieve objectives. By following the employee journey from start to finish, we can detect where our potential gaps are and how to turn these into successful outcomes. When dealing with the recruitment and selection phase, technology can help us learn about and qualify key elements of applicant profiles, while at the same time providing them with information about the company’s values, ethos and philosophy to check the alignment between the two. It helps us to be more effective and convey an enviable brand image. As the journey continues, it is time to impress our applicants, to create an unforgettable impression that will make them lifelong ambassadors for the company. It is time to create an onboarding experience in which we can make such a necessary and essential process cost-effective, entertaining and efficient, to unclutter those countless procedures, policies and other documents that everyone needs to be familiar with, or to make job-specific training entertaining and motivating.

 

Professional development, training plans and job recognition complete the employee’s journey, which technology organises and promotes through gamified engagement solutions. Users greatly appreciate these tools because they allow them to achieve goals in a fun way, interact with other colleagues, progress, compete, learn faster, embed certain behaviours and, above all, motivate and generate a bond with the company that is difficult to break. At the current time, HR is expected to register the highest growth rate in the gamification market, with a 27.8% increase according to data provided by Prescient & Strategic Intelligence. In addition, 72% of employees say that gamification inspires them to work harder. Additionally, according to Talent LMS, 89% of employees think they would be more productive if work was more gamelike and 88% of the survey respondents affirmed that gamification makes them happier in their company. For 78% of respondents, organisations would be more desirable if their recruitment process was gamified and gamification elements at work make 87% of employees feel more socially connected.

Investing in employees to win customer’s hearts and minds

Human Resources must therefore innovate and implement actions that boost interest and motivation in order to nurture a sense of commitment in employees. We must not forget that investing in HR is investing in our customers and their satisfaction. Engaged employees transmit confidence and enthusiasm, they work harder for the benefit of the company and generate customer loyalty.

For marketers and HR professionals alike, one of their main purposes are to activate the mechanisms necessary to create engagement. The Employee and Performance Gallup 2020 report states that companies with high levels of engagement have up to 81% lower absenteeism, 18% higher productivity and 23% higher profitability. However, only 15% of people felt actively engaged in their work. Disengaged employees are more likely to waste time and be absent more and therefore be less productive and contribute to a worse environment. It is worth noting the conclusion of the study ‘The Top 5 Traits of a Successful Work Culture’. Employee engagement in the connected workplace’, prepared by IDC and Crayon which confirms that employee engagement has become a fundamental factor in the recovery and resilience of organisations and a clear indicator of their health. In this sense, it affirms that 70% of companies that invest in engagement and have highly engaged employees will recover pre-COVID-19 growth levels by the end of 2022, further reinforcing the notion that investing in employee engagement means an investment in the company’s future.

Additionally, Gallup also reports that customers who are fully engaged with a brand account for 23% of profitability, revenue and loyalty, compared to the average customer. ThinkJar states that 86% of consumers would pay more for a better user experience. In this regard, a study by the CMO Council and RedPoint reveals that personalised, omni-channel interaction with customers offers companies an average customer retention rate of 89%, which drops to 33% for companies that do not have this option. In addition, 40% of consumers recognise that they buy more from brands that provide a more personal customer experience and interaction and what is more, the duration of their engagement with these brands is 30% longer. Finally, 79% do not consider buying from companies that do not actively demonstrate that they understand and care for their customers.

This data clearly demonstrates a trend that is similar in both HR and marketing department, two areas of an organisation in which marketing activity is fundamental in the face of changes in society and people’s behaviour. Both areas are destined to understand each other through better engagement.

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2021: What did we look for last year?

In 2020, we said that we believed 2021 would be a year for reassessing and improving approaches. The very human challenges and experiences of 2020, we felt, would inevitably cause businesses and organisations to empathetically reconsider and refocus on the people at the heart of their operations. Looking back on the last 12 months there have certainly been significant changes – many of them focused on improving connection and proximity between people, their brands, their communities, and their needs.  

Employee Engagement has seen more debate and discussion than ever before (9-5, WFH, The Great Resignation), driven by necessity, by competition, and by a real shift in the previously established status-quo. Technologies that seemed inaccessible or expensive became common practice, with QR codes and apps becoming part of day-to-day life from ordering from a menu to storing medical information. 2021 provoked developments which at their core worked to enable, encourage, and connect people. 

As we say goodbye to 2021 and hello to 2022, we round up the themes and pieces that most appealed to you this year.  

Empowering the People  

2021 saw people revaluating what they wanted their life to look like and how their work fitted into the picture. After proving working from home was more than just a possibility, businesses have wrestled with how to offer flexibility to employees revaluating what they want their working life to look like, without compromising on other aspects of company culture. Companies who have embraced more flexibility for workers have then in turn been faced with challenges around sustaining a sense of belonging, a sense of community, as well as a sense of enthusiasm across remote teams whose only interface with their colleagues and the company is their laptop screen.  

While working from home may not be going anywhere soon, looking to the immediate future there will be a very real need to implement the infrastructure and solutions to support a seamless working experience across all circumstances.  

Customer Centric  

Looking specifically at Customer Engagement, the last 18 months have probably seen more need for change, reinvention, and agile responses than in the last 10 years. Supply chain shortages, haulage delays, new legislation on importing and deporting – it’s been a tough year to meet ever increasing demand and high customer expectations. It would be wrong to write off today’s consumers as easily influenced or swayed, when the reality is that most are actually looking to be impressed by services, values and experiences that stand out from the crowd. In their research into customer journeys, PwC found that people will pay up to 16% more for a great customer experience (CX), while Gartner found that 64% of customers value CX over price.  

The growing market evidence suggests that instead of being impatient for deliveries, consumers may actually be frustrated with poor communication and service; instead of fickle they may in fact be more conscious of where they’re spending than ever before. If 2021 was the year for trying to keep up with an ever-changing landscape, will 2022 be the year to utilise learnings to actually stop, listen and understand the customer?  

Sustainable Change for the Greater Good 

Since early 2020, we have all had time to think and reflect on the way we live our lives. People have taken up habits and hobbies with more interest in sustainability, nature and resourcefulness – DIY around the house, upcycling furniture or clothing, sewing masks, growing herbs, fruits, and vegetables. Outside of the home, local communities and governments have become more aware of the conscious efforts required to reengage, reassure and encourage participation in order to sustain local businesses and commerce. On a global scale, the recent COP26 conventions acted as a reminder for many that collective action is desperately needed to address the very present challenges for society – to turn the tides or slow down the devastating effects of climate change, and to support communities rebuild or reinforce their right to belong and thrive.       

Have the unignorable events of 2020 and 2021 provoked new practices that we will take with us into 2022? Could we be at a turning point for attitudes and values across society? 

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Effective onboarding: time to get emotional

The onboarding of new employees continues to be a topical and important subject for organisations, particularly in the current job market where the number of vacancies far outweighs the number of available candidates and where remote working is becoming more common practice. Hiring is a timely and expensive activity. So it is paramount not to throw away all that time, effort and cost with an onboarding experience that leaves the person uninspired and possibly even regretting the decision to join in the first place. Creating that sense of belonging and connection with colleagues is much harder to achieve when there is much less, or no, in person interaction. Getting people to bring their best selves to work in a state of mind that unleashes their self-expression and enthusiasm for further exploration and learning is the desired outcome of an effective onboarding programme.   

When to start 

Through the attraction and recruitment phase of the employee journey, expectations are being set and clarified and the potential employee is starting to build a picture of the organisation’s culture and values and what it might be like to work there. They are continually questioning and assessing whether it will be a good fit for them and whether it is somewhere they believe they will be able to prosper, develop their skills and career whilst making a valued contribution to the development of the business. The momentum that is being built through these stages must continue up until the moment they join and during those vital early stages after. They need to start their new role with the confidence that they have made the correct decision, ready to embrace the new challenge, fit in with their colleagues and contribute from as early as possible. They are also often, simply asking themselves: “will I be happy there?”   

There is a debate as to when onboarding should commence, ranging from the moment a candidate accepts the job offer, through to the day the person starts. Many organisations believe the optimum time to start is the latter, but more are realising the benefits of starting the onboarding experience much earlier; from the moment the candidate signs the offer of employment and returns the contract. One of the arguments for starting the formal onboarding at the time of signing the contract for instance is that this is the moment that garners the most enthusiasm and excitement from the employee, and we should not forget the importance of emotion in decision making. Particularly, when there is the opportunity to respond to, reinforce and encourage those emotions: “Yes, I will be happy here. Yes, I made the right choice” 

The importance of getting onboarding right  

Research by Glassdoor has shown that great employee onboarding can increase retention by as much as 82% and productivity by over 70%. Yet, a Gallup survey found that only 12% of employees strongly agreed that their organisation did a great job with onboarding. These figures alone show that there is scope for organisations to do better. It is important for companies to critically assess their onboarding, check their processes and regularly ask for feedback from new starters. Evaluating what works and what doesn’t is key to success, and the results may surprise you. 

Graphic showcasing: 58% of organisations focus their onboarding on a process and paperwork. 33% said their onboarding was informal, inconsistent or reactive rather than being structured and strategic.

Historically, onboarding has been focused on the process and not the human and emotional connection. Employees expect IT equipment and email access to be ready for when they arrive, they expect a pile of forms to fill in and get back to HR, they expect overview PowerPoints and maybe the odd corporate video. Employees who can easily understand, absorb and connect with essential company information in those first few days are obviously more likely to become productive faster, meaning they’ll feel better about their own position and knowledge in their new role.  However, even if the content of your onboarding is the best, if it is executed poorly or leaves the employee feeling overwhelmed or overloaded with information, then they’re not likely to be inspired and could be disengaged from the get-go. 

Onboarding needs to be so much more than just a process. What we need to be creating is an emotional experience for the person – one that helps them really connect with the organisation, excites them, makes them proud to be part of it, feel valued and energised to bring out the best of their qualities, sets them up for the road ahead, and encourages them to want to tell others how great it is. In other words, it is all about invigorating them. It is this emotional connection that will stimulate their motivation, commitment, and participation, driving their future engagement and performance.  

The balance of effective Onboarding  

Baek and Bramwell of Cornell University conducted research into how you measure the effectiveness of Onboarding (Onboarding Effectiveness). They concluded that one of the best measures of an effective onboarding experience was ‘Time to Proficiency’. They defined this as the time it took a new hire to reach full productivity within the context of their role. For this to happen, a new employee needs to have a structured onboarding experience, with specifically defined outcomes, and an experience that is engaging to them. At the end of their onboarding, employees need to have achieved four clear objectives for the best chance of ongoing success (Baur); Role Clarity; Self-efficacy; Social integration; Knowledge of organisational culture.  

Motiviat | getting emotional over onboarding information on time to proficiency

A fundamental part of ‘Time to Proficiency’ is the context of your job (understanding company culture, your customers, products and services and colleague relationships). These set the tone for the content of your job (meaningful work, task suited to skills, teamwork, communications) which are the cognitive experiences that will shape your beliefs, perceptions and attitudes. If the reality of these experiences on content does not live up to the expectation set around the context you start to get cognitive dissonance which hinders building that vital emotional and human connection.  

A vital sense of belonging  

Creating an effective onboarding experience that has real impact, is consistent, valuable and enjoyable may seem like an impossible feat, especially with the added complication of needing to deliver it in a way that is accessible for a range of working practices, functions, or settings.  

We have all witnessed how technology has helped people during the pandemic, as workers were asked to work from home, technology enabled teams to stay connected. Without tools like Microsoft Teams and Zoom, working effectively would have been incredibly difficult, if not impossible. Technology can also certainly be used to play a significant part in onboarding to drive that quality of experience that is so important regardless of where employees are based. In a world where personalisation and differentiation are not only sought after but now expected by individuals, there is the opportunity to create something as a true reflection of your culture and values, making an impact on new employees or candidates and leaving them feeling they really made the right decision compared to your competition. 

Combining accessibility and ease of use, and really understanding the user’s motivations needs and expectations, creates an experience that is built to evoke a memorable and valuable emotion in the individual. It can help start to build those essential personal relationships and connections with colleagues regardless of where they are based through encouraging teamwork, collaboration and sharing experiences thus creating a greater sense of belonging. So, by stimulating their emotions during the onboarding process you reduce the risk of them quitting early or not even starting at all, getting them to be productive and contribute more quickly, helping them to settle in and feel as an integral part of the organisation, becoming your best ambassador.  

Do you want to find out how to deliver an effective onboarding experience? Find out how our solutions can help you here. Take a look at an Onboarding Solution in action with Zebra Technologies: MOTIVAIT | Partnership in Action – Zebra Technologies.  

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Survey Trends & Solutions

3 responses for 3 common Employee Engagement challenges

A challenge we come across when designing our engagement solutions, is how often teams focussed on Employee Engagement, People, HR or Talent struggle to pinpoint the exact change they want to make. They’ve run the surveys, got the results, can see there’s room for improvement, but don’t know where or how to begin. This is understandable – the problem can feel intangible, especially as engagement survey responses are mostly fuelled by emotions. Improving the emotional wellbeing, connection, commitment, motivation, and ultimately performance across a business doesn’t happen overnight. You can, however, make meaningful, sustainable change that looks and feels innovative for everyone involved without diverging from company objectives, but that crucially addresses what your employees are telling you.

To help demystify these solutions and show that it can be easily achieved, we thought we’d break down 3 common Engagement Survey trends and their responses.

Social Management & Preventing Detachment

As we find ourselves working more from home, or on the move, it can be very difficult to feel “part” of something. Our sense of belonging and purpose can become diluted. Providing ways for employees to communicate and socialise with each other is essential, something we have spoken about a number of times.

What is the benefit in addressing this? The feeling of isolation that can often result from working remotely can be damaging not just for your sense of belonging within a team, but also for your mental health. From a business perspective, having people not in the same building or room can reduce the opportunities for fast interactions and iterations of ideas, serendipitous conversations in the kitchen and those water cooler moments. They may feel like minor aspects of business-as-usual, but all of these moments can often lead to creative sparks being ignited.

Employers who enforce a high level of social connection (with co-workers and the wider external community, perhaps through nudges etc) benefit from a 64% high engagement rate of employees.

Idea Management & Employee Voice

It is not uncommon for employees to feel voiceless, especially in large organisations, in the face of change, or when their roles focus on day to day operations rather than strategic objectives. This can be incredibly demotivating and if left unaddressed can drive a wedge between employee groups and the organisation. Employees who don’t believe their company will act on their feedback are 7x more likely to be disengaged than those who do. It gets even worse when employees are asked for their opinion, but nothing ever happens with the ideas they provide. Not only does this make them feel they can’t be heard, but that when they are – what they say has little to no value. Having the “What’s the point?” effect.

What is the benefit in addressing this? Companies often preach that their employees are their most important asset. Sometimes they don’t realise just how true this is. Employees are the face of a brand, they manage customer problems, and live and breathe the products or services all day every day. They are often in a good position to resolve common issues or ideate improvements. Encourage knowledge sharing, and inclusivity across ongoing projects. By supporting employees to be collaborators and facilitators, you may well find you’ve created teams of innovators.
Places where “employees have influence” get longer tenures out of their workers. After three years, there’s a 47% chance of an employee sticking with them. At companies seen as less empowering, employees only have a 35% chance of celebrating their three-year work anniversary.

Recognition Management & Boosting Commitment

Another big issue that employees often talk about is not feeling recognised for the contributions they make to the company and for each other. 82% of employees are happier when they’re recognised at work. Especially meaningful at times where people are maybe going above and beyond the call of duty in order to get a project done on time, or even just when you can see a colleague is having a full-on week. This does not just mean offering financial recognition, like a bonus or vouchers. Extrinsic rewards can sometimes have the opposite effect; your work on this project after hours is worth £25 to spend on Amazon. Doesn’t feel great does it?

What is the benefit in addressing this? Feeling recognised fosters a sense of community, that the people around you appreciate you for your skills, your aptitude, and all you do. Celebrating wins, boosting visibility of people’s contributions, providing spaces for people to share and receive praise can go a long way to improving community spirit and how fulfilled people feel in their role. Employees who are confident that their company recognises their individual contribution are more likely to keep contributing and going the extra mile.

When asked what would motivate them to remain with their current employer, respondents cited interesting work (74 percent) and recognition and rewards (69 percent) as the top factors.

Addressing the Problem

Having identified three core areas to work on (employee responses & needs) we can start to design the solutions to improve the employee experience, thus moving the dial on overall employee engagement. Myth buster time: these solutions don’t have to be complex, distracting platforms that sit apart from everyday work! We believe in simply enhancing common processes and approaches to deliver better results. So, let’s give it a go!

  • Connection: Platforms that mimic social networks can feel familiar and encourage more informal conversations. But presenting another channel for communicating isn’t always as helpful as it may initially seem. When you’re working on your own, away from the office, seeing you have 77 notifications across 8 different work-based applications can cause more chaos than connection as you stress over which conversation to answer first or what channel has genuine work-related information.
    Instead offer a solution that could mimic the workplace while running in the background; where you know which break out zone to head to when you’re in need of some friendly, non-work related chat, or alternatively pop into the ideation area when you’ve hit the wall and you want to bounce some ideas off people. A tutorial that could run for the first few weeks could also help guide people on how to get the most out of the new tool (and avoid awkward misuse or over-sharing moments), and even help identify and source internal champions to help engage and encourage others appropriately.
  • Voice: Speaking of ideas, an effective way to provide all employees with a voice is to implement digital ideation systems, a place where employees can submit ideas they feel will benefit the organisation. The system needs to be available to everyone so that they can submit an idea. Other employees would then be able to see these ideas, comment on them and vote on them. The voting is important to help surface the best ideas. Voting could be in rounds, with gated progress, so that ideas need to pass certain checkpoints to be seen by wider or more senior audiences. Ideas that are chosen to be developed can them be collaboratively worked on and developed further by teams within the system. A system like this can be open all year around for general ideas but could also be used to help solve specific problems set out by the company. This kind of crowd sourced solution development can be incredibly effective and make everyone feel they have a chance to be heard.
  • Recognition: And finally, providing a space within the solution to manage and showcase recognition would round off our three key issues. It would need to include more than top down recognition, although providing prompts like “Who’s really impressed you this week?” could help facilitate better relations between teams and managers. But it’s also about enabling peer to peer, informal, and cross departmental or regional recognition. Having this integrated alongside the social and ideation threads would only do more to bring communities together, knowing you can say ‘thank you’ or ‘great work’ from afar.
    Employees could recognise each other for jobs well done, pitching in when they didn’t need to, displaying company values, and each could be assigned individual gestures or commendations depending on the message being sent. Virtual applause for job well done that could be used more frequently, a high five for great teamwork, specific badges for excellent customer service or innovation, etc. These awards could be displayed on the individual’s profile, as references or reminders of their performance, and subtle encouragement to work towards attaining more. The profiles could even be used as a references within appraisals or internal reviews, adding more meaning to everyday work and wins.
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L&D Today: Digital Learning for the Zoomed Out Professional

No matter what the job is most workers and employees will need to go through training, learning and development in some form at some point. It will vary drastically between sectors amongst other factors but generally it can be split into three distinct categories: mandatory (for example, health and safety or IT security), career related (project management), and personal development (communication and presentation skills). In the corporate world learning has received more pronounced attention (and subsequently investment in many cases) from executive and people teams in recent years, especially as demand for learning opportunities builds with each new generation entering the workforce, and with more readily available opportunities to demonstrate upskilling across your career. Scan the careers section on LinkedIn and you will spot ‘learning’ playing an integral role in many organisations EVP, or just being an essential compliance piece for effective employees.

However along with demand, expectations are also growing. Organisations are eager to stay relevant and keep their employee experience offering innovative, but so often people keep circling back to LMS platforms with no personalisation or personality. You can only reinvent the same content or processes so many times, and L&D professionals today find themselves in a battle for people’s attention in a world that has had to move so many events and strategies entirely online. Equipped with all the benefits of technology, but perhaps still facing a delay until we can have face-to-face sessions again, how can we reinvigorate and enable L&D to ensure participation, commitment, and engagement?

Video is King?

Video has long been the first step for online learning settings, and it is particularly useful when virtually replicating what otherwise would be happening in a classroom based or face to face environment. Quick videos suit the attention span of today’s learner, and conferencing helps encourage connecting and collaborating across locations. There are plenty of advantages that video content can bring to the professional world. It has the potential to be delivered at any time often on any device, it can be made bite sized, it can be made collaborative, autonomous, virtual, the possibilities only grow with technological advancements. But in the same breath, so does video exhaustion. Zoom has seen a growth from 10 million meeting participants per day to over 300 million per day since the start of January 2020. It has been used for everything from virtual coffee mornings to delivering webinars. Whilst the online move was vital for the events space and has shown great lengths of creativity behind L&D, even by the second month of lockdown many were feeling saturated, facing webinar overload, and most concerningly worrying about the potential impact on career progression and stagnation over time.

Video undoubtedly does enable more dynamic content production, but it doesn’t always allow for inter-personal or spontaneous moments that develop naturally in person and this has been noticed profoundly since lockdown. Conferencing and video both have a tendency to fall flat when it comes to personal and professional development. Individuals are lacking the communication and collaboration required to thrive, develop, and pick up those soft skills from being immersed in a physical environment with others. It can feel hard for people to feel like they’re progressing, learning, or on track with their development when it’s just them and their screen all day every day, they’re having to prove their skills and aptitude purely online. This is where a balance between technology and human interaction becomes important. There are plenty of digital solutions to connect A to B or carry messaging. To support people’s innate drive for relatedness, autonomy, mastery and purpose any implemented technology needs to facilitate experiences that address and interpret the core needs of the people involved.

People need more of a hook with compelling content in order to build engagement and commitment to the learning path.

Not Just Playing Games

A 2019 survey found that 83% of the respondents receiving gamified training felt motivated, versus only 28% for those undertaking non-gamified training. When gamified elements were added to training, boredom dropped to 10%. And although integrating gamification into training or L&D isn’t new: right now, there is a great opportunity to delve further into its possibilities.

Think about traditionally content heavy training: we have all been faced with reading through pages upon pages of health and safety, corporate rules and regulation training that is often difficult to absorb. Translating this content into a virtual gamified experience has been show to be a particularly effective approach for helping to deliver consistent experiences in a way that employees can ‘digest’ easily, interpret

Feeling Inspired?

That said, hesitations around gamifying experiences is understandable, particularly when trying to deliver essential or meaningful training, such as how to improve communication or diversity awareness. But gamification doesn’t always just make something fun. It can be a stimulating element for ensuring learning transfer, through more meaningful recognition techniques, visualising progress, or simply by integrating levels or tutorials to help people find their feet on a new course. In the absence of face to face training, simulation and scenario-based training can be a great substitute, especially with the advent of more affordable technologies such as Virtual Reality. Applicable for more practical roles when you’re not yet able to put skills to the test in reality, like practising beauty treatments or developing trade related skills safely. This kind of immersive approach can be used for this by putting people in realistic, but safe situations – just like you would in a role play in face to face training, but without the nervous laughs and self-consciousness. When considering VR, research shows that the added movement associated with being able to move your head and even arms can increase a participant’s feeling of empathy during the experience, which can make a huge difference for people in customer facing positions. Or as part of recreating or simulating everyday experiences within a virtual environment, participants can create avatars to explore content, courses and locations, in a much more direct way.

Once you lift the experience from the classroom, the opportunities and approaches are endless. So whether it’s recreating a training event on a group video call, developing and providing a gamified experience or a virtual world: the common denominator in what will make each approach successful is the focus on making it an engaging experience, made accessible to potentially all employees irrespective of location. It might not be a full replacement for everyone being in a room together, but it’s certainly one step closer, and a way that training, L&D can be provided more naturally. Still providing something insightful, engaging and valuable yet is capable of evolving with changing circumstances and requirements. And not forgetting, providing an element of fun along the way!

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Lab Talk: The Future of Care

The last few months have opened the public’s eyes to vulnerabilities in the care system more than ever before. Groups and communities have been isolated, while those trying to protect them have had increased pressure and responsibility, with little or no enhanced approaches to help. There is a real need to rebuild care and connection, utilising the tools and innovation we often apply to other sectors of society.​

What should the next generation of care look like? Where could we go from here for cross-collaboration between communities and areas of expertise? Can similar approaches and an understanding of users be applied in a preventative way? And how can we innovatively introduce technology in everyday interactions to improve quality of life?​

In our virtual lecture with Newcastle University Open Lab, the team walk through a solution focussed on streamlining and reimagining working processes with compassion. We examine the development journey, through the lens of a real care shift, as an example of how technology, UX design, and empathy can come together to create insightful tools that empower users and promote quality care.

The first step of many towards addressing the structural, resourcing, societal and emotive challenges at the heart of an aging population. ​

Feeling Inspired? Why not talk to the team behind the solution?
Our team are always happy to chat through different challenges, ideas or even just compare notes. Drop us an email and we’ll connect you to someone who can help.
Get in touch

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Future of Work, Future of Engagement

The Future of Work has been a hot topic for a number of years. Emerging technologies, emerging generations of employees, changing values and routines have all influenced futurist’s predictions for how the world of work will look come 2025, 2030, or 2050. Then, the circumstances of the last few months have brought a whole new set of possibilities and implications. All sectors face challenges as they respond and recover from the consequences of COVID-19. The future, let alone the future of work or the workplace, is now perhaps feeling a little undefined. It is not the first time, however, that an unforeseen force has shifted the course of economic development. The very essence of looking to the future is that it will always feel somewhat unknown, unpredictable. A leap into new challenges, hurdles, and opportunities.

In some ways, Employee Engagement is an equally undefined topic for many. It means different things, to different people, but we define it as the resulting outcome from an emotional or psychological attachment between employees, their work and their organisation. Crucially to the definition, this relationship is genuinely reciprocal – employees commit and contribute, organisations support and enable their employees. There are various ideas that suggest how Employee Engagement will be nurtured in the future. Often, they focus on an organisation’s offering or benefits; flexible working policies, limitless holidays, personal coaching, wellness, the list could go on.
All are valid and worth consideration, but we would argue that Engagement of the future will need to be:

  • Technology Driven: technology today can provide limitless possibilities for reaching and engaging broad, varied audiences
  • Employee-centric: empowering employees to want to perform to the best of their abilities as it makes them feel good, and fuels business success
  • Meaningful: new software alone won’t cut it in an age of constant change, distraction, innovation and for a workforce with evolving needs and expectations. Real engagement comes from personalised, relevant and science-based approaches.

In the present, businesses are revaluating strategies, priorities and objectives in the face of an immediate uncertainty. One remedy to navigate these times and prepare for the future are solutions and approaches that encourage people to go the extra mile, achieve greater productivity, develops brand ambassadors, and deliver even better customer experiences. And that requires genuine, sustainable engagement to bring out the best in your people and business.

Technology: Friend or Foe?

Before COVID-19 there were concerns around the rise of automation, echoing every significant jump in technology’s capabilities since the Industrial Revolution. And we may arguably always have that love-hate relationship with technology. The same addiction to our mobile devices, is what has helped us stay in touch with our loved ones during lockdown. The flexibility and immediacy of our digital tools and software is what has meant collaboration and communication haven’t suffered too much while remote working was enforced. For many it hasn’t been that simple of course, but the point is that technology is an enabler, it helps empower our individual creativity, curiosity and contribution.

But it is just that – a vehicle, a channel, a platform, for us to work upon and improve. If we look back on the last 100 years, what we have learnt is that behind every new technology or engineering break through are the humans driving that change. We may have been ‘afraid’ of automation or AI (or maybe better said, the change they would bring to jobs and markets) and how they would come to replace people, but we must remember that these developments are for us to adopt and apply in a way that enhances the world around us. We will still need the innovators, the operators, the fixers and creatives to support, maintain, understand, and optimise whatever the latest trend is. Technology isn’t the sole solution nor is it the end of the journey. It is what we can utilise to address everyday problems – and to create solutions to human problems, you cannot remove the human element.

Understand People, Unleash Potential

Future of Work predictions often talk about how people will be doing their work (e.g. conference calls via VR headset) or where (from the beach), but we would argue that why they will work is equally important.

Gallup report (State of the Global Workforce, 2017)

According to the Gallup report (State of the Global Workforce, 2017), two thirds of the global workforces (67%) are not engaged at work, which means they are putting in time but little discretionary effort. Why does this matter? That lack of engagement (employee has turned up but is tuned out) results in a significant productivity gap that is estimated to be worth billions of pounds.

How often do organisations claim that their people are their biggest asset? Businesses must learn to understand, empathise and respond to employee needs and drives if they want to close that costly productivity gap. Companies with high empathy scores generate 50% more earnings, and over 70% of employees would consider leaving their current company if it displayed less empathy. Each generation that reaches the workforce (and simultaneously the marketplace as consumers) arrives with its own expectations and values, formed by its experiences and the experiences of the previous generation. New generations and needs do not translate as people wanting it all, and not wanting to work. When revaluating priorities, people are looking to organise their life in a way that enables them to work to their best abilities, enjoy time with their family and friends to the best of their abilities, stay healthy to the best of their abilities and so on. Organisations need to understand what employees need from work, identify and explain what they as a business need to achieve for success, and make the subsequent experiences manageable, efficient and memorable to encourage commitment, participation, productivity for more profitability. Here, businesses have a prime opportunity to provide solutions that enable the fulfilment of their people, and that tap into and support their needs and motivations, to unlock that engagement gap.

Empathise, Enable, Engage

So what does the road to the Future of Work, Future of Engagement actually look like? How do we get there? As we’ve discussed, it won’t necessarily lead to everyone working from home, or everyone’s job being replaced by AI, but technology can have a powerful role to play in providing a platform for change.

Engaging Experiences: A lot of the time organisations know they want to enhance Employee Engagement in their workplace, but don’t know how or where to begin. Often the bigger picture can be improved by identifying themes or smaller areas to impact through change. Tools that help break down tasks and reward for each goal achieved seem simple but actually go a long way towards building up self-esteem and highlighting the value of an employee’s role. Applications that identify daily goals, recognise achievements, energise participants throughout, can show how on an individual scale and as part of a team they contribute towards driving the organisation towards its goals.

For example, immersive, ongoing experiences that require teamwork or reinforce and embed corporate values can help bring intangible aspirations to life for all to relate to and work towards representing. Employees can learn to identify desired behaviours and identify how they can embody them in their daily tasks or interactions.

RAMP: Intrinsic motivation (a drive from within, rather than external rewards) is where genuine, sustainable engagement comes from. Businesses need to better understand what motivates their people, and respond accordingly, with processes and approaches that apply this insight. The RAMP model is based on Self Determination Theory, and is what we often follow to look at challenges through different lenses, and to empathise with different user groups. RAMP and stands for Relatedness, Autonomy, Mastery and Purpose. Relatedness taps into our innate desire to be connected to others, Autonomy, the need to have choice and freedom. Mastery is a need to improve, feel progress and achievement. Purpose can be described as the “reason” we do things. The changes and enhancements you make to processes, practices and culture, flow and contribute towards boosting employee motivation across these areas, as seen in the diagram above.

For example, consider the challenges around “returning to the office” post Covid-19. Ideation platforms can help employees voice solutions themselves and help them feel their concerns are considered. Onboarding systems with virtual tours of updated office or workspace that employees can interact with can begin re-introducing employees remotely, removing the element of “surprise” or confusion ahead of arriving, meaning people will feel equipped and ready for what they’ll be walking into. Both can be practices for the future, not just COVID-19.

Where do we go now?

Looking back again at the recent effects of COVID-19, the number one thing people have missed during different stages of isolation and lockdown is human interaction. This alone suggests we won’t be moving to a tech bubble. Remote employees have commented on how they’ve missed the spontaneous collaborative moments that come from being in the office, or the socialisation aspects that are hard to replicate purely on Zoom or Teams. Even though many have proven how remote working works, the workplace of the future will still include social and in person elements.

The one thing that will be consistent is that people will still be a major part of it, regardless of the economic landscape or advances in technology. The Future of Work may still be unwritten, but one certainty is that people will still be at the heart of it. People are not replaceable, and AI alone cannot power a business. The motivation, collaboration and creativity of people will. If people are organisations biggest asset, we need to ensure that they are made to feel like that if companies want to emerge from these uncertain times in a much stronger position.

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Webinar – Engagement in Uncertain Times​

Building Tools, Tasks, Teams and Trust

For many of us, recent events have challenged our concept of collaboration, connectivity and life in general. Remote teams have been forced to juggle integrating work and personal needs, while organisations have had to respond to a chain of complicated business conditions and challenges. The future seems to offer no clarity. A key question on the minds of employers now is how can they continue to keep a workforce engaged in times of such uncertainty. Any organisation’s greatest asset, engaged employees feel empowered and inspired to perform to the best of their abilities, deliver excellent customer experiences and achieve organisational goals.

At a time when many organisations are having to quickly re-evaluate strategies, resources and culture as well as develop new policies and approaches; there is an opportunity to creatively enable employee engagement.

Our latest webinar explores how we can build participation, motivation and commitment in a workforce with evolving perspectives, needs and values. The team look at how elements of game thinking and motivational theory can be used to maintain and increase engagement, and how this can then be embedded in HR best practices in order to make a real difference in the workplace when people may feel disconnected, disrupted, unfulfilled, and uncertain of the future.

 

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Webinar: Empathise, Engage & Evolve

Balancing Business Needs & Employee Priorities

What lies ahead? Businesses are having to quickly re-evaluate strategies, objectives, resources and culture as well as develop new policies and approaches. However, what people have recently experienced will also have affected their own values, needs, beliefs and priorities. As a result, there will be a new round of challenges to face in supporting and sustaining an engaged, committed, and productive workforce in what will undoubtedly be difficult business conditions. Check out our session where we discuss how these very human challenges call for empathetic solutions.

In this webinar our team walk through a practical framework for addressing common issues and build a structure to help your business evolve – however and whatever that may look like. What lies ahead is an opportunity to make a real difference by reassessing and improving approaches in the workplace, focussing on people to achieve business success against an uncertain backdrop.

 

Would you like a copy of the materials used?

Get in touch

 

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Webinar: Understanding & Motivating the Remote Employee

Events of late created a “forced trial” of remote working for many companies, shifting the way we all think about collaboration and teamwork. In this webinar we look at how motivational theory can be used to maintain and increase engagement across businesses during such unprecedented times, where people feel disconnected, disrupted, unfulfilled, and uncertain of the future.

Tech solutions are not enough, especially in isolation. They need to have people’s needs at their core. In the session below we explored how understanding this can improve communication, productivity and overall engagement across teams and businesses.

For more background reading on the subject, check out our post on remote work and RAMP

 

 

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Motivait


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