Improving the Employee Experience with HR Tech
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The document discusses improving employee experience through HR technology, highlighting current trends and challenges such as risk aversion and outdated mental models. It emphasizes the importance of experimentation, employee expectations, and effective feedback systems while moving away from traditional performance ratings. Additionally, it touches on learning, wellbeing, and the use of analytics in measuring employee engagement.
![Old
• slow
• top-down [manager > employee]
• paternalistic
• organizational driven [org > boss > employee]
• ratings
• complex
• actionable?
• connected to pay
60](https://image.slidesharecdn.com/leergangemployeeexperienceslideshare-181201110534/85/Improving-the-Employee-Experience-with-HR-Tech-60-320.jpg)
Improving the Employee Experience with HR Tech
- 1. Improving the Employee Experience with HR Tech Tom Haak November 30, 2018
- 5. 2. Risk management in a bank
- 6. 3. Police Real time feedback
- 8. 5. Microlearning in a hospital
- 9. 2. HR Tech Trends
- 10. 10
- 11. HR slow. Why? • Lack of imagination • Caught in old mental models • Working on the ultimate solution • Submissive • Risk averse • Love pilots • Business cases poor • NIH
- 12. Some considerations 1. The “Ultimate Solution” is an illusion 2. Make sure the basics are in order 3. Keep moving and experimenting 4. Work in partnership with the solution provider 5. Tackle the most urgent issues 6. Do not build yourself 7. Consider the employee expectations
- 13. Some criteria • Speed • Consumer grade technology • Fun • Positive user experience (simplicity) • Trust
- 14. 3. Sourcing
- 15. Profiling | sourcing | selection
- 16. Two examples • Unilever • Rituals
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- 26. 26
- 30. 4. Selection
- 32. 32
- 34. Big 5 model
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- 44. 5. Onboarding
- 45. 45
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- 48. 6. Organisation | Teams
- 50. Network Analysis
- 51. ONA
- 52. A B C ALS JE EEN LASTIG PROBLEEM HEBT, WIE VRAAG JE HULP?
- 58. 7. Feedback
- 59. Performance: not a Bell curve, but a Power Law distribution Performance Number of people
- 60. Old • slow • top-down [manager > employee] • paternalistic • organizational driven [org > boss > employee] • ratings • complex • actionable? • connected to pay 60
- 61. What we see today yes • frequency up • use of apps • multi-rater • moving away from ratings • ”good conversations” • superficial • relying on humans • internal focus ? • granular feedback? • use of technology? • performance consulting? • transcend org boundaries? 61 Performance Consulting
- 62. 62
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- 65. 8. Learning
- 67. OLD
- 68. NE W
- 69. Mensen in mijn netwerk Learning Management System Assessment • Kan ik mijn werk beter doen? • Kan ik iets nieuws leren? Micro Learning Oplossingen Wie/ Wat kan mij helpen? Content Libraries LEREN | BOUWSTENEN
- 80. 80
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- 84. 9. Wellbeing
- 85. 85
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- 88. A computer with a roof (“The Edge”)
- 91. 10. Reward
- 95. 11. Operations
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- 110. employee surveys: frequency real time pulse classic moments that matter
- 111. From one time to continuous
- 114. Passive Active Slow Real Time Blogyourmood 2017 Overview of Employee Mood Measurement providers
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- 118. 118
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- 123. - hrtrendinstitute.com - Twitter: @tomwhaak - Flipboard: The Future of HR - Pinterest: The Future of HR 123