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Transforming the Total Rewards FunctionAndre RooksPrincipal, Senior Consultant, RewardsMercerChicago, Illinois
Brian BuckPrincipal, Senior Consultant, HR TransformationMercerChicago, Illinois
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A C H A N G I N G B U S I N E S S W O R L D
H U M A N - L E DT E C H N O L O G Y- E N A B L E D
FUTURE OF WORK
EMPLOYEEEXPERIENCE
DIGITALTRANSFORMATION
H E A L T H W E A L T H C A R E E R
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M E R C E R I S A G L O B A L F O R C E O F O V E R 2 3 , 0 0 0 U N I Q U E I N D I V I D U A L S W I T H A P A S S I O N F O R E N H A N C I N G T H E H E A L T H , W E A L T H , A N D C A R E E R S O F 1 1 5 M I L L I O N P E O P L E W O R L D W I D E .
W E ’ R E U N I T E D B Y A S I N G L E I D E A – T O M A K E L I V E S B E T T E R T O M O R R O W T H R O U G H T H E A C T I O N S W E T A K E T O D A Y
H U M A N A G E
FUTURE OF WORK
EMPLOYEEEXPERIENCE
DIGITALTRANSFORMATION
H E A L T H W E A L T H C A R E E R
A C H A N G I N G B U S I N E S S W O R L D
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M E R C E R I S A G L O B A L F O R C E O F O V E R 2 3 , 0 0 0 U N I Q U E I N D I V I D U A L S W I T H A P A S S I O N F O R E N H A N C I N G T H E H E A L T H , W E A L T H , A N D C A R E E R S O F 1 1 5 M I L L I O N P E O P L E W O R L D W I D E .
W E ’ R E U N I T E D B Y A S I N G L E I D E A – T O M A K E L I V E S B E T T E R T O M O R R O W T H R O U G H T H E A C T I O N S W E T A K E T O D A Y
But are they focusing on the right things to prepare their workforce for the future – in terms of size, shape and skillset?
How should organizations develop personalized reward programs and craft the types of work experiences that people crave?
How should business, technology and HR leaders collaborate to meet employees’ expectations for a consumer-grade digital workplace?
73% of business executives expect significant disruption in the next
three years
99% of HR leaders are already taking action to prepare for the
future of work
Only 13% of organizations offer a fully digital experience for
employees
and 1 in 3 employees say their company does not provide them
with the tools they need to do their job efficiently
Thriving employees are 4x more likely to work for a company that
has a strong sense of purpose,
offers them opportunities to develop their skills
ensures equity in pay and promotion decisions
H U M A N A G E
FUTURE OF WORK
EMPLOYEEEXPERIENCE
DIGITALTRANSFORMATION
H E A L T H W E A L T H C A R E E R
A C H A N G I N G B U S I N E S S W O R L D
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H E A L T H W E A L T H C A R E E R
F U T U R E O F W O R K
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D O Y O U R E M E M B E R Y O U R F I R S T T I M E ?
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W H AT D O E S I T M E A N F O R U S
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I T S M E A N S W E N E E D T O P R O V I D E A F I R S T C L A S S E X P E R I E N C E
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W H A T M A K E S A D I F F E R E N C E ?
Thriving employees work in an inclusive, flexible environment that offers a strong sense of purpose and valuable learning opportunities
Has a strong sense of purpose that resonates with their personal valuesx 3.6 Makes a positive societal impactx 2.4
x 3.5 Offers them opportunities to develop their skills x 2.7 Focuses on their health &
well-being
Makes efforts to be intentionally diversex 2.2 Offers flexible work optionsx 2.1
Helps them achieve their financial goalsx 4.9 Ensures equity in pay
and promotion decisionsx 4.3
AFFINITYPRIDE
PURPOSE
CAREER & WELL-BEING
COMPENSATION & BENEFITS
WORKPLACE / LIFESTYLE
They work for a company that . . .
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Top 6 reasons for joining
Employee view
11%
10%
10%
7%
7%
6%
Job security
Careeropportunities
Competitive pay
Developmentopportunities
Meaningful work
More interestingwork
Top 6 reasons for staying
Employee view
26%
20%
20%
20%
19%
18%
Job security
Medical benefits
Developmentopportunities
Flexibility inhours
Competitive pay
Careeropportunities
Top 6 reasons for leaving
Employee view
11%
9%
7%
7%
7%
6%
Competitive pay
My manager
Job security
More interestingwork
Careeropportunities
Developmentopportunities
H O W S H O U L D W E C O N T I N U A L L Y A T T R A C T T A L E N T
#2
#1
#5
#1
#4
#10
#2
#6
#10
HR view HR view HR view
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H O W C A N W E E M B R A C E D I G I T A L H R A N D U S E A N A L Y T I C S T O V A L I D A T E E M P L O Y E E R E S O N A N C E
Areas of concern:
18% What is the impact of different pay strategies on performance and retention?
Which populations are failing to progress within the organization?29%
In 2019, we saw significant increase in the use of analytics to determine: How total rewards programs are being utilized
Why people are choosing to join the company
9% 23%
15% 25%
2018 2019
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T H E PAT H F O R W A R D
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H O W S H O U L D W E C O N T I N U A L L Y A T T R A C T T A L E N T ?L E A D I N G T R E N D S
P E R S O N A L I Z E D , A G I L E , A N D
H O L I S T I C
A leading organization must understand the need to create personalized, agile, and holistic rewards systems. This is essential to attracting, motivating, and developing talent.
The days of designing rewards programs as a straightforward mix of compensation and traditional benefits are over.
O N E - S I Z E D O E S N O T F I T A L L
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An employer’s value proposition should be multi-faceted – just like the talent that contributes to an organization’s success.
In a transparent world, the consumer brand and employee brand are one and the same –authenticity is critical.
Attractiveness is a two-way street. A deal’s appeal can be diminished by negative perceptions of the brand or an inability to uphold brand values.
H O W S H O U L D W E C O N T I N U A L L Y A T T R A C T T A L E N T ?B R A N D R E S O N A N C E
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H O W S H O U L D W E C O N T I N U A L L Y A T T R A C T T A L E N T ?C U R A T E T H E H R E X P E R I E N C E : P E R S O N A L I Z E T H E E X P E R I E N C E
O n b o a r d i n g
D e v e l o p m en t
T r a n s i t i o nC r i t i c a l
E x p e r i en c e s
N e w M a n a g e rE x i t
P e r f o r m a n c e
P r o m o t i o n
R e c r u i t i n g
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Chatbots for employee
self-service
AI to identify employees at risk of leaving
AI to recommend job openings and/ or career paths to
employees
AI as part of the performance
management process
AI to customize compensation or improve pay benchmarking
Top “AI in HR” investments for 2019
Executives’ number one workforce concern this year is meeting employees’ expectations for a consumer-grade digital experience
H O W C A N W E U S E E M B R A C E D I G I T A L H R A N D U S E A N A L Y T I C S ?R E T H I N K T H E H R L I F E C Y C L E T O M E E T E M P L O Y E E E X P E C T A T I O N S
41% 40% 39% 38% 38%
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H O W C A N W E U S E E M B R A C E D I G I T A L H R A N D U S E A N A L Y T I C S ?T R A N S F O R M T H E H R F U N C T I O N
Digitization
HR in digital organizations are 6X
more likely to be seen as a significant
contributor
HR Core2019 process redesign efforts focused ontalent acquisition & career management
HR Admin48% of companies plan to increase the
number of functional staff per head as they grow the business
Simplify
the work experience is exec’s 2nd people priority
Automate
60% of companies plan to increase automation
HR Strategy
31% of HR leaders very confident strategywill deliver future needs
Process Orientation
1 in 3 employees say it takes 1+ hour to do
straightforward HR tasks (e.g., time off)
LeanExecutives say
improving HR efficiency is the #1 area for business technology investments
Agile30% of executives describe
their organization aschange agile
Focused45% of executives strongly agree that HR is effective in aligning people strategy with strategic business priorities
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H O W S H O U L D W E C O N T I N U A L L Y A T T R A C T T A L E N T ?C U R A T E T H E H R E X P E R I E N C E : U S E A N A L Y T I C S
I D E N T I F Y I N G P E R S O N A S
Team Leader – OfficeManages team of direct
reports
New HireRecent college hire,
reports to Team Leader
PRIMARY CHALLENGE: Having the right resources to support employees as they onboard and grow their careers within the organization
PRIMARY CHALLENGE: The unknown of what lies ahead –how to begin my new work life, who to talk to, how to navigate the organization and meet expectations
D E T E R M I N I N G P R I M A R Y P E R S O N A S
Mapping the future state experience for how employees and managers will leverage technologies and third‐party services to streamline their HR workflows.
Identifying the impact of change relative to a set of primary personas who will engage with core HR journeys.
Identifying all potential personas involved in the HR journeys, determining and developing the primary personas for each journey.Team Leader Personas
Team Leader – OfficeTeam Leader – FieldDirectorExec/ Sr. Leader (VP+)
Employee PersonasEmployee – OfficeEmployee – FieldNew Hire – OfficeNew Hire – FieldNew Hire – Executive
Candidate PersonasExternal CandidateExternal – College GradExternal – ExecutiveInternal Candidate
HR PersonasHRBP – OfficeHRBP – FieldCOEShared ServicesHR Generalist / Analyst
Library of all potential personas involved in HR journeys…
“I want to feel welcome, understand exactly what’s expected of me and have a single place to go for all of my onboarding activities and needs.”
Mobile enabled Onboarding Platform integrated with HCM technology
Virtual orientation and suggested learnings available to me
Peer Resource identified, welcome pack sent prior to start
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B R I N G I T A L L T O G E T H E R
Crafting the employee experience through standardization, simplification, and automation of HR processes.
Identify key personas with distinct characteristics and design the user
experience for each journey, eliminating pain points depicted in the Emotional
Curve for each persona
Guided by design thinking, transform HR processes to eliminate
unnecessary complexity, improve adoption and re‐align roles/responsibilities
Identify opportunities for automation, either within the Workday environment or suggest additional tools/platforms such as AI, Bots or RPA to support the persona
experience through each journey
Identify impact on data governance and HR policies which support redesigned processes to ensure
sustained effectiveness
Conduct Interviews
Develop Personas
Simplify & Automate
Map the Backstage
Document & Refine
Identify Impact
Define Touch‐points
Design UX Journeys
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Questions?
Thank You
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