A View of the People Experience Across the Talent Lifecycle

If people – and employee engagement in particular – are so important to growth, why have so few organizations cracked the people and engagement puzzle?

A View of the People Experience Across the Talent Lifecycle

22 Oct 2017 by  Gerhard Diedericks

If people – and employee engagement in particular – are so important to growth, why have so few organizations cracked the people and engagement puzzle?

In most organizations individual engagement levels drop off after a 'honeymoon' period, with the exception of Aon Best Employers who are typically successful in engaging employees throughout their tenure. We also know that significant career events impact engagement. While a promotion or transfer might serve to lift engagement initially, it also introduces vulnerability in the period immediately after that promotion as the employee has to deal with the change in role.

Continuously listening throughout the people lifecycle

Unfortunately, the traditional big annual engagement survey (AES) often catches these drops in engagement too late. But what if we could track engagement levels across the people lifecycle? What if we could establish the baseline engagement levels for new starters and how they experience those aspects of the work experience relevant to new starters? Such as the recruitment process, induction and onboarding?

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What if we could track engagement prior to, during and after significant events such as leadership development, secondments and promotions?

Proactively tracking engagement is the key to early intervention

Instead of waiting for the AES we can leverage technology and analytics to proactively track engagement, learn from teams and managers that are able to maintain high engagement, and proactively intervene when we notice the honeymoon period is about to end.

It also allows for a precise and timely intervention. By focusing in on employees at a specific point in the people lifecycle and understanding the drivers of engagement relevant to that point in time, interventions are likely to have a greater impact on engagement levels.

Consider the impact on business performance, such as a proactive approach to measurement and intervention, is likely to have. It takes many months, sometimes years, to get a new starter to peak performance. A small reduction in regrettable attrition can lead to significant gains in business performance. In this context, the inability of the traditional AES to proactively empower managers to intervene is a significant one.

A technology-enabled measurement strategy that tracks engagement at every point in the talent lifecycle and allows leaders to be proactive about sustaining the engagement levels needed to drive business performance, will be fundamental to how employee engagement is approached by high performance organizations in the near future.

Start a conversation with us

We can help guide your organization with tracking employee engagement throughout the lifecycle. Contact us to learn more about the tools and techniques which are available.

Gerhard Diedericks

Gerhard has more than 15 years of experience in supporting organisations such as Telstra, NAB, ANZ, Barclays and BHP Billiton to better execute strategy through people. He believes that talent analytics represents the next big opportunity for organisations to unlock value and execute strategy through people.

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