Géraldine  GALINDO    Professeur  Associé  de  GRH  ggalindo@escpeurope.eu  

CLUB INNOVATIONS RH Mobiliser la marque employeur et l’expérience salarié

21 mars 2017

PROGRAMME  

•  Marque employeur et expérience salarié •  Témoignages:

–  Sophie  CLEJAN,  directrice  de  la  marque  employeur  et  de  l’expérience  salarié  –  ORANGE  

 –  Jeremy  LAMRI,  CEO  MONKEY-­‐TIE  et  Fondateur-­‐président  Le  Lab  RH

RAPPEL- DIGITALISATION & PERSONNALISATION

Digitalisation Applications RH

Big data Intelligence artificielle …

Humanisation Personnalisation Convivialité …

-  De nombreuses innovations RH : des outils mis en place

-  Des questionnements sur les processus de diffusion et d’implémentation

Marque employeur et expérience salarié

LA MARQUE EMPLOYEUR

« L’ensemble des avantages fonctionnels, économiques et psychologiques inhérent à l’emploi et avec lesquels l’entreprise, à

titre d’employeur, est identifiée » (Ambler & Barrow, 1996, p. 187).

• Un processus : efforts faits pour créer et communiquer le message selon lequel elle est un « employeur de choix » différent de ses concurrents.

1.  Identification des avantages procurés aux salariés 2.  Communication 3.  Respect ou pas de la promesse

• Des antécédents :

ü  Une culture organisationnelle forte ü  Des démarches marketing préalables ü  Des pratiques RH

• Une « proposition de valeur » ü  Comment est-elle vue publiquement? ü  Comment attire-t-elle des talents?

"  Cohérence "  Transparence

POUR QUOI? (UNIVERSUM, 2016) EMPLOYER BRANDING NOW 26

FIGURE 12

WHICH OF THE FOLLOWING PEOPLE MANAGEMENT PROCESSES HAVE BEEN INFLUENCED BY YOUR EMPLOYER BRAND STRATEGY?

RETURN

When asked specifically where the employer brand is applied, the majority focus on candidate / on-boarding experience, while fewer apply it to ongoing people management.

HOME

KEY INSIGHTS

WHAT DOES THE RESEARCH TELL US?

0%

20%

40%

60%

80%

Leadership development & behaviours

Career development

Talent management

Onboarding and orientation

Candidate management

Large

MediumSmall

Vers la création des composantes du contrat psychologique

LES DIMENSIONS DE LA MARQUE EMPLOYEUR

Différentes dimensions (Berthon et al., 2005) :

1. La valeur d’attrait (intérêt du travail) 2. La valeur sociale (ambiance de travail) 3. La valeur économique (rémunération, promotion) 4. La valeur de développement (carrière, formation) 5. La valeur de transmission. = dimensions symboliques et instrumentales (Lievens et al., 2003, 2007)

L’image marque employeur

o  Aujourd’hui vers le crowdsourcing employer branding (Dabirian et al., 2017):

= amener les salariés à véhiculer volontairement la marque employeur sur les réseaux sociaux.

Ex: Glassdoor - 30 millions de personnes / 190 pays / 500 000 entreprises

(2016)

Web 1.0 era and the arrival of dial-up service athome (e.g., through AOL), email (e.g., Hotmail),the first browsers (e.g., Mosaic), and early-modelcellular phones (e.g., Nokia 1600). But on the much-lauded information superhighway of the 1990s,websites were static and mainly allowed firms toadvertise and toot their own horns when it came toemployer branding.

With the development of XML, a new, more inter-active web emerged. Known as Web 2.0 (O’Reilly,2007), people could easily post their own content.The web went social. Social media platforms andmobile devices took over the internet (Kietzmann,Hermkens, McCarthy, & Silvestre, 2011; Kietzmann,Silvestre, McCarthy, & Pitt, 2012). People began tovalue the opinions of strangers and rely on peer-review sites for all sorts of consumption decisions,including books (e.g., Amazon), restaurants (e.g.,Yelp!), hotels (e.g., TripAdvisor), and movies (e.g.,IMDB). Review sites became the norm for savvy con-sumers everywhere and, unsurprisingly, peoplestarted to talk about organizations online, too. OnLinkedIn (2003), Facebook (2004), YouTube (2005),and Twitter (2006), people started sharing their workexperiences and created electronic word of mouthrelated to firms, their brands, their offerings, andtheir roles as employers (Ventura, 2013). All of thisoften-public chatter had a tremendous impact onemployer brands and the ability of firms to attractand retain good employees.

These significant changes in terms of IT and em-ployee interaction raise a number of importantemployer branding questions: When employeesknow about one another’s experiences, do they stillcare about the same values or do their expectationschange? What should managers focus on to competefor employees? How should managers understandand manage the information available today oncrowdsourced employer branding platforms? To shedlight on these questions, and more, we analyzed thecontent of Glassdoor, the most popular employerbranding platform.

3. Crowdsourced employer brandingin action: Glassdoor

Glassdoor is a website that started collecting anon-ymous, employment-related data from current andformer employees in 2008. Its goal–—captured in thetagline, ‘Get Hired. Love Your Job.’–—relies onemployee-generated company reviews, salary andbenefits information, and interview questions thatcandidates post from millions of job talks. Glass-door’s many competitors offer similar servicesbut are focused more on specific geographic

areas (e.g., RateMyEmployer/Canada, Jobines/Asia,JobAdvisor/Australia, TheJobCrowd/U.K., Kununu/Europe). With 30 million subscribers from 190countries and 10 million company reviews of morethan 500 thousand firms, Glassdoor was undeniablythe most popular global company and CEO reviewsite in 2016.

Glassdoor invites participants to use a five-pointLikert scale (1-star to 5-star ratings) to judge aseries of employment-related variables. These in-clude an overall rating, a firm’s career opportuni-ties, compensation and benefits, workload, seniormanagement, and the firm’s culture and values. Thesite further welcomes employees’ comments aboutthe pros/cons of the job and the firm, and asks foradvice to its management. Lastly, Glassdoor offers athree-point scale (negative, neutral, or positive) forparticipants to rate the CEO and the firm’s 6-monthoutlook, and asks participants if they would recom-mend the firm to their friends.

To understand the types of attributes employeescare about in their evaluation of an employer brand,we looked at the firms that scored highestand lowest on Glassdoor. These extremes–—whichwe refer to as an employer attractivenessspectrum–—are featured in Table 1. The organiza-tions listed were mostly large multinationals, span-ning such industries as travel and tourism, businessservices, IT, real estate, retail, healthcare, and foodmanufacturing. We then scraped all of the reviewsfor these firms from Glassdoor, which resulted in adata set containing more than 38,000 reviews.About 70% of all reviews were left for the worstplaces to work, which points to our human tenden-cy to criticize rather than praise. In order to makesense of the many reviews across these datasetsand to understand the employer branding attrib-utes employees value most, we turned to IBM’sWatson.

Table 1. Employer attractiveness spectrum: Glass-door’s 10 best and 10 worst places to work in 2016

Best places to work Worst places to work

Airbnb Forever 21

Bain & Company Express Scripts

Guidewire Family Dollar Stores

Hubspot Sears

Facebook Xerox

LinkedIn Kmart

Boston Consulting Group DISH

Google RadioShack

Nestle Purina PetCare Dillard’s

Zillow Kraft Heinz Company

A great place to work!? Understanding crowdsourced employer branding 199

Deux facettes :

marque employeur

àimage de marque employeur

Des arguments différents, Dabirian et al., 2017

9

propositions of employer branding. Further, theimportance of these value propositions differs vastlydepending on whether employees are praising orcomplaining about their employers, and on whetherthe companies in question are the most or leastattractive employers. We refer to these crowd-sourced, data-driven insights as employer brandintelligence. For the employing firm, employerbrand intelligence raises seven main managerialimplications. These are detailed next.

7.1. Understand industry idiosyncrasies

The choice of the top and bottom employers in ourstudy was deliberately industry-overarching. Toshow general priorities, it included companiesfrom large multinationals, spanning such industriesas travel and tourism, business services, IT, realestate, retail, healthcare, and food manufacturing;thus, the findings are general in nature. However,each industry has its own characteristics andemployees likely possess industry-specific employ-ment priorities. For example, companies operatingin the IT industry, with its demand for highly skilledand loyal employees, probably treat their personneldifferently than companies operating in the hospi-tality industry, with its churn and seasonal laborfluctuations. As such, managers are advised to col-lect data specific to their own industries and sec-tors. Glassdoor is the current market leader for thiskind of information, but managers might need toconsider other crowdsourced employer branding

platforms to capture what their employees valuemost.

7.2. Understand the value of employerbrand intelligence

Data culled from crowdsourced employer brandingsites can have a tremendous impact on solving ex-isting personnel problems or even avoiding them inthe first place. The importance of such data andemployer brand intelligence, however, differs notonly from industry to industry but also firm to firm.Companies that suffer from churn and that spendmuch of their time and money on hiring and trainingare often not seen as great places to work. Theemployer brand intelligence gathered from crowd-sourced employer branding sites promises morevalue to these firms than to those companies thatbenefit from very loyal employees. Even for highlyranked workplaces, though, employer brand intelli-gence can provide important insights regardingwhat their employees like and dislike. In turn, thisinformation can shed light on opportunities for im-proving working conditions further, attracting high-caliber employees, and creating a more productivework environment in general.

7.3. Create an employer attractivenessspectrum

Most companies do not score at the extremes; theyare neither the best nor the worst employers, and

Figure 2. Valences and weights of employer branding value propositions

202 A. Dabirian et al.

à Vers l’employer branding intelligence ?

L’EXPÉRIENCE SALARIÉ

= la somme des perceptions variées que peuvent avoir les salariés suite à leurs différentes interactions avec leurs organisations dans le cadre de leur travail. ü Des perceptions qui peuvent être positives … ou négatives à subjectivité

ü Deux enjeux : • en amont : cerner les besoins • en aval: savoir communiquer

Gallup  (2016)  :    

-­‐ 87%  des  salariés  dans  le  Monde  ne  seraient  pas  engagés    

-­‐ Les  entreprises  avec  des  salariés  hautement  engagés  surperforment  de  147%  (bénéfice/acYon)  

« So, my philosophy has always been, if you can put your staff first, your customers second, and shareholders third, effectively, in the end, the shareholders do well, the customers do better, and

[your staff remains] happy » (Richard Branson)

Des tentatives pour caractériser les dimensions de l’Expérience salarié

The Employee Experience Index

10

Appendix: Demographic analyses of Employee Experience Index

Employee Experience Index scores by dimensionThe global Employee Experience Index score from our research sample is 69 percent. This is positive, but leaves significant room for improvement. Of the five dimensions of the Employee Experience Index, happiness is the highest (74 percent) and vigor at work is the lowest (62 percent) (Figure 12).

Employee Experience Index scores by job levelIt appears that the more senior you are, the more positive your employee experiences (Figure 13). Individual contributors (employees who do not manage others) report a lower level of employee experience (63 percent) than managers (79 percent), a gap of 16 percentage points.

In fact, such a gap is not unique to the concept of employee experience. In other studies of worker opinions, we often find that managers tend to answer a range of work attitude questions more positively than individual contributors. One possible explanation could be that managers are more likely to be involved in decision making in organizations, and involvement is associated with positive attitudes.11

Employee Experience Index scores by generationDespite the popularity of the notion of generational di!erences, scientific research suggests that di!erences in work attitudes are generally very small.12 In fact, an IBM Smarter Workforce Institute study showed that only 0 to 2 percent of work attitude di!erences can be attributed to generation.13

In line with these previous findings, our research reveals no significant di!erences across generations in their employee experiences (Figure 14). All generations report similar levels of the employee experience dimensions.

Sour�e: � or' Trenü �™ 201� � ü obaü �ampü e for ü ze IB� �� ü obofor�e �mpü oyee �çperien�e Inü eç Sü uü y (n�23�0�0)�� oü e: Tze ��ore� are reporü eü a� per�enü favorabü e; ü zaü i�� ü ze �mpü oyee �çperien�e In ü eç ��ore i� ü ze average ü eveü of agreemenü a�ro�� ü ze ü en iü em� in ü ze Inü eç� Tze ��ore for ea�z empü oyee eçperien�e ü imen�ion i� ü ze average ü eveü of agreemenü a�ro�� ü ze ü wo iü em� ü za ü mea�ure ü zaü ü imen�ion�

Figure 12. Employee Experience Index scores

Employee Experience Index

Belonging

Purpose

Achievement

Happiness

Vigor

69%

70%

70%

69%

74%

62%

Sour�e: � or' Trenü �™ 201� � ü obaü �ampü e for ü ze IB� �� ü obofor�e �mpü oyee �çperien�e Inü eç S ü uü y (n�23�0�0)� oü e: Tze ��ore� are repor ü e ü a� per�enü favorabü e� ü ze average ü eveü of agreemen ü a�ro�� ü ze ü en iü em� in ü ze Inü eç�

Figure 13. Employee Experience Index scores vary by job level

Individual Contributor

Front-Line Supervisor

Mid-Level Manager

63%

74%

79%

3

Development of the new Employee Experience Index

Our research studyTo understand and measure what makes an optimal working experience for employees, industrial-organizational psychologists and experts in HR consulting from both IBM and Globoforce undertook a three-phase research study:

Phase 1: Literature review and construct identification Using scientific literature in positive psychology,

humanistic psychology and behavioral science as our starting point, we identified a number of constructs that relate to a more positive employee experience, and created a large pool of survey items to measure those constructs.

Phase 2: Construct measurement To measure the employee experience constructs, a global

survey of more than 23,000 employees in 45 countries and territories across many di!erent industries and job functions was conducted. The resulting data were then subjected to a series of statistical analyses to assess and validate the psychometric properties of the survey items and related constructs.

Phase 3: Index and driver definitions Finally, the constructs and associated items were

summarized into (1) an index reflecting employee experience, and (2) key leadership and workplace practices that can be leveraged to positively a!ect employee experience.

The Employee Experience Index Following our review of the literature, we define the employee experience as:

A set of perceptions that employees have about their experiences at work in response to their interactions with the organization.

With this definition as a guiding framework, we developed a 5-dimension, 10-item index to capture the core facets of employee experience. The Employee Experience Index measures:

Belonging – feeling part of a team, group or organizationPurpose – understanding why one’s work matters Achievement – a sense of accomplishment in the work that is doneHappiness – the pleasant feeling arising in and around workVigor – the presence of energy, enthusiasm and excitement at work

Having built the Index, our study went on to look at what drives employee experience and what outcomes organizations can expect when they create a more positive and human organization. The framework for these relationships is shown in Figure 1. As the framework shows, employee experience has its beginnings in the direction and support of leaders and managers, who drive organizational practices that create the employee experience. Ultimately, a positive employee experience is associated with improved employee outcomes such as better job performance, increased discretionary e!ort and higher retention.

IBM & Globoforce, 2016

3

Development of the new Employee Experience Index

Our research studyTo understand and measure what makes an optimal working experience for employees, industrial-organizational psychologists and experts in HR consulting from both IBM and Globoforce undertook a three-phase research study:

Phase 1: Literature review and construct identification Using scientific literature in positive psychology,

humanistic psychology and behavioral science as our starting point, we identified a number of constructs that relate to a more positive employee experience, and created a large pool of survey items to measure those constructs.

Phase 2: Construct measurement To measure the employee experience constructs, a global

survey of more than 23,000 employees in 45 countries and territories across many di!erent industries and job functions was conducted. The resulting data were then subjected to a series of statistical analyses to assess and validate the psychometric properties of the survey items and related constructs.

Phase 3: Index and driver definitions Finally, the constructs and associated items were

summarized into (1) an index reflecting employee experience, and (2) key leadership and workplace practices that can be leveraged to positively a!ect employee experience.

The Employee Experience Index Following our review of the literature, we define the employee experience as:

A set of perceptions that employees have about their experiences at work in response to their interactions with the organization.

With this definition as a guiding framework, we developed a 5-dimension, 10-item index to capture the core facets of employee experience. The Employee Experience Index measures:

Belonging – feeling part of a team, group or organizationPurpose – understanding why one’s work matters Achievement – a sense of accomplishment in the work that is doneHappiness – the pleasant feeling arising in and around workVigor – the presence of energy, enthusiasm and excitement at work

Having built the Index, our study went on to look at what drives employee experience and what outcomes organizations can expect when they create a more positive and human organization. The framework for these relationships is shown in Figure 1. As the framework shows, employee experience has its beginnings in the direction and support of leaders and managers, who drive organizational practices that create the employee experience. Ultimately, a positive employee experience is associated with improved employee outcomes such as better job performance, increased discretionary e!ort and higher retention.

9

Conclusion and recommendationsOur study identified five components of employee experience — belonging, purpose, achievement, happiness, and vigor — and developed an instrument that diagnoses the level of employee experience based on the survey responses from 23,000 employees in 45 countries and territories. Our analyses reveal that more positive employee experiences are linked to better performance, extra e!ort at work, and lower turnover intentions.

We also identified the key organizational practices that drive more positive employee experiences: organizational trust; coworker relationships; meaningful work; recognition, feedback and growth; empowerment and voice; and work-life balance. Additional insights about the drivers of employee experience will be described in a future paper.

Several recommendations emerge for cultivating more positive work experiences and achieving better outcomes:

DiagnoseListen regularly to the voice of your employees (through platforms such as census and pulse surveys, social listening, etc.) to understand the nature of their experiences at work. Conduct a drivers analysis to diagnose the culturally relevant workplace practices that are strengths to build upon or areas for improvement.

ActRecognize the unique role that leaders and managers play in defining employees’ work experience, and enable managers to design experiences consistent with core values.

intended and nurture an environment that reinforces mutually supportive coworker relationships.

work and how it contributes to the wider organizational purpose and goals.

social recognition, feedback and growth opportunities.

making and trust them with the autonomy they need to find the best paths to achieving success.

“More positive employee experiences are linked to

better performance, extra effort at work, and lower

turnover intentions.”

Des pratiques identifiées

"   Promouvoir et former les leaders à vers un management de proximité

"   Mettre en place une culture « positive » à autonomie des horaires, nouveaux espaces de travail, accompagnement / bien-être

"   Questionner fréquemment les salariés pour prendre des décisions à vers de nouveaux outils

"   Mettre en œuvre des pratiques de formation et des perspectives de développement

"   Renforcer les liens avec les entreprises mais aussi entre les salariés à une culture collaborative

"   Promouvoir la marque de l’entreprise et le fait de pouvoir devenir son ambassadeur

à Comment ? Dans toutes les entreprises? Par

qui?

DEUX INNOVATIONS RH AVEC DES POINTS COMMUNS

"   La nécessaire implication de tous les acteurs : dirigeants / RH/ managers / candidats / salariés "   Des effets attendus :

–  AZracYvité    –  RétenYon    –  Engagement  –  RéputaYon      

 "   Une vision dynamique "   Vers une GRH stratégique

–  Le  rôle  clef  des  praYques  RH  (recrutement,  onboarding,  formaYon,  gesYon  des  carrières,  évaluaYon,  rémunéraYon)  

–  Accompagnée  par  des  démarches  acYves  de  communicaYon  –  Et  des  ouYls  :  de  e-­‐reputaYon  (ex.  GlassDoor),  les  réseaux  sociaux      

Du marketing RH Des  promesses  La  nécessité  de  refléter  «  la  réalité  »  

Des questions pour vous…

"   Comment appréhende-t-on ces deux concepts dans votre entreprise ?

"   Quelles actions ont été initiées? –  Pourquoi? –  Par qui? –  Avec qui?

"   Quels effets? –  Pour les salariés? –  Pour les relations managériales ? –  Pour les entreprises?

"   Quelle intégration dans la stratégie générale de l’entreprise?

Témoignage

Sophie CLEJAN

Directrice de l’expérience salarié et

de la marque employeur

ORANGE

Témoignage

Jérémy LAMRI

CEO Monkey-Tie

Fondateur-Président du Lab RH

Prochaine séance 25 avril

après-midi

Engagement, empowerment... comment et jusqu’où jouer la carte des communautés dans l’entreprise ?