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Agile Chennai 2022 - Mahadevan Periaswamy & Rajsekhar Janaswamy | Dopamine Shots in a Hybrid World

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Agile Chennai 2022 - Mahadevan Periaswamy & Rajsekhar Janaswamy | Dopamine Shots in a Hybrid World

  1. 1. Travel Tales - Dopamine Shots for the hybrid world
  2. 2. Who are we? Rajsekhar Janaswamy Two decades in IT, multiple roles across product and service organizations, currently focus on enabling high performance Mahadevan Periaswamy 2+ decades IT, spanning both product and services in various roles. Current interests include Agile Program Management, Agile-Lean Consulting/ coaching, Leadership and Gamification
  3. 3. Business Agility is on every CEO’s mind Today there are numerous challenges (both External and Internal) preventing Business Agility more than ever before!
  4. 4. Biggest Internal Challenge today - Talent • Hybrid workforce • Great Resignation & Quiet Quitting • Budgets Constraints • Engaging new hires
  5. 5. Questions on every employer’s mind • Motivate our employees in a sustained way • Keep our workforce engaged to address innovative problems
  6. 6. What is our session about? Approach to evolve strategies to address these challenges
  7. 7. Companies build Products by focusing on customers and their experience
  8. 8. Our Premise is…. Use tenets of Product Management to build an experience for employees
  9. 9. • Consider the company as your Product • Treat Employee as your USER • Create a curated experience to engage Employees
  10. 10. The Sweet Spot of Enhanced Experience USER EMPLOYEE PRODUCT ORGANIZATION ENHANCED EXPERIENCE INDIVIDUAL ENVIRONMENT
  11. 11. Enhanced Experience leads to Dopamine - a neurotransmitter made in your brain • Movement • Memory • Pleasurable reward and motivation • Behavior and cognition • Attention • Sleep and arousal • Mood
  12. 12. The Fogg Behavior Model Why Not use this for your Employees? Three elements must converge at the same moment for a behavior to occur: Motivation, Ability, and a Trigger. Individual
  13. 13. Let’s understand this model a bit User
  14. 14. Behaviors change based on triggers, ability and motivation User
  15. 15. What Triggers should we give? Successful Triggers Increase Reduce Sensation Pleasure Pain Belonging Social acceptance Social Rejection Anticipation Hope Fear
  16. 16. The HEART framework for UX in products Environment heart-metrics-author-version (googleusercontent.com)
  17. 17. Let's understand HEART Happiness Measure Subjective aspects of user experience Engagement User’s level of involvement with a product through behavioral proxies Adoption Track how many new users start using a product during a given time period Retention Track users from a given time period who are still present in some later time period Task Success Behavioral metrics of user experience
  18. 18. Let’s introduce the HEART Framework • Goal • a statement of what you’d like your product to achieve in that area of HEART. • Signal • signs you can look for to show you whether you’re on track to achieve your goal • Metrics • to objectively measure each signal Environment
  19. 19. HEART Examples from real life products
  20. 20. Dopamine Effect for Employees Design the Dopamine Shot with BJ Fogg behavior theory and monitor effectiveness with HEART framework
  21. 21. Lets try and apply this - first let us understand the employee journey Recruitment & Onboarding orientation and initial training Role and Job Execution Ongoing learning and development, ongoing engagement, Community involvement, environmental support Alignment Communication, rewards and recognition Retention Individual Growth, Performance Management, Compensation, Role advancement Exit Retirement, termination, resignation
  22. 22. Segmentation When volumes are huge, identifying relevant cohorts matter Individual Subjective Objective
  23. 23. How will the Fogg + HEART Framework look like for Employees? Identify Employe e Journey Stage Identify Cohort Describe Challenge Statement Define Goal Ask “How Might We?” Identify Signals and Metrics Inspect and Adapt
  24. 24. An Example
  25. 25. Let's look at an Example Employee Journey stage • Engagement and Retention Identify Cohort • Top Talent with 5 to 8 years of experience Challenge/ Aspiration Statement • To reduce or stop voluntary exits of top talent Define Goal • We aspire to prevent voluntary attrition to below 2%
  26. 26. How might we? Successful Triggers Increase Reduce Ideation Outcome Sensation Pleasure Pain • Recognition Belonging Social acceptance Social Rejection • Change within the organization • Ownership Anticipation Hope Fear • Reducing negative triggers • Learning opportunities
  27. 27. Idea Goal Signal Metric Recognition Leadership Recognition Evidences of Recognition mechanisms to create social acceptance & enhance pleasure • # of times in the quarter leaders give out formal and informal recognition • Peer Recognition opportunities used • Creating visibility across the organization Learning Opportunities Ensuring Skillset are relevant to evolving needs Evidences of Grooming top performers by giving them additional learning opportunities • Nominations for advanced technical, leadership training, and conferences • # of on-demand learning opportunities used Certification programs • Mentoring support & Leadership interaction opportunities • Challenging / Customer-facing opportunities From Ideas to HEART Framework
  28. 28. Idea Goal Signal Metric Change within the organization Retention through job rotation Evidences of preference given to existing employees in IJP’s • # of Top Performers interviewed for new roles in the organization Reducing Negative Triggers Ensure we have Hygiene factors to prevent discontent Evidences of managing negative triggers by keeping two-way communication flowing • Frequency of check-ins with leadership • # of 1-1 with reporting managers • Frequency of HR BP check-ins • # of Wellness, Health, and Family supports extended • Frequency of Career path discussions • Safe Feedback opportunities • Participation/ownership levels in organization events From Ideas to HEART Framework
  29. 29. So, what are we saying? – Call for Action 1. Organization = PRODUCT and Employees = USERS 2. Leverage HEART and BJ FOGG Theory in tandem 3. This is not just an HR exercise
  30. 30. Q&A

Notas do Editor





  • heart-metrics-author-version (googleusercontent.com)

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