How to use People Analytics to Shape Employee Experience

How to use People Analy0cs to shape your
Employee Experience
PMAT HR Day 2019
Happily.ai MIT Ex-Googler
Tareef Jaﬀeri
www.happily.ai

PMAT HR Day 2019 Tareef Jaﬀeri
People Leaders & HR
The world is changing quickly
and our workplaces need to
adapt to survive
Economy × People × Technology
www.happily.ai

Largest Global Companies
1
2
3
4
5
6
7
8
9
10
PetroChina
Exxon
General Electric
China Mobile
ICBC (China)
Gazprom (Russia)
MicrosoY
Royal Dutch Shell
Sinopec (China)
AT&T
$728 bn
$492 bn
$358 bn
$344 bn
$336 bn
$332 bn
$313 bn
$266 bn
$257 bn
$238 bn
2008
1
2
3
4
5
6
7
8
9
10
MicrosoY
Amazon
Apple
Alphabet
Facebook
Berkshire Hathaway
Alibaba (China)
Tencent (China)
Visa
Johnson & Johnson
$1,050 bn
$943 bn
$920 bn
$778 bn
$546 bn
$507 bn
$435 bn
$431 bn
$379 bn
$376 bn
2019

The Rise of Knowledge Workers
knowledge worker
an occupa(on characterized by
non-rou(ne cogni(ve work

Mind the GeneraAon Gap
Genera0on Z
27%Millennials
35%Gen X
38%Baby Boomers
6%
35%
35%
24%
20202010
Pew Research Center 2018

The “DisrupAon” of Technology
Why More Technology Does Not Equal More Produc?vity by Darius Foroux
Technology Use
Produc0vity
Point of Diminishing Returns

The “DisrupAon” of Technology
From Hyperfocus by Chris Bailey
And it takes us 23 minutes
to resume focus aYer a
distrac0on
40 s
we’re distracted every
🤯

SYSTEM MEASUREMENT
Are our systems capable of adapAng to these changes?
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GaugeCar
SYSTEM MEASUREMENT
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People AnalyAcsEmployee Experience
SYSTEM MEASUREMENT
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Key Takeaways
1 Key moments in your Employee Experience
2 Geeng started with People Analy0cs
3 Learnings from 4 Case Studies
4 Quick wins
5 Can Happily.ai help you?
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🌟 Let’s interact

PMAT HR Day 2019 Tareef JaﬀeriEX People Analy0cs Case Studies Quick Wins Happily.ai
1 How we should think about EX
2 Applied Design Thinking
3 Iden0fying key touch points
20 min
Break

CX as a Model of EX
Customer Experience
EX People Analy0cs Case Studies Quick Wins Happily.ai
What does Customer Experience look like?

CX as a Model of EX
Customer Experience (CX)
OBJECTIVE Create happy returning customers
CUSTOMER
PERSONA
First-0me Fred
Returning Ricky
Loyal Lily
PAIN POINTS
Lengthy checkout
Low product knowledge
GLOBAL SPEND $508 Billion
TIME 40 hours a year
VALUE $400
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CX as a Model of EX
Employee Experience (EX)
OBJECTIVE Create happy and produc0ve employees
CUSTOMER
PERSONA
First-0me Felix
Manager Mike
Leader Lisa
PAIN POINTS
Onboarding
Feedback
Manager
GLOBAL SPEND $720 Million
TIME 2,080 hours a year
VALUE $30,000
700X less spend
52X more hours
75X more value
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Mapping out the User Journey
Day 1 Year 1 Year 4
Bad on-boarding experience
Team problems
Made a friend
Company Party & Bonus
Got posi0ve feedback
Bad Performance
Review
New manager makes goals clear
Re-org mismanaged Assigned to new role with
unclear growth opportuni0es
Interview First Day Onboarding Re-org Promo0on ReferralManager
Interac0ons
TeamworkFeedback Perf.
Review
Training

Mapping out the User Journey
One-0me Phase Recurring
Interview First Day Onboarding Re-org Promo0on ReferralManager
Interac0ons
TeamworkFeedback Perf.
Review
Training
First Day Onboarding Manager Interac0ons

1 What is People Analy0cs?
2 Four Key Case Studies
3 Connec0ng our Findings with EX
30 min
Break

People Analy0cs is a way to use data to
understand the workforce and the way it behaves
as it does, enabling companies to make
be0er people decisions
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1 Deﬁne a question
2 Form a hypothesis
3 Perform an experiment
4 Analyze & interpret results
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2 Form a hypothesis
What are the main reasons why
we’re experiencing an increase in
voluntary turnover in our
organiza0on?
CHALLENGE
Are you asking the right question? What are you
really trying to understand?
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2 Form a hypothesis
Employees are exi0ng the company
because of the compe00ve job
market
This is a null hypothesis. We’re looking to disprove
this statement.
QUICK NOTE
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2 Form a hypothesis
Collect exis0ng or new data on turnover
events
1. Time of year
2. Role
3. Company Tenure
4. …
Data accuracy and completeness. Are your
employees willing to answer a weekly survey?
CHALLENGE
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1 2 3 4
0%
15%
30%
5 6 7 8 9 10+
Turnover over Tenure in Years
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2 Form a hypothesis
Our data shows that turnover is
signiﬁcantly higher before Year 1 and at
Year 4
Further studying tells us that we need
berer onboarding prac0ces and
career mobility
This is a time consuming process. By the time you
analyze and interpret your results, your employees
have already left
CHALLENGES
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Case Study 1: Project Oxygen
How important are managers?
People Analy0cs
People Ops

The Hypothesis Managers do not ma-er. The
quality of the manager does not
impact a team’s performance
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The Hypothesis
Managers do not ma-er. The
quality of the manager does not
impact a team’s performance
The Experiment
Manager quality was measured by
1 Manager performance raBngs
2 Annual employee survey
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The Results Team with great managers were
happier and more producBve
Found 10 common behaviors across
high-scoring managers
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Create guidebooks and training
programs for new managers
ACTION
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Case Study 2
How can we measure the impact of managers?
Dawn Klinghoﬀer
Head of People Analy(cs

Studied behavioral diﬀerences between borom, mid-range, and top
managers and how they eﬀect engagement
METHOD
Borom 25% Mid-range Top 25%
+ Behavior
+ Engagement
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Top managers lead by example when it comes to their working hours.
People who have managers who work long hours will not only work longer hours but
will be happier to do so as well
FINDING 1
+ 19% more hours
+ 9% more engaged
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Eﬀec0ve managers maintain large internal networks. People who work for
managers with smaller networks than their own have lower engagement
FINDING 2
+ 85% larger network
+ 7% more engaged
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One-on-one 0me with manager is correlated with
employee percep0on of apprecia0on
FINDING 3
+ improved performance
from feedback
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Manager snack emails
ACTION
Network Building
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Case Study 3: The Power of Nudges
How can we change the behavior of a manager and their teams?
Stefanie Tignor
Lead People Scien(st

May June
Manager Manager
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🌟 Let’s interact

May June
Manager Manager
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May is more likely to be disengaged and exit the company. Unlike
June, she doesn’t have a support network around her that
understands what she is going through.

Employees carry negaBve “baggage”
with them to new managers from
previous distrust and bad pracBces
June
Manager
NEW
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Manager
TEAM INSIGHTS
Personalized Reports
have a 20% more chance
of being shared
PERSONALIZE
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Manager
TEAM INSIGHTS
Managers who get nudges
are 2.5x more likely to
have discussions with
their teams
NUDGE 👉
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Manager
TEAM INSIGHTS
Manager is seen as 64% more
commired to change
Company is seen as 27% more
commired to change
POWER OF CONVERSATION 💬
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Manager May Manager May Manager May
😔 😁😕
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Manager May ??%
Tipping Point
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Manager May 27%
Tipping Point
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Nudge managers and employees
towards small behavioral changes
ACTION
👉
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Case Study 4: Spark a berer Mindset
How can we help managers and their teams work together beBer?

People are happy at work when they have great managers
HYPOTHESIS

In general, people who have great managers are happier 👍
FINDING 1
Great ManagerPoor Manager
Happy
Unhappy

But there are some that have great managers but are unhappy at work
FINDING 2
Great ManagerPoor Manager
Happy
Unhappy

For this group of employees, stress levels had the highest impact on happiness
FINDING 3
No StressHigh Stress
Happy
Unhappy

Bite-sized learning to help people
through their speciﬁc daily challenges
HAPPILY SPARKS™
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Bite-sized learning to help people
through their speciﬁc daily challenges
HAPPILY SPARKS™
Reduced unhappiness by
+50%
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People analy0cs can be used to berer understand drive
ac0on to solve problems
APPLY OUR KEY LEARNINGS TO EX
Managers play a cri0cal role in employee engagement👉
Create materials and nudges to guide managers towards
behavioral change
👉
Design knowing that most people will not take ac0on👉
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1 Quick Wins
2 What we do at Happily.ai
3 Conclusion
10 min
Q & A

Focus on LOW EFFORT & HIGH IMPACT ﬁrst
QUICK WINS
HIGH EFFORTLOW EFFORT
HIGH IMPACT
LOW IMPACT
Community Building
Manager Insights
Guidebook
Snack Emails
Berer Onboarding
1:1 Mee0ngs
Peer Feedback
Employee Survey
Pulse Survey
Chatroom
Buddy Pairings
Company Ou0ng
Recogni0on
Personalized Nudges
Rewards
Training
Predic0ve Analy0cs
www.happily.ai

Focus on LOW EFFORT & HIGH IMPACT ﬁrst
QUICK WINS
HIGH EFFORTLOW EFFORT
HIGH IMPACT
LOW IMPACT
Manager Insights
Guidebook
Snack Emails
Berer Onboarding
1:1 Mee0ngs
Peer Feedback
Employee Survey
Pulse Survey
Chatroom
Buddy Pairings
Company Ou0ng
Recogni0on
Personalized Nudges
Rewards
Training
Community Building
Predic0ve Analy0cs
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We make workplaces happier and more produc0ve with People Analy0cs
WHAT WE DO
Increase employee reten0on,
reducing cost of turnover by over 40%
💖
Create a culture of feedback & recogni0on
at a +92% adop0on rate
💬
Improved eﬀec0veness of people management.
Insights read by +80% of managers
💡
And much more!😀
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Happily.ai
Tareef Jaﬀeri
People AnalyAcsEmployee Experience
SYSTEM MEASUREMENT
www.happily.ai

Want to try it out?
Please come by our booth to talk to our team. You can also reach us via LINE
@Happily.ai
Happily.ai
Tareef Jaﬀeri

How to use People Analytics to Shape Employee Experience

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