3 Steps to Driving Recruiting and Retention with Employee Engagement
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Recruiting takes a village. At Lyft, the talent team lives this motto every day as they continually iterate on the company-wide recruiting culture. How exactly do they do it? Glad you asked. Join Adrianna DeBattista, Diversity Recruiting PM at Lyft and Mila Singh, Culture Strategist at CultureIQ as they share creative ways to build a recruiting culture in our webinar: Driving Recruiting and Retention through Employee Engagement. You'll learn how to: Evaluate your organization's culture and employee NPS. Build programs that improve employee engagement and satisfaction. Leverage your employees and culture to drive recruiting.
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3 Steps to Driving Recruiting and Retention with Employee Engagement
- 1. 3 Steps to Driving Recruiting and Retention with Employee Engagement Adrianna De Battista Diversity Recruiting PM Lead, Lyft Mila Singh Culture Strategist, CultureIQ Daniil Karp Director of Marketing at Teamable
- 2. Meet the Presenters Adrianna De Battista Diversity Recruiting PM Lead Lyft Daniil Karp Director of Marketing Teamable Mila Singh Culture Strategist CultureIQ
- 3. AGENDA Introductions Culture and Recruiting Lyft Case Study Employee referrals and ERGs 1 2 3 4 Teamable and CultureIQ ERGs, D&I, and Recruiting 5 Audience Q&A
- 4. 1 2 3 4 HOUSEKEEPING Let’s make it interactive Share with your colleagues On demand recording will be available Stick around for the Q&A
- 5. Hire Top Talent Faster
- 6. SCALE YOUR BEST SOURCE OF QUALIFIED CANDIDATES Drive referrals Source passive candidates Seamlessly integrates with your ATS
- 8. Partners with organizations and their leaders to make culture a competitive advantage Survey Software Strategy
- 10. What is culture? Company culture = how and why things get done at an organization Employee engagement = how employees feel about an organization (and how committed they are to it) Culture drives engagement! What we see: behaviors, policies, programs What we say: mission, values, goals What we believe: underlying assumptions
- 11. Culture Drives Competitive Advantage An intentional culture helps you deliver better to your customers and stakeholders A strong employer brand attracts and retains the best talent ● Engaged employees can be your biggest advocates Job seekers want employers to provide: 1. Salary/compensation 2. Benefits 3. Basic company information 4. What makes it an attractive place to work 5. Company mission, vision, values Source: https://www.glassdoor.com/employers/popular-topics/hr-stats.htm
- 12. How can you measure culture? Ask employees about their experiences and observations through surveys Data helps you quantify and track what you “feel” and “sense” about your culture To measure culture: CultureIQ measures 10 qualities common to high-performing organizations To measure engagement: employee Net Promoter Score (eNPS) “What gets measured gets improved” - Peter Drucker
- 13. 4 How likely are you to recommend COMPANY as a place to work? eNPS(% Promoters - % Detractors) PromotersDetractors Passives Employee Net Promoter Score (eNPS) For more information: http://www.netpromotersystem.com/about/employee-engagement.aspx
- 14. How can you improve culture? Use survey data to identify what is and isn’t working ● Choose 1-2 areas to focus on and track over time. (e.g. cross-team collaboration) While there is no “one-size-fits-all” solution to improving culture, here are some best practices: ● Appoint an executive culture and engagement sponsor ● Align programs and policies around values (e.g. values-based recognition) ● Develop your managers and provide them with a support system ● Tie everything to the “why” and employee purpose
- 15. Case Study ERGs, I&D, and Recruiting
- 16. Employee Resource Groups at Lyft Started when Lyft was at 300 employees. Employee Growth Represent Group Interests Access to Resources
- 17. Employee Resource Groups at Lyft As Lyft embarked on its growth trajectory the role of ERGs changed. RetentionPartnership with Recruiting Attraction
- 18. Employee Resource Group Tactics Leadership development Career growth Internal mobility Access to resources Recruiting events Hiring manager partnerships A voice for the communityEnd group think
- 19. Trainings, dialogue, partnerships Establishing executive buy-in and support I&D: Groundwork for Success An inclusive culture creates results
- 20. Telling the Lyft Story
- 21. The Impact on Recruiting Consider important influencers: Importance of inclusion and diversity in recruiting is understood throughout the org. Recruiters can focus on tactics. Diversifying referrals and applicants. Source for the hires you need that you aren’t seeing in referrals and applicants.
- 22. What role do referrals play?
- 23. DIVERSITY & REFERRAL CULTURE 1. Reach underrepresented communities through existing connections within your organization. 2. Support a diversity culture by enabling all employees to become inclusion ambassadors. 3. Important channel for sourcing candidates.
- 24. A BETTER WAY TO DRIVE REFERRALS 70% average company-wide adoption rate Seamlessly integrates with your ATS System of record for referrals Employee Side
- 25. A POWERFUL SOURCING TOOL Source candidates across the major social networks 1,000 connections added per employee advanced search functionality Recruiter Side
- 26. Engage Lyft employees to proactively refer candidates in their networks. Empower Lyft recruiters to identify passive candidates connected to current employees. Optimize and track employee referral flows. HOW TEAMALBE PARTERNS WITH LYFT 1 2 3
- 27. LEARN WHY THESE COMPANIES USE TEAMABLE: WWW.TEAMABLE.COM
- 28. WHAT CAN YOU DO TODAY?
- 29. Thank you! Q&A
Notas do Editor
- Employee referral acceleration platform
- Employee side: Recruiter side: ATS:
- A bit about our company… at CultureIQ we believe that culture is a business driver and a source of competitive advantage. It is what drives continued growth and attracts and retains the best talent. NEXT SLIDE
- Our mission is to partner with organizations and their leaders to make culture a competitive advantage. Company culture is just as important for your internal organization as it is for your external brand. At CultureIQ we view culture as a business driver. A strong culture enables companies to function at a higher level of innovation, productivity, and profitability Two companies can have the same product, service, number of employees, and perks, yet completely different culture. This is what makes all the difference in the type of talent companies can recruit and retain. CultureIQ helps companies understand and strengthen their organizational culture through an intuitive software that helps companies measure, analyze, and manage company culture. Our platform enables companies to: Customize and deploy annual, pulse, or trend surveys in a single platform See employee responses in real time Easily communicate feedback to managers, stakeholders, or employees Lastly, turn data into action quickly. NEXT SLIDE
- At CultureIQ, we define culture simply as how and why things get done. It consists of what we believe (underlying assumptions we have; the things we think about), what we say (what we talk about in terms of mission / values / goals), and what we do (behaviors / how we enact policies / programs). When all three of these things are aligned is when we have a strong culture. A strong culture is what in turn drives employee engagement - which is how committed employees are to an organization / how they feel about the org. NEXT SLIDE
- Culture is much more than just a buzzword or an ambiguous concept. It is something you can be intentional about in your organization. If you wait for the culture to define itself, it may develop into something you don’t want it to be. There’s a quote from the famous educator Peter Drucker: What gets measured gets improved. In our work with companies that are intentional about their culture, we see that culture is truly what drives a company’s competitive advantage. It is also what drives your employer brand because employees are your biggest advocates. We know how important this is in the recruiting world. A strong employer brand is what attracts and retains the best talent. All of us have been job seekers at one point or another, so I’m sure you can remember how important it was to understand what a company is like. Top five pieces of information job seekers want employers to provide as they research where to work: 1) Salary/compensation, 2) Benefits, 3) Basic company information, 4) What makes it an attractive place to work, 5) Company mission, vision, values. (Glassdoor U.S. Site Survey, January 2016) Candidates are more likely to be interested in a company if they can see that current employees are highly engaged and happy to work there. So, we know that company culture is important, and it is more than just a buzzword. Let’s talk about how you can measure it. NEXT SLIDE
- How can you measure culture? You start by asking employees about their experiences and observations, and a great way to do this through surveys - they are short, anonymous, and provide employees a private way to give feedback on things that matter to them. Our CultureIQ survey measures both culture and engagement. We measure culture through 10 qualities that are common to high performing organizations (orgs that are performance driven, empower people, strong values and clear values, community oriented, and agile / adaptive). We measure engagement with Employee Net Promoter score - a metric similar to Net Promoter Score, where we ask employee how likely they are to recommend their company to others. Those who respond 9s and 10s are considered promoters - people who will advocate for their company and are highly engaged. Collecting this type of survey data will help you quantify and track what you may have a hunch about regarding your culture. Being able to put numbers and data to the culture also helps get executive buy in and alignment on setting culture strategy goals. Let’s dive a bit deeper into eNPS – where it comes from and why it matters. NEXT SLIDE
- Employee Net Promoter Score is a concept that builds off the Net Promoter Score Concept. Net Promoter Score was pioneered and trademarked by Bain & Company, Satmetrix Systems, Inc., and Fred Reichheld. It is designed as a way to measure customer loyalty by organizing customers into promoters, passives, and detractors with the question “How likely are you to recommend this company to a friend or relative?” The Employee Net Promoter Score uses the same concept but in the context of employees, enabling employers to measure and get a snapshot of employee loyalty and engagement within their company. By asking a variation of the question “On a scale of zero to ten, how likely is it that you would recommend this company as a place to work?” you are able to segment employees into promoters, passives, and detractors. Promoters (those that answered 9-10) are the most loyal segment who will enthusiastically recommend employment at a company. Passives (those that answered 7-8) are those that are not necessarily negative, but are also not entirely loyal. Detractors (those that answered 0-6) are those that are not likely to recommend employment at the company. The Employee Net Promoter Score is calculated by subtracting the percentage of detractors from the percentage of promoters. In order to optimize the data from Employee Net Promoter score, the question should be asked on a regular frequency: monthly, quarterly, or annually. Responses must be anonymous to gather the most honest feedback. Lastly, it should be combined with additional surveys throughout the year to fully understand what factors contribute to the score itself and what steps you can take to strengthen employee sentiment. This is part of a larger process that we call culture management. You can use a driver analysis to see how culture qualities and other aspects of your organization impact employee net promoter score. This helps you select focus areas to work on. NEXT SLIDE
- Once you are armed with your survey data and insights, you can choose a focus area to work on. We recommend selecting 1 to 2 focus areas so you don’t spread yourself too thin. Respond to the feedback by enlisting the help of managers and employees who can act as culture champions. Ensure you get leadership buy in to secure resources that you need for initiatives. For example, your data may indicate a lack of collaboration across teams, so you may choose to enact a program to increase visibility of projects across teams and the ability for people to spend part of their time working on projects with other teams. Once you roll out an initiatives like this, make sure to measure progress by sending out pulse surveys asking for continuous feedback. There is certainly no one size fits all approach. Here are some best practices we’ve seen work well (list) Now I’ll hand it off to Adrianna to talk about her company’s case study. (NEXT SLIDE)
- Notes: Represent Group Interests: This was a big part of starting to develop a culture of inclusivity. It helped give employees from underrepresented groups an opportunity to organize and have a larger share of voice in the organization. Affinity Months (to share and connect to culture and community) Partner with comms to extend communication internally at Lyft. Support for external events occur beyond Lyft’s control that affect these communities. Employee Growth: Ensure there is a place where we can come together and explore opportunities, growth, and give feedback if needed to change process, trainings, etc for everyone at Lyft. Example: Performance reviews, a number of tech managers volunteered to reach self reviews of employees to ensure they are all selling their work that would read clearly at calibrations. Give feedback that could facilitate more employee support and growth! Access to resources: Executive sponsors. It was important to connect these groups with people at the executive level to offer support, training, resources, and have direct access to most senior leaders at the company. It’s our goal to give URM community more support, and less work The executive sponsor is someone the group can turn to for budget, support and as a sounding board, and a voice of support should something be addressed.
- Notes: Attraction: Today, ERGs play a vital role in building Lyft’s employee brand and attracting top talent… Events Batch Days Landing Team members for new offices exploratory/sells and sharing their story Strategic Partnerships with Recruiting: ERGs developed partnerships with recruiting to stay connected to the community, attract their community to a company where they feel valued. By doing this it affects passive talent and helps attract people from a variety of backgrounds. They get to be connected to the community with minimal extra work (as recruiting takes on much of the lifting to make the event happen). Can help make sure that there are no gaps in the recruiting process (give recruiting team different perspective so we don’t get recruiter “group think”) ERGs can share their experience to help recruiting to better engage, sell, and connect candidates to what is important to them when it comes to accepting an offer: often times this is culture and the people they work with. Retention: To maintain and grow diversity within a quickly scaling organization ERGs began to play an important role in retention. Especially for having a place and where their experience is important to the growth of the company.
- Step 1: Trainings: like onboarding (All: onboarding and how to join, how can recruiting partner with ERGs) Dialogue: Not only do you get feedback from the community, but ERGs by nature are comprised from multiple orgs so you get input from: Govn’t Relations, Finance, Tech, Recruiting, Enterprise, etc! Input from URMs but also a diversity or organizations!!! You start thinking bigger!! Step 2: Executives establish culture. They direct the “ship” or the company and their buy in directs the culture of the company. Step 3: If you’re thinking bigger, and have executive buy in and support, you’re going to get results. A better brand, higher NPS, Happier employees and growing employees.
- Another critical component is that Lyft’s external marketing and branding aligns with its culture goals and reaches the communities they look to recruit from.
- Step 1. As we’ve talked about establishing a culture of inclusion and diversity is important as it’s a given at your company. It’s best to start this as early as possible to establish this culture of inclusion. If you haven’t started yet, that’s okay, late is better than never!! This can happen during onboarding, but needs to be continuous and embedded in everything the company does. Step 2. Once culture is established, Recruiters can openly recruit and talk about why inclusion and diversity is part of the recruiting strategy for the company. Step 3. Some strategies to consider through conversations with your employees, recruiters, and tools you partner with. Talk to employees when getting referrals? What tools and partnerships are you using to advertise to your applicant pool? How are your tools performing? don’t just look at number of hires, but makeup of hires. Are your partnerships driving I&D up or down for your org? If the answer is down, have a conversation with them and let them know what you need from them. Any external tools and agency/external recruiters are there to work for you so you can and should make these asks of them. Step 4. Spend extra time sourcing passive leads. Passive leads SHOULD be made up of candidates that don’t normally apply to your company. Over my past 8 years in the recruiting industry, the most underrepresented candidates in Application and REferral pipelines are: Very Senior ICs and URMs.
- Employee referral acceleration platform
- A big part of embedding diversity in your recruiting efforts is reaching out to and engaging with the communities you want to see more represented within your organization. There are many channels through which to pursue these efforts and we believe that your employees existing social connections is a vital one. It’s important because it engages and empowers every employee in your organization to support diversity. By driving up the number of referral hires you are simultaneously increasing the number of people who are now bought into the success of new employees and become ambassadors for your brand internally and externally. Finally referrals are a critical channel through which to proactively source candidates and should be used as part of every diversity and inclusion initiative. SO HOW DOES TEAMABLE WORK WITH LYFT? [NEXT SLIDE]
- First, Teamable works with Lyft to makes it easy and seamless for their employees to make referrals by suggesting candidates for open requisitions. When Lyft’s employees make a referral, their message goes to the direct email of the prospective candidate automatically cc-ing the relevant hiring manger or recruiter. And once they enter your pipeline these candidates can be easily passed into your ATS, like our partners at Lever. [NEXT SLIDE]
- Secondly, and this is the part we’re most excited about, Teamable empowers recruiters to proactively source passive candidates in their employees networks and request warm introductions. This is probably the most powerful part of our partnership as it allows recruiting teams to be proactive in identifying top-quality candidates in her client groups’ networks AND it saves engineering hours.[NEXT SLIDE]
- So just to recap: Lyft’s employees use Teamable to find and proactively refer candidates in their social networks. Lyft’s recruiters use Teamalbe to idenitify and connect with passive candidates in their employees’ networks. And both use the tool to track the progress of referred candidates in their referral pipeline.