INDUSTRY

Telecommunications

SKILLS

Employee Experience Transformation
Stakeholder Interviews
Workshop Design
Workshop Facilitation

THE CHALLENGE

This telecommunications company is one of the largest service providers in the United States with over 75,000 employees spread across the nation. Amid global uncertainty due to the pandemic and a disruption in the way we work now, this company sought to strengthen the experiences of all employees in its 4 divisons - Customer Care, Retail, Corporate and Technology.

THE OPPORTUNITY

The HR of this company was in need of an enterprise-wide, strategic and end-to-end transformation to help focus on their bigger picture to deliver a differentiated employee experience, meet the growing demands of the business and its employees, support the enterprise, and strengthen the collaboration with their business leaders.

THE APPROACH

We used a flexible, human-centered approach to create an integrated HR business and technolody roadmap and business case. 

TOP EMPLOYEE EXPERIENCE TRENDS

SUPPORTED WELLBEING

EMPLOYEE ACTIVISM

FLEXIBLE ROLES

78%

of workers strongly believe their employer is responsible for helping them become net better off

Accenture Care to Do Better Report 2020

3x

Inspired employees are 3x more productive than their peers

Shift Happens Report 2020

98%

of employees are more likely to feel fulfilled when using technology to enable flexible and more creative work

Accenture Care to Do Better Report 2020

AI-DRIVEN INITIATIVES

TECH-ENABLED UPSKILLING

PROACTIVE PARTNERSHIPS

21%

Only 21% of HR leaders believe their organizations are effective at using talent data to inform business decisions

Gartner

97M

new roles will be created to support a human-machine collaborative workforce by 2025

World Economic Forum

4x

Modern HR leaders are 4x more likely to initiate and drive collaboration than peers
(36% vs 9%)

Accenture Care to Do Better Report 2020

TRENDS IN ACTION

Overcome the Leadership Gap

Aetna’s CEO Mark Bertolini is a key driver of supporting their employees holistically. Bertolini has even gone so far to say that Aetna’s wellness journey as a company has influenced his personal health journey. 

Aetna has seen continued growth of their wellness program including integrations of yoga and mindfulness with critical support from leadership. This endorsement from higher management increases programming uptake on lower levels, enabling all employees to benefit.

Set and Share People Metrics

Google began sharing their Annual Diversity Report in 2014. Since then, they have seen consistent growth in the company’s diversity.

It is important to note that although the metrics Google publishes are far from perfect, the act of publishing the statistics holds the company accountable for their own diversity growth and gives employees a transparent view of their working environment.

Create Internal Gig Workers

In 2019, Unilever launched its FLEX Experiences platform. The platform uses artificial intelligence to create an internal gig economy.

Employees can view short- and long-term projects on the platform as well as get personalized suggestions sent to them. This encourages skill growth throughout the company while enabling internal workers to plan their careers and action on their goals.

Develop a Data Management Strategy

Bank of America utilizes 3rd party analytic interpreters to identify key moments in employment engagement from its wealth of employee engagement survey data.

One unexpected result of this analysis was the discovery that its most productive employees took breaks together. Bank of America used this information to implement collective breaks for employees, increasing performance by 23% and reducing stress levels by 19%.

Match Current Employees with Future Skills

Guardian saw the need to upskill its employees to fill critical digital skills gaps.

Skills assessments were conducted to fully understand these requirements across the company and tailor learning programs. Employees were interviewed to determine which skills would be most appropriate for each group enabling employee voice to combine with future trendspotting to match employees with the best upskilling program to meet their goals.

Collaborate Across Boundaries

REI has implemented a dialogue-driven approach to corporate communications exemplified with their internal blog, The Company Campfire.

Through this programming, REI has created a space for two-way conversations to happen where employees and executives alike can share opinions around the virtual campfire. Posts to the blogs are intentionally published with minimal edits in order to ensure that the poster’s voice is authentic.

THE EMPLOYEE JOURNEY

In understanding the trends in the industry and other research, we broke down the end-to-end employee journey into 6 categories. We humanized these categories by framing them as 'How might we' statements, and asked the questions to our stakeholders and employees within the 4 divisions of our client.