Remote workflows are unique and come with their own set of challenges when organizations try to replicate the office experience and create systems that empower employees to work, collaborate, and interact with each other both formally and informally. Managers need to know how employees are performing, how they are feeling, and what they are learning so they can continue to provide the experiences, management, and guidance that have helped managers ensure they are best utilizing and improving their workforces.
The field of neuroscience has made tremendous strides in recent years developing a scientific understanding of the human mind, including identifying important cognitive biases which influence the behavior of all humans. Those who develop processes for employees can use knowledge of these biases to anticipate human behaviors in the design process and create better outcomes and experiences. Listen to provide a case study of how he created ADPs highly successful leadership development program by leveraging his expertise in behavioral economics.
Performance management is not an easy task under normal circumstances, doing so for a remote workforce adds difficulty to an already difficult task. The first step in creating a human-centered performance management program is defining the end users; broadly speaking there are three overarching groups: employees, front line managers, and senior leadership. Join this session to hear a variety of cases in remote performance management and the variety of experiences, needs, and best practices for each end user category.
Your employees are someone else’s customers and it is likely that they know more about your employees than your company does. Modern companies have deep insights on their customers in order to create tailored experiences which drive better outcomes for the company. Our employees are our internal customers, which if we can deliver personalized experiences to will deliver better performance, engage more in company culture, and stay with the company longer. Listen in on this presentation to learn a variety of techniques and tactics to deliver a personalized career experience to your employees and improve strategic business outcomes.
Traditional recruiting is inefficient and fraught with unsatisfactory experiences for both the candidates who wait weeks for responses, and the hiring managers who struggle to fill critical roles for achieving strategic business goals. Join Trent Cotton of BBVA as he discusses how he used Design Thinking and Agile to transform his recruiting operations into one which more effectively meets the business goals of the organization while delivering an improved employee and candidate experiences.
• Use sprint planning to focus resources on business critical outcomes
• Use design thinking to create continuous improvement in the recruiting process
• Get executive and recruiter buy in and drive the required cultural mindset change
• Measure and manage talent acquisition productivity during the work-from-home “new normal”
Some fields, people, and training are better suited for an “in-the-field” or “hands-on” approach. How do we do so during an era of social distancing, when our employees are around the globe, or logistical challenges?