Client Spotlight: TDECU shares tips to launch a successful intranet

According to McKinsey, productivity levels increase by 20-25% when employees have access to social technologies like an intranet. However, the majority of companies are not making use of the full potential of these technologies.

We recently partnered with TDECU, a Texas-based credit union with 1,000+ employees, to launch a successful digital workplace designed for collaboration, communication and employee connection.

Read about our project below and learn how Unily’s intranet solution helped transform TDECU’s employee experience.

Maximize the value of your intranet

There is so much potential value that can come from having a successful intranet. Many enterprises are embarking on intranet modernization to transform the way their employees work together and help them succeed in a hybrid workplace. Gartner 2022 Predictions says, “digital workplace applications play a crucial role in enabling digital dexterity and shaping employee experience.” Productivity, efficiency and collaboration have been proven to increase when employees have access to a world-class intranet. However, building a successful intranet won’t just happen magically overnight. Planning, research, and teamwork need to go into making your platform the best it can be for your employees.

Knowing their old intranet was in desperate need of a refresh, TDECU came to Unily to transform it. It was outdated, not functional, and wasn’t providing the support its users really needed. Having just launched the updated platform, employees are infinitely happier.

Let’s take you on the Texas based credit union’s journey to building their new and improved intranet, in three steps:

#1. What do your employees need?

Before anything else, the first thing to do is figure out what you want to achieve with your intranet. It can serve many purposes, but to be truly successful in your own organization, it should cater specifically to your employees’ needs.

Create a roadmap from feedback

Collecting both qualitative and quantitative feedback from employees can help you discover what the main pain points are, which can provide the foundation for the design of the intranet. If you have an existing platform, looking at the engagement across the different areas on the platform can give you a good indication of how your employees are using it. If there are certain areas that aren’t receiving the traffic you want to see, this provides an opportunity for improvement. Exploring more than just metrics, Laura Whitley, VP of Communications at TDECU tells us about the start of their intranet refresh journey:

"We partnered with Cultivate to help us pin-point our major pain points and ensure we could solve them with a new digital workplace solution.”

Laura Whitley - VP of Communications at TDECU

After some digging, it became clear that one of the major problems the employees were faced with – particularly those that are member or customer facing – was not being able to access the documents and information that they needed. Being a credit union with various retail locations, many of the company’s employees deal directly with members and need to be able to bring up specific documents at the drop of a hat. They don’t have time to waste searching around to find what they need.

“We conducted employee listening sessions and shadowed our frontline teams to find out more about what they were using the intranet for, and what resources and access they needed."

Laura Whitley - VP of Communications at TDECU

Whitley explains how the previous platform wasn’t providing employees the access they needed: “It was impacting not only the employee experience, but it was also creating a poor member experience.” To better facilitate frontline employees to provide the best support and service for their customers, the intranet needed a facelift.

Encourage employee involvement from the start

Getting employee input early on is valuable for more than simply providing guidance and a jumping off point for an intranet transformation. Making them aware of the project and keeping them involved will create a sense of ownership and pique their interest before it’s even been launched. For TDECU, the comms team publicized the upcoming intranet through newsletters and updates on the old intranet as soon as they launched the project. They were also keen to get input from employees.

"We engaged early on with employees in terms of selection of the actual logo and name for the new intranet. We wanted to make it a fun, collaborative process where everyone could get involved."

Laura Whitley - VP of Communications at TDECU

The name they chose for the new intranet was The Vault. Being a credit union and financial institution, it has both a literal and practical interpretation, as well as alluding to the idea that it is the single source of truth for important company information.

Visit Unily’s blog for two more tips to launch a successful intranet, including how to make your vision a reality and making the most impact with your digital workplace launch: https://www.unily.com/insights/blogs/3-steps-to-launching-a-successful-intranet

CU Management Feature | HR Answers: Can Technology Save Your Managers From Burnout?

Tools that foster engagement and consistent feedback can help boost productivity and employee retention.

More than half of American workers are actively burned out, according to a survey conducted by Indeed this spring. Between blurred work-life boundaries, global uncertainty, and social isolation in the pandemic, employees are at risk—resulting in poor performance and higher quit rates.

Your managers are feeling the pinch. Managers experience the same challenging conditions as their direct reports, with the added pressure of leading their teams through these challenges. They’re tasked with cultivating culture and engagement, while maintaining productivity and service levels, often at a distance.

Sound familiar? If so, you’ve got a problem on your hands.

Why Manager Burnout Matters

When burnout pushes managers into a state of crisis, it kicks off a vicious cycle for team engagement levels: Employees with burned-out managers are 73% more likely to say that they are themselves burned out.

In short, your workforce is challenged. So, what are the top challenges managers are facing today, and how can we as leaders and HR professionals help provide relief from burnout?

A simple solution? Turn to tech to help automate the process and give managers opportunities to connect with their teams. Here are three challenges tech can solve:

Challenge 1: Effectively Communicating Impact and Purpose

72% of employees say knowing their work matters enables them to deliver a high-quality customer experience.

In-office, employees are reminded of the credit union purpose and mission via daily face-to-face interactions with each other and members. In isolation, however, employees can feel they’re spinning their wheels—and overburdened managers may not know how to close the gap.

Solution: A clear goals process.

Look for a technology solution that documents, tracks and makes goals visible credit-union wide. This tool should clearly connect each employee’s personal goals to greater team and organization as a whole. It’s also important that goals can be adapted to meet the needs of our ever-changing business environments.

The benefits? No matter where they’re working, employees gain visibility into how their day-to-day work furthers the mission of your CU. And with real-time data and tools like an insights dashboard, managers can effortlessly keep track of who’s contributing, who’s on target and who needs support.

Challenge 2: Driving Team Morale

The top reason people leave jobs is limited recognition and praise. On the flip side, 81% of employees are motivated to work harder when their boss shows appreciation.

A hybrid or fully remote environment makes it hard for managers to share those smiles and pats on the back that keep member services workers going. In isolation, morale can plummet.

Solution: Social recognition and custom rewards.

Lift the load from managers by instituting a social recognition feed. This tool allows employees of all levels to send real-time recognition and high-fives that are visible organization-wide.

And it works. $14 billion First Tech Federal Credit Union, San Jose, California, saw significant results after implementing a social recognition feed: Employees who recognized others were 2 times less likely to quit than those receiving recognition. And those who received recognition were 2.5 times less likely to leave the CU than those who were never recognized.

Personalization matters, too. Customized rewards are 7 times more likely to motivateemployees than generic certificates or gift cards.

Challenge 3: Providing Feedback

Real-time feedback, both positive and constructive, helps employees understand how they’re performing and where they stand; 40% of workers feel disengaged when they receive little to no feedback.

Delivering feedback can be challenging no matter where it’s given. Before the pandemic, 42% of managers admitted they didn’t give enough feedback.

Solution: Check-ins, 1-on-1s and a feedback platform.

Pair a feedback tool with easy-to-schedule 1-on-1 conversations. Feedback tools make it easier for managers by allowing employees to request feedback and by providing managers with templates and guiding questions. Bonus: With this tool, manager prep for year-end performance reviews includes a years’ worth of performance discussions, so employees feel seen for everything they’ve contributed.

Technology can create a consistent experience and provide analytics to measure success. However, strong alignment with the credit union’s mission, vision, values and goals is key. Employees can sense when there’s a clear connection between what management says is important and what’s modeled. Providing technology and encouraging leaders and employees to come together increases the opportunity to celebrate the impact of everyone's work, strengthens connection, and reinforces a culture of belonging.

Source: https://www.cumanagement.com/articles/2021...

WEBINAR RECAP – Ignite Employee Engagement: A New Framework for Bringing Out the Best in Your People

Chary recently presented — Ignite Employee Engagement - A New Framework for Bringing Out the Best in Your People — a webinar hosted by Workhuman and Worldatwork. Get the recap and attendee Q&A below!

“People are more than just your employees,” observed Chary Krout, co-owner and partner at Cultivate, in her opening remarks during “Ignite Employee Engagement” – a webinar hosted by Workhuman® and WorldatWork. “Understanding their full lives is key. How often are we connecting employees to our mission’s vision and values? How are we helping them understand that they are doing meaningful work?”

Co-presenter Derek Irvine, SVP of strategy and consulting at Workhuman, echoed those same sentiments as he noted “It’s from true human connection that everything flows. If we get human connection right, then we can get employee engagement right. If we get human connection right, we get trust right. And if we get those two things right – trust and engagement – it becomes a doorway that opens to all the other good things that organizations want.”

“People are more than just your employees”

Key takeaways

That set the stage for a lively and engaging exploration of what Derek described as “a new framework for igniting or reigniting employee engagement” based on the three foundational words: Thank, Talk, Celebrate. Here are some of the compelling themes they discussed during the program:

  • Employee engagement cannot be commanded – People become engaged because the organization inspires their commitment. Therefore, the need to build a positive, inclusive, more human workplace – one where people feel a sense of belonging – has never been more important. 

  • “Thank” is a rich, deep expression of appreciation – True recognition goes beyond a simple “thank you.” It’s seeing the skills and connections a person brings. As Derek noted, “It says ‘I saw you, and I appreciate you for what you did.’” It makes people “understand how they fit in and that they matter,” added Chary. 

“The data shows that frequent recognition moments continue to boost people’s productivity, their output, their engagement.”

  • Givers matter – We often talk about recognition from the perspective of the receiver. But someone who has given recognition in the past two months is more likely to love their job, recommend your company, identify as highly engaged, and have a positive work experience.

  • Giving recognition drives business results – As Chary observed: “Giving recognition and thanks is the right thing to do; building connections is the right thing to do. But it’s also driving business results. The data shows that frequent recognition moments continue to boost people’s productivity, their output, their engagement.”

  • “Talk” is the key to growing and encouraging each other toward common goals – Frequent check-ins are key. As Chary noted, “If culture is owned by all, then we should be recognizing that in every interaction that we’re having – even in one-on-one conversations.”

“If culture is owned by all, then we should be recognizing that in every interaction that we’re having – even in one-on-one conversations.”

  • “Celebrate” is about sharing our humanity and common purpose – To build a culture of togetherness, we need to celebrate milestones, life events, and the community. “These are golden moments to create connection between each other that reinforce trust, and reinforce a sense of engagement with each other,” noted Derek. 

  • The data says it all – Capturing human moments reveals turnover risks, uncovers hidden talent, and delivers insights into diversity awareness. The data can also reveal how work gets done, who are high performers, communities of people that work together, and the impact recognition has had across different business units.

And now, on to your questions

Following the presentation, the panelists answered questions submitted by the audience during the event. While they couldn’t answer them all, here is a representative sampling:

Q: What are your recommendations for keeping a pulse on how employees are feeling, especially for those transitioning back to work?

Chary: I think it’s making sure your managers are connecting. You can do that a couple different ways. A poll survey can be key. You can also just ask the questions of how they’re feeling, how can you support them. And then, engage employees and find solutions. I think we are often surprised that even in problem solving, we don’t always engage our people as much as we should to help find the outcome that’s going to be good for the overall organization.

Derek: I fully agree with that and it’s something I probably should have mentioned on the outset. At the beginning of COVID-19, we launched a completely free survey tool called Moodtracker™, because we agree with that point – that we need to be listening to our employees. So we offer a tool anybody can download and use right now. And it’s going be completely free, forever.

Q: What are your recommendations for giving constructive feedback – while keeping employees engaged in a remote environment?

Chary: It’s about building trust first. When you do that, constructive feedback comes with the appropriate intention behind it. I don’t know how many times in my career I’ve had a conversation with a leader who has ‘saved up’ feedback that they feel their employee needs – and is then uncomfortable having the dialogue. I think if you’re having regular check-ins, you’re building trust. You’re listening as much as you’re talking, which is really hard for most leaders. 

They think they’re supposed to lead the one-on-one conversation, when actually they should be facilitating it. Then, giving constructive feedback just becomes part of those dialogues. When I think about the times I’ve had an annual review and I haven’t gotten any feedback, I feel disappointed.

“High achievers want to hear ways they can do better. But we have to build trust so that those messages can be heard and acted upon.”

Derek: I would just reiterate that with the word, “thanks.” It doesn’t have to be complicated. Managers are struggling with, ‘What’s the framework? What are the questions?’ Thanking somebody genuinely can be the golden key that leads to a positive conversation – one that builds trust and allows the relationship to grow.

Q: It is all about wanting to be vulnerable, and I don’t see a lot of the leaders who want to take that path of vulnerability. What would you say to that?

Derek: I think there’s a fundamental shift in terms of management styles. We’re now in an era where we need to be able to bring our whole selves to work, because our human emotions, our empathy – they’re what drive creativity. They’re what drive innovation. They’re what drive relationships between your company and your customers. 

So we need to be able to bring our whole selves to work. It’s imperative in this era that we live in. Companies that fail to do that will themselves fail.

I absolutely accept and understand managers who have grown up and are comfortable in the old management style. But they need to make the shift. I think it’s about opening up. It’s about authenticity. Nobody has all of the solutions. But the shift is required and that’s where these three really powerful words come in. It doesn’t have to be any more difficult or scientific than just thanking people more. Try to have more authentic chats, talks, and celebrations. There’s a ton of these moments happening all the time. If you focus on those three things, it can be the secret key that opens up the door.

Q: The activities you shared are all easy to do and have been shown to be effective. Why do you think so few companies do them? Why aren’t they seen as priorities?

Derek: That’s been my mission for the last 20 years – making sure we capture these stories of companies that are doing this successfully. Because there are a surprising amount of companies that are succeeding and in the book, “Making Work Human,” we’ve case studied them. 

We’re talking about LinkedIn, Procter & Gamble, UnitedHealthcare, Intuit, Symantec – both large international companies and smaller companies. Companies in the healthcare sector – Baystate Health – that are succeeding and doing these things. 

And in the book, you’ll find data that proves these initiatives really do work. I think what we have successfully done is taken something that seems ’soft’ and created hard business evidence that shows it works. And we should all be doing it much more, for exactly that reason.

Q: In 2021, what would you start, stop, and continue in the context of making work more human?

Derek: I’ll give you some very quick ones. If you think about thanking, I would stop the annual award ceremony that just thanks the top 5% of your people, and I would start a continuous program that is recognizing 80%, 90% of your people throughout the year. I would stop the annual performance review and start more of a continuous performance development conversation. Those would be two top-of-mind things.

“Annual (review) events are done.”

Chary: Absolutely. Annual events are done. I mean, we can’t even do goal setting at beginning of the year and have it be relevant by the end of first quarter. So I totally concur with that. What I would continue doing is find the times that you can connect your people, connect your managers to their people, connect your people to people. And I would put those front and center more times than not.

 
Source: https://www.workhuman.com/resources/globof...

EVENT: Ignite Employee Engagement

New Framework for Bringing Out the Best in Your People

Chary and Derek Irvine, senior vice president of strategy and consulting at Workhuman, will discuss a simple conceptual framework that can serve as a guiding light for your HR strategy in 2021 and beyond. Your organization needs a better way, right now. This framework will help you create more genuine moments of human connection and develop a high-trust culture that fuels engagement.

You will learn:

  • How empowering everyone to give recognition with a tangible reward promotes a sense of belonging and cohesion – and creates a well-rounded, crowdsourced picture of employee performance

  • Why traditional performance management is being replaced by a continuous stream of check-ins, team feedback, and agile goal setting

  • Ways to reinforce community in the new world of work by celebrating important milestones, such as an anniversary, marriage, birth of a child, or graduation

Hosted by:

Source: https://www.workhuman.com/resources/globof...

2020: An employee engagement roller coaster

It probably comes as no surprise that today’s employee engagement trends are volatile – a reflection of the unprecedented times we’re living in. 

Roller Coaster.png

In early May, following employers quick response to COVID-19, Gallup reported a record rise of engaged employees – those who are highly involved in, enthusiastic about and committed to their work and workplace. Just a month later, following the killing of George Floyd and subsequent protests and riots, reports showed the most significant drop in engagement since 2000 (when they started measuring) – a 7% decrease. Most recently, Gallup shared June’s employee engagement declines were short-lived, reporting a new all-time high.   

Do you have whiplash from the employee engagement roller coaster yet? With all of the ups and downs, you may be wondering what you can do to support employee connection, engagement, and wellbeing at your credit union. Consider these areas of focus: 

1. Communicate, communicate, communicate!

In June when Gallup saw a dramatic drop in engagement, communication was cited as a key factor. Employees said they felt less informed by their leaders and uncertain about the future of their company and role. As with any organizational change, communicate an update on your strategic plan, equip leaders with information, and give employees a space to ask questions. Tip: If your teams are disbursed or practicing social distancing, consider recording a video to make it more personal. 

2. Recognize employees 

With competing and shifting priorities, it’s easy to focus on what’s next and miss opportunities to recognize and celebrate employees. Ask employees and leaders to nominate peers who make a meaningful impact for members or co-workers. Don’t miss opportunities to celebrate a milestone work anniversary or the birth of a new baby, either. These stories and moments illuminate your values and culture, giving a dose of the humanity we all crave. Tip: Create a new award that recognizes an employee or team for change adaptation or innovation. Highlight the award(s) and recognition story on your intranet or at your next all employee meeting. 

3. (re)Set clear expectations & check-in frequently 

The financial landscape has changed so much since January, and chances are so has your credit union’s business plan and goals. Encourage weekly check-ins for employees and managers to connect personally, discuss work priorities and professional development. These conversations should focus on current challenges and opportunities, but it’s also important to revisit job duties and performance goals to ensure alignment. Tip: Ask about work arrangements and processes, and be prepared to take action (especially if there are roadblocks prohibiting an employee from doing their job.) 

4. Invest in your managers

Leaders are people, too. Gallup reports that leader and manager engagement is especially susceptible, likely due to juggling business and people priorities. Research shows that if a manager feels disconnected, their teams are also likely to exhibit lower levels of engagement. Equip your leaders with resources and tools to more effectively connect with employees and manage their teams. Tip: Manager oversight of process improvement, policy updates and procedure management may have taken a back seat recently. Re-assign these duties or set aside time to focus in these areas. 

5. Advocate for employee wellbeing & assistance

Employees are working more, taking less time off, and feelings of fear, divide and loneliness are at all-time highs. Now more than ever, credit unions can live the people helping people philosophy by advocating for employee wellbeing. A Portland-area credit union encouraged employees to take a personal wellness day if they need it. Another credit union hosted virtual appointments with a counselor through their employee assistance program (EAP). Tip: Consider what you can do to help the wellbeing of your employees, and be sure to remind them of any resources available through your benefits program. 

Hang on tight! 

This roller coaster is just getting started. With many school districts moving to blended or virtual learning this fall, COVID-19 cases on the rise, societal unrest around race relations, and a presidential election looming, it’s likely this isn’t the last up or down we’ll see in employee engagement data. Credit unions are uniquely positioned to respond to these unprecedented events, and can take action to enhance employee connection, wellbeing, and engagement. How are you engaging your employees? Comment below!

Source: https://www.cuinsight.com/2020-an-employee...

EVENT: Harnessing Connections to Drive Engagement

Overview

Recruiting, Retaining and Engaging your people

Do you struggle to hire, retain, and engage your workforce?  Come learn how you can implement strategies that will leverage deeper connections to enhance greater engagement.  We will share real examples and give you “DIY” strategies that are easy to implement and cost effective.  We will highlight other local companies & HR leaders who are trailblazing the way with measurable results.

Join Molly and Raine Lunke from R2R Strategic Recruiting for a SWSHRM virtual event that will share on actionable strategies, resources, and tools to attract, retain and engage the talent & workforce you need to grow your company and cultivate your culture.

R2R Strategic Recruiting

Raine Lunke


Details

  • July 14, 2020

  • 12:00 PM - 1:00 PM

Core Topics

  • Differentiating your candidate engagement from your competition

  • Engaging employees in your workplace culture

  • Connecting employees to the community

  • Leveraging technology to connect

 

SWSHRM

Host

Putting people at the heart of return-to-work plans

COVID19

There’s an end in sight for the days of remote work, drive-up member service, and A/B shifts. So, how are you preparing? Most return-to-work plans focus on logistics like sanitization and scheduling, but it’s important to consider how we prepare and engage our people in the process. Here are five actions you can take to ensure a successful re-entry: 

Get your house in order

Many employees are craving routine and community, and we need to be ready. With all the details that will plague us, it’s important to lead with social distancing guidelines and some quick wins to get the ball rolling.  

Action: Consider repurposing conference rooms, lunch rooms, and other communal spaces to allow for more distance. Be thoughtful about the shared workplace activities where employees come together like recycling bins, printers, and entry points. 

Engage employees in the solution

Last week, Chary Krout shared how leadership will impact employee experience now more than ever. She called out the importance of including employees in the return-to-work conversation, and to be clear that this process will involve compromises, and the goal is to find the best solution for the employee and to ensure team deliverables can still be met. 

Action: Create an exercise for departments to revisit team deliverables and goals, and reprioritize as needed. Then, talk to each of your employees to understand any unique working or scheduling needs and share the plan back to the team.  

Connect on a personal level

Stress and anxiety levels are higher than ever. Additionally, some employees are dealing with logistical challenges such as child/senior care, limited public transportation, and empty PTO banks. Don’t overlook the importance of asking questions and listening to see how you can help. 

Action: Have frequent and personal check-ins with your employees. Even a 5-minute phone call just to see how they are is meaningful. If they’re struggling, encourage them to reach out to Human Resources or remind them of the Employee Assistance Program (EAP).

Review employee goals and expectations

Work has changed over the past five months. Employee’s goals, job role and schedule might look vastly different. There’s no better time to come together, review goals, identify any changes and re-align expectations. 

Action: Schedule a 1:1 dedicated to the employee’s role and responsibilities. Consider: Is there a change in the goals and what is expected? Will a different schedule be requested or required? 

Prepare your people for what’s next

Credit unions are going to need to remain agile and pivot to address the ever-changing market conditions — and so will our employees.  Focusing more resources on professional development will not only help employees feel valued and grow their resume, but better equip your credit union for any future business disruptions.

Action: Prepare a customized development plan in partnership with your employee. Include a focus on technical skills, but don’t forget soft skills like resiliency and adaptability. Make sure you help your employees set aside time to complete plan activities and share their learnings with others.

With so much content and advice for businesses on the future of our work and how to prepare our workplaces, we can’t lose sight of what we’ve put at the center of our organizations for decades – the people. If you’re able to put your employees at the center of your return-to-work plan, you’ll not only ensure engagement, but demonstrate compassion—something we’re all craving right now.

Source: https://www.cuinsight.com/putting-people-a...

Leadership will impact employee experience now more than ever


How we return our people to our offices and branches will be one of the most important employee engagement activities this year. Not only will our re-entry impact the bottom line, it will also impact our engagement survey scores, employees’ decisions to stay or look for other opportunities, and how they share their experience with members and prospective hires. 

So, as leaders, are we ready to challenge our personal working preferences to ensure the best employee experience? Here are a few questions to consider:

  • Have employees been successful at home, and can they continue to work from their home offices? 

  • Have managers set clear expectations and understand how employees are performing both in and out of the office?

  • Can managers build connections with employees, manage performance, communicate messages and give recognition remotely? 

  • Are there differences in how teams or departments work that could allow for unique return-to-work plans? 

  • Can everyone participate in return to in-office decisions? 

As leaders, we need to assess our current beliefs, understand the true state, and then take action.  Time is passing quickly, so here are a few actions you can take:  

Come from a place of empathy: Start by acknowledging that COVID-19 has been and is a shared experience for us all. Acknowledge that each employee is unique and psychological safety comfort levels will vary.

Engage employees in the solution: Invite employees into the return-to-work conversation. Create an exercise for departments to revisit team deliverables and goals,  and reprioritize as needed. Then, talk to each of your employees to understand any unique working or scheduling needs. Be clear that this process will involve compromises, and the goal is to find the best solution for the employee and to ensure team deliverables can still be met. 

Communicate the why: Make sure shared goals and values are not forgotten in this process. Remind employees of why their work matters. If having employees in an office/branch is needed, be clear about why, and make sure they know how you are keeping them safe. Communicate often and make sure there is a ‘source of truth’ where employees can get the information they need.  

Create or revisit remote working resources: With a long-term mindset, look at your work from home policies and practices and re-evaluate how managers and employees will connect for 1:1s, dispersed team meetings, etc.  

Don’t be afraid to do the right thing: In the absence of a playbook, put humanity first— listen and find solutions in partnership with employees. An A/B schedule can ensure you have a response if someone complains, but being inclusive will drive employee engagement. 

Don’t let your personal preferences and beliefs interfere with one of the biggest employee-impacting decisions to date. When you engage employees in the process and solution, they’ll feel an increased commitment to the credit union, their team and your members. Now more than ever, we must live out our mission of “people helping people.”

Source: https://www.cuinsight.com/leadership-will-...

Returning to Workhuman Live in 2020!

WHLive2020.jpg

We have exciting news to share!! We’re thrilled to be returning speakers at Workhuman Live in San Antonio, May 11-14, 2020. If you’re not familiar with WorkhumanLive, you can get up to speed here: https://workhumanlive.com/workhuman-highlights/

This will be our fourth time attending, and each year the conference gets better and better!

During our session, we’ll be diving deeper into creating a culture of belonging. Here’s a preview of what you can learn at our session:

The statement on many engagement surveys, “I feel like I belong at my company,” is believed to be the most closely tied to employee engagement and ultimately greater business success. So how do we create a sense of belonging in our workplaces? In this session, we will provide practical tips to create a more meaningful and connected experience that drives employee engagement and retention.

Together, we’ll explore and share best practices around:

– Utilizing current engagement survey tools to understand your employees’ sense of belonging

– Actions your people leaders can take to tell your story and model inclusion

– Human application that bring consistency and focus to living a culture where employees belong

– Ways to engage your employees in demonstrating your culture of belonging

Check out the full agenda here — we hope to see you there!

— Chary & Molly