On our team, we know that expertise only counts if it's used to empower others, we know that co-creation is the only method of change that can truly drive lasting results, and we know that the only way to effectively partner with our clients is to engage with empathy, and a unique set of tools that allows even the quietest of voices to be heard.
EMPLOYEE EXPERIENCE DESIGN
How can we develop a holistic view of our employee lifecycle to drive cultural impact that lasts?
How can we develop systems and behaviors to better adapt to change, now and in the future?
How can your team align and evolve to tackle today's challenges with confidence?
How can we take a new strategy to the rest of the organization so that they can best understand and engage with it?
How can we create thoughtful discussion and consensus around where we want to go?
How can we assess our current culture to decide what is serving us and what needs to change?
How can your leaders look beyond management to inspire, guide, and empower your organization?
How do we create meetings that are engaging, memorable, and effective for everyone?
We're not here to preach about the latest trend in consulting -- we're here to create a lasting impact on the way your employees experience your organization. After 20+ years working with clients around the world, we keep coming back to the same set of tools that gets teams engaged, vulnerable, and invested every single time. Rooted in inclusive design practices, our approach allows us to ensure every voice is heard, not just those who speak the loudest.
When it comes to employee engagement, there’s a famous saying: “People join companies and leave managers”. You may join an incredible company with an inspiring vision, but if your leader micromanages you or ignores you, the experience becomes miserable very quickly. This story is too familiar and more common than it should be. That’s because leaders play a critical role in creating a great experience for employees, as they are the ones who have day-to-day interactions with their people. Yet many companies are still focused on hiring or promoting leaders that have strong technical skills and lack essential people skills. And in today’s environment with the COVID-19 pandemic, disconcerting news headlines, and competitive market for top talent, how leaders behave is more important than ever.
PARTICIPANTS WILL LEARN:
How the COVID-19 pandemic turned leadership on its head, and how to align your team to a new normal
The essential “soft” skills every leader must master to be successful
Why empathy has become the most important skill for leaders
The necessary leadership skills for leading post the COVID-19 Pandemic
How to form real, authentic relationships with employees
Developing a service mindset to co-create a great employee experience through active listening, learning, and collaboration.
For more than a decade, organizations have spent millions of dollars each year investing in engagement surveys, foosball tables, and nap pods in an attempt to improve employee engagement. Yet, engagement remained unchanged. It wasn’t until the COVID-19 pandemic hit that engagement numbers suddenly started going up—but what changed?
With global shutdowns, remote work, and societal focus on health and safety, companies were suddenly forced to completely reimagine the way they interact with their employees. Successful companies quickly realized that people can work productively in new ways—and became more engaged as a result. Good leaders understood the importance of discussing health and wellbeing openly, which helped nurture a safe and healthy workplace. And the new shift in how companies and leaders think about their workforce made employees feel cared for in ways never previously experienced.
In this session, we will examine the workforce transformation brought by the pandemic to understand what exactly makes a great employee experience and how you can take actionable steps to designing engaging experiences that actually mean something to your employees.
PARTICIPANTS WILL LEARN:
How COVID-19 (or just the pandemic) became the lightning rod to finally improving employee engagement
The difference between employee engagement versus employee experience
How to develop an employee experience mindset
Why people are not “assets”, but a series of important relationships that require connection, communication, appreciation, and support
The 3 key areas required for employee experiences to work: culture, leadership, and the end-to-end experience journey for employees
As a recognized speaker, consultant, and author, Dana Wright-Wasson believes in using focused conversations and design thinking tools to create purposeful culture, empathetic leadership, and amazing employee experiences. With over 25 years of working in organization development, strategic planning, and change management, she understands that important conversations need to be had in organizations to improve communication, increase effectiveness, and improve culture.