Hello, everybody and welcome to today's
webinar, "Make Every Moment Matter:
How Your Intranet Can Enable Culture
Through the Employee Lifecycle." My name
is Michelle, I'm the marketing specialist here at Igloo,
and I'll be your host for today.
Before we get started, I just wanted to go over a couple
of housekeeping items.
This presentation is being recorded and will be
made available afterwards.
All participants have been placed on mute.
That said, there's still a chance to ask questions
at the end. You can ask the question by submitting
them through the question box on your screen.
And with that, let's dive in and
let me introduce our speakers.
Today's webinar is held by Dawn Duench
and Rebecca Nielsen from Igloo.
As a Human Resource partner at a Igloo,
Dawn uses her 10 years of experience to
provide strategic HR guidance
to ensure
achievement of business objectives through her portfolio.
Dawn has specialized experience in the areas
of leadership, training and development,
and business and resource planning.
She has successfully launched
our IRS systems and driving social
and employee engagement initiative
at Igloo.
As a talent
Acquisition Partner at Igloo,
Rebecca uses her 20 years of experience
to create candidate experiences
from sourcing through to onboarding
and the first days here at Igloo. In her role
Rebecca provides coaching to hiring managers
on the processes and best practices
for hiring talent
for current and future roles.
Strategic insight into competition
for talent in the marketplace
and the ever changing ecosystem over
recruitment.
Welcome Dawn and Rebecca.
Thank you, everyone, for joining us today.
Rebecca and I are looking forward to sharing our perspective
on this topic. Here's...
Before we get started, here's a quick recap
on what will be covering:
First, "The employees lifecycle:
What is it and how has it changed?"
"Best practices for
optimizing culture and engagement
at each stage",
and "how to use the Intranet
to build culture during each of the seven
stages of the employees lifecycle."
The employee lifecycle will be a key focus
of today's webinar, so let's start with
a simple definition.
Gallop defines the employee lifecycle
as all the critical stages from
an employee's first day to their last,
that employers must get right with the
employees experience.
It sounds a bit daunting, but in this webinar
we're gonna show you how the right H.R. strategy
and digital tools make this entirely
achievable.
By the end of this webinar, you'll know how to use
the Intranet to enhance culture
during each of the seven stages of the Employees
lifecycle,
and you'll come away with best practices and
ideas that you can start implementing
right away.
To start,
let's talk about a phenomenon that's affecting
many organizations:
job hopping.
It's becoming the norm in today's workforce, which
is bad news for employers.
According to Gallup, 51% of
currently employed workers say they're actively
looking for a new job or watching
for openings.
This could mean a high turnover costs,
lost knowledge, lost productivity
and low morale.
Essentially, the employee lifecycle
is shrinking.
The good news is that digital tools can help
build a strong culture and deliver a positive employee
experience. So your organization not
only attracts the best talent,
but keeps them for as long as possible.
By leveraging the company Intranet, you can
influence the employees experience at every
stage, from onboarding and development,
to recognition and promotion.
Now, a certain amount of turnover is
good for bringing in fresh talent into
organizations, but too much is
disruptive and expensive.
Gallop estimates that
turnover among millennials alone
cost the U.S. economy more than $30
billion dollars each year.
Shorter tenures also have many hidden
costs related to culture.
When employees appear to be leaving frequently
after brief stays at an organization,
the people left behind may feel unsettled
and uncertain
about whether they should make a move.
On top of that, there's the strain of absorbing
departing employees workloads,
which can leave them feeling overworked
and lead to lower morale and motivation.
High turnover also weakens culture and
engagement by hindering relationship building
and team cohesion.
All of these negative effects
can affect the bottom line.
Now I'm gonna turn this over to Dawn, who will speak
about how digital tools like an Intranet can
affect employees at each stage of the
lifecycle. The
employee lifecycle may be shorter than it
was in the past, but HR continues
to have a role in defining it.
That's why many HR leaders now think
of employees has customers of their workplace,
giving them the same attention and care
that marketing teams give loyal customers.
Why? Because nowadays employees
expect it
But more so because they're worth it.
Organizations that score in the top quarter,
in Employees Experience report nearly
triple the return on assets and more
than twice the return on sales
when compared to companies in the bottom quarter.
It's no surprise, then, that enhancing
the employees experience is a top priority
for HR leaders in 2020 according
to Gartner.
Organizations
can make key moments of the employees experience
matter by deliberately creating
and optimizing culture, using digital
tools and technologies
like the company Intranet.
This involves revisiting strategies
at each stage of the employees like cycle
and implementing culture-focused programs
and processes that can easily live online.
With the right functionality and strategic
direction, the company Intranet can
be used as a powerful organization-
wide tool for managing engagement
and culture —
so no matter how long employees
stay, they feel welcome when they
start, fulfilled while they're there,
and satisfied when they leave.
So for example, here at Igloo
one of the digital workplace tools we've created
is a playbook on our Intranet called leadership
essentials.
This is a place for our people managers
to access the tools and resources for each
stage of the employees life cycle.
Now it's sticking to the seven stages
of the employees life cycle.
Attract. Recriut.
Onboard.
Engage.
Develop.
Perform.
And lastly, Depart.
Whether you're just starting to think about the employee
experience or you're already
deeply entrenched in the process,
it's beneficial to examine what's happening
within each stage of the organization.
And while there are seven stages in the life cycle,
there's no standard life cycle.
You'll need to adapt and adjust the lifecycle
to reflect your organization's unique
identity and the nature of your work.
Every stage
should be aligned with your brand and culture
while also recognizing the different needs
of your people.
Today's complex mix of employees includes
those in global offices,
contractors and remote worker.
According to Deloitte, half of all employees
work remotely most of the time, and
flexibility is a leading consideration
for job seekers.
Yet there's a downside to remote work that must
be a central consideration in the employee
life cycle.
Remote workers struggle with loneliness
and the lack of community.
They also find it hard to stay in the loop.
More than half of remote workers in a recent
survey said...
said they missed out on important information
and or were excluded from meetings because
they weren't on site.
As we talked today, we're going to show some ideas
on how to engage your work... your remote
workers through your Intranet.
Again, it's all about viewing employees
as customers and imbuing the
life cycle through their lense.
So let's take a look at how technology makes
it easier than ever to create a positive
employees experience at every point in the life
cycle.
Igloo... or sorry... Rebecca,
Igloo's Talent Acquisition Partner
will take us through the 1st 3 stages of
the life cycle. Attract, recruit,
and onboard.
So
even before you have an open position,
you should be highlighting your culture and cultivating
your employer brand.
On every public facing channel, tell a consistent
story about your organization's mission
and values,
the kinds of people that succeed there and
what day to day life is like.
Employees expect transparency
and want to get a sense of what you stand for.
Then, once you have a position to fill,
the lifecycle officially begins.
Digital tools can help you involve existing
employees in the attraction stage while also
speaking
directly to potential candidates.
You can do this by promoting your culture and company
Intranet wherever and
whenever you can. So
people outside your organization may not know
what a thriving Intranet you have
and how it brings people and resources together.
Take every opportunity to tell them: on
your career site, top employer awards,
in an interview...
Also used the Intranet to ask for employee
testimonials on your culture.
Messages delivered as well-told stories
are 22 times more memorable than facts
alone. Collect relevant testimonials
and include them wherever your job posting appears.
Igloo has a video that was
created
that is on our career page, and
it's embedded in our career page, both on LinkedIn
as well as our own internal
and external facing career page.
And it was created by engaging employees
through our Intranet asking what
they liked about Igloo and
asking for their testimonials to then to be able
to work with our marketing department to create it. So
we had used that there and it.
it's our tool that we've used
for
making sure that
everybody knows
what people like about working here
at Igloo. And then
your third point would be
borrowing blog's from the Intranet.
So there's Internal Blog's are a great source
of culture stories,
Leadership Blog's communicate the organization's
overarching vision and priorities, and Employees
Blog's offer an inside look at the strengths
of the workforce.
You need to be able to get them out there.
The information
that leadership shares can populate
your LinkedIn careers, 'Life at Igloo' or,
you know, your organization
page.
And sharing the employee created blog's
can help create building the
culture from a like a day in the life
type of perspective. And so we find that those
are wonderful ways to
work on the employer brand,
but also work on me attract portion
of the employee life cycle.
Next is recruit. The Stage two
is one of the most rigorous ones for candidates
and HR alike. Both parties want
to make sure it's a good fit in everything.
The right skills and experience, of course,
but also the right culture fit.
Every part of the recruitment process shapes the
candidates initial feelings about the organization.
But you can use the Intranet to ensure the
stage goes smoothly,
helps identify the best candidate, and lays
the foundation for a strong engagement.
You can do that by making the Intranet
you're single source of truth for hiring.
So, you need to centralize
the critical hiring resources in one
place. From updated job descriptions
and hiring policies, to score cards
and forms.
Instead of getting mired in all the details,
hiring managers can focus on higher order
tasks.
So recently
Igloo revamped its hiring and interview
process.
scorecards,
and descriptions.
And we've stored it in that leadership playbook
I had mentioned earlier.
So when a hiring manager wants to initiate
a role for recruitment,
they go through the selection questions in the scorecard
on the Intranet playbook
to make sure that it is aligned
with the roles and what is
available.
It's a self serve single source of truth
for all of the hiring managers.
You're also gonna want to make
a dedicated space for employee referrals.
It's a one stop shop for existing employees
who want to recommend someone for a job.
Including the information about referral criteria,
pay outs, and more.
So, for example,
in our talent management portion
of our Intranet,
there's a link to the job posting, links
to referrals that puts the candidate
directly into the ATS,
tracks the referral,
and this page has all the information
and a call to action.
So you'll see that there's hot links there.
There's lots of information
as to where they can refer a friend.
And thirdly, integrating your recruitment
software with your Intranet.
So keeping the tools that have worked well in
the past but uniting them with the broader
repository within the recruitment tools.
So part of our leadership playbook, the processes
outlined
step by step by step.
And when it's time to initiate, there's
a hot link that takes
the hiring managers directly to
the ATS
and gives them
all that they need to know mapped
out in a logical sequence.
So it's been a long time since their last hire,
there's really no excuse on
why/how they, you know, how
they could be getting things wrong. We've got it
mapped out. We've made the dots very close
together
so that they can follow along and create
the ref's
directly in the ATS.
Once we've hired someone,
the next stage of the employee lifecycle is
onboard. Stage
three here is make-it or break-it time.
The first few days and months can be overwhelming
for new hires.
According to Gallup,
about 1/3 of all new employees don't
last the 1st 90 days. And here's a
big reason why:
only 12% of people say their organization
does a great job of onboarding.
The significance of an informative,
engaging on boarding process that
reflects your brand and culture cannot
be overstated. It's pivotal in
a new hires decision to stay or leave.
In fact,
28% of respondents in a recent
survey said they left in the 1st 3 months
because of company culture.
Using your Intranet for onboarding
helps you get started on the right foot
by engaging employees before they walk
in the door. Once they've accepted an offer,
invite new hires to access certain areas
of your Intranet — employee handbook
the new center,
microblogs —
where they can familiarize themselves with your culture
and values.
By building a one stop onboarding
center:
So bringing together everything new employees
need to know
to do in one place on your Intranet.
From training and checklists, to FAQs
and newsfeeds.
You'll help them build confidence in relationships
while speeding time to productivity.
So here it Igloo
our onboarding starts right
after they sign. They get an email
and an understanding of what
their first day is gonna look like.
Their first week, as you can see here, is
mapped out
day one through five.
It's on our Intranet.
They have access and links to software,
how to order business cards, scheduling
for the five days...
and it's
embedded within our digital tool.
So they're getting to use our Intranet,
and their introduction is engaging
with our digital workplace tools.
Once onboarded
the next few stages,
will be
repeatable and a single source of
corporate information
so that they know
where to go for certain things. And that's all
listed within our training.
And, of course, the 3rd 1 is to create a newbie zone.
This is a new hire room where it is a safe
place to connect with peers, ask questions
and find a subject matter expert
so nobody feels alone.
As we move towards the next few stages,
Dawn will take us through the
rest of the life cycle, starting with engaging.
So, engage.
This is the centrepiece, literally
and theoretically, of the employee lifecycle.
Engagement is integral to a positive
employees experience.
It's also a prerequisite to the upper stage
of the employees life cycle.
Without strong engagement, learning
and development will be wasted, and high performance
is unlikely,
given the disheartening fact that only
1/3 of employees say they're engaged.
You're up against a formidable challenge,
but your company Intranet, can help turn
these numbers around
by firstly providing access to
the right productivity tool.
So eliminate frustration and wasted
time by putting all tools for communication
and collaboration on your Intranet.
Here in Igloo we, have integrated each
department's business tools and favorite
apps across our Intranet
to make it easy to find and to share
business critical information.
So Rebecca was talking about the ATS.
We also have an
HRS that our employees use for
submitting their vacation requests and
for their payroll. And so
rather than having our employees have to remember
"Oh, what's the name of that HRS
what's the URL? How do I get there?
We have linked it right into
the whole page of our
Igloo so that employees,
while they're already working in the Igloo, they
can just go to the main page and find that
quick link
out, and it takes them right to the page to book that
time off. Additionally,
we've built... we have team rooms
within our.
Intranet. And in these rooms
is typically a microblog for
team members to communicate with one another,
but also calendars
to schedule meetings,
SOP's, files where
people can upload supporting documents.
And one of the things that we ask
is, when we have...
when there are employees in the office and they're having conversations
with one another,
we ask that they then take
that conversation to their department
microblog
so that those remote workers
who are off site, they have visibility
into the conversation. But then
they can also engage in them come the
conversations themselves by adding
a comment
and continuing the thread growing.
This results in our remote
workers not feeling like they are left
out of the conversations
and key conversations that are happening in
the office.
We also recommend building a social
hub in your Intranet.
It creates a sense of belonging
and all of your employees, including, again
those remote workers, with a
virtual water cooler — your Social
Hub —
that enables all this intake and
interaction
including... and
you can see this is an example of our
Social Hub here at Igloo. So there's
a space for
employee-lead clubs,
links to the different social events
that are Social Committee is organizing.
There is a microblog
where... that could be used
for
anything from, you know, water
cooler talk, "Hey, I did this really cool thing
with my family on the weekend" to "Hey
there's this great community event
happening" to reminders about some of the
social events that are happening.
The microblog is a really great way, again,
to engage those remote workers
in that kind of water cooler fun,
office talk
that those of us who work in an office
take for granted.
When we're, you know, when you're not physically in the office.
So again, it
increases that level of connection,
and you can see we've also got some photos posted
on there just to add some, you know, levity
to the
things that are going on in the office.
Like most companies, we conduct an annual
engagement survey here it at Igloo. We do
use a 3rd party vendor to conduct
a survey,
but we use our Intranet as
a place
to share the results
on also to communicate
follow-up actions that the organization
is taking
on to encourage everyone in the organization
to add their voice to important conversations
by liking or commenting on posts
that are added to on this
page in our Igloo.
We've all, as HR leaders
and managers of people, probably heard
individuals, you know, probably
say, "why would I bother taking that engagement
survey?
No one ever does anything about
the results anyways."
And what I found from us this year
one: we created this page for the our
engagement survey results and communicated
the kind of actions we're taking.
It's also the business.
It has given us the ability to communicate
for employees to regularly if
they want to look back on that information
and see what was in the survey,
they can do so.
But we, as an organization, are
able to make those connections. That we've decided
to do this action as a result
of what was on the engagement survey.
And so it's resulting in the employees feeling
like the
feedback that they offered is valued
and being taken seriously
from the company.
Now let's move on to develop.
This is an especially critical state in
the age of the empowered employees.
Ongoing learning and development opportunity
should be ingrained in the employee life cycle.
Career growth now outranks compensation
as the number one reason why employees
leave their position.
But growth doesn't just mean promotions.
It can also mean chances for employees to
expand their skills and expertise,
creating connections across the organization
and feel valued.
Your Intranet could be a focal point of employee
development
by using it to highlight career
success stories.
So use your company blog to profile
employees who have grown and thrived in your organization.
We have an employee news
blog
that we use to communicate promotions,
and when we do so, we talk
about what goals did the employees
have?
What steps did they take
to achieve their goals?
What successes that they received at the
end? And we like to
use it as a tool to help motivate our other
employees to continue to strive
to expend their skills and
want to continue to grow beyond
their current state.
We'll use the Intranet to communicate development
opportunity
to make it easy for employees to find avenues
for growth. We have consolidated
our training and development initiatives
into one space.
We have and HR zone in our
Intranet that is
basically a one stop shop for all things
HR
that all employees can access.
And in this HR zone, as
you can see up there we have
a section that specifically for learning and
development.
And in there we highlight,
what on demand learning opportunities
are available to all employees. Wo publish
calendar events with the upcoming learning
sessions
for all employees, and also outline
different learning paths that employees
can take in their different roles.
We have realized, as an HR team,
that it's great that we have this section available
to our employees, but it's only good if
our employees know that it's there. And
so we recognize, "Hey, we need to do a better
job of self-marketing all
of the great work that we're doing." And
so, beyond just creating the space in our
Intranet about the LND
resources, we're using
our Intranet to actually market the programs
that we have, what we've created. A monthly
blog series, where we highlight the
LND programs and other HR
initiatives that are occurring each month.
Your Intranet is also great for maximizing
collective wisdom,
enabling employees to collect... er...
continually increase their know-how is
central to engagement.
Your Intranet knowledge management solutions
allow your organization to capture,
store, and share all that intelligence
in one central place and make it easily
accessible whenever needed.
I'm sure many of you use department
drive to save your documents
or resources
on. You likely have multiple versions
of the same document, and it's likely difficult
to find the most up to date version. I
know that's what I experienced in my previous
life in HR prior to
coming to Igloo.
But what's great about your Intranet
is that you can upload that document, whether it
be PowerPoint, whether it be a wiki article
worked on, then can easily
make and edit that document
live in your Intranet. And
so there's no need for version
15 of the same document. Past
versions are saved in
in the Intranet so you can go and access
some at any point if you need, but it makes
it easier. It's more efficient,
easier to search and more efficient to
find the right docs at the right time when needed.
Now we're onto state six, perform.
And this will become more and more
crucial in the years ahead.
Frequent performance evaluations.
Frequent performance evaluations are
important for most employees, but especially
this younger generation.
A recent study found that 60%
of Gen-Z's want multiple
check-ins from their manager during the week.
A Gallup survey found that just
2 in 10 employees strongly agree that
their performance is managed in a way
that motivates them to do outstanding
work. Your Intranet
can make formal and informal performance
management easier for HR
and more accessible for employees.
One of the ways to do that is having a...
is recognizing your top performers.
A recognition center is an all-in-one
solution for your recognition program.
You can showcase promotions and awards,
let your employees nominate peers and
underscore the quality that are valued
in your culture —
you can see an example of our kudos
corner up on the screen
now, and it is one of the most visited
pages in our Intranet.
It's a space
where our employees can go in and
nominate their peers for the great
work that they're doing on the day to day basis.
So each kudos that is
created, we actually require
it to be aligned with a specific
company value.
So then it's reinforces the importance
of our values across the organization.
These recognition pulse events broadcast
across the organization
so and colleagues are
enabled to comment and add feedback
and like the post.
So then they get and kind
of additional
level of recognition from their peers.
Then we take it one step further, and
our executive leadership team reviews
the kudos that have been submitted on a quarterly
basis and select the top
three. And those individuals
basically win an 'employee of the quarter
award.'
One of the biggest things in performance room
of reviews is to make sure our
managers are getting it right.
And so to support our
leaders — in our leadership essentials
playbook that Rebecca previously mentioned —
we have a performance chapter.
And I think it is one of the key
chapters in that
playbook.
This is a section where we
as HR can really indirectly influenced
the culture here at a Igloo by outlining
some performance expectations for
our leaders.
So we have a chapter in there on one
on ones.
What is Igloo's expected cadence
for leaders when having one on ones? What
are some of the topics for discussion?
You know, how do you document and follow
up on that
in regards to performance reviews?
It outlines
what is Igloo's purpose for conducting
performance reviews? And for us, it's
really important
that our leaders understand what
the companies
kind of philosophy behind performance reviews
are before they go and do it because each
company is slightly different.
Some do performance reviews with the end goal
of understanding what merit increases are.
Others are more focused on employee
development. And so we want our managers
to understand that,
what our goals are, so
we can clearly outline that in this playbook.
And then the thing that
managers, you know, are most fearful of when
it comes to performances: that
performance improvement plan or
the dreaded path as we all know it.
But this gives us an opportunity to kind
of take away some of that fear
gives us an opportunity to outline, what's a
pip? When should it be used?
And How are we going to effectively implement?
And so,
this is a great reason for our leaders, and
also gives us in HR, an opportunity
to make available resources
on how to effectively
provide coaching and feedback. It
gives an opportunity for leaders to spark
conversations amongst one another
regarding performance management,
and also easily access those crucial
documents they need for managing
their employees performance.
And then your Intranet is also really helpful
at increasing transparency
in performance management for all
employees.
The first step in performance management have
clear objectives and
expectations for employees.
And your Intranet is the perfect tool for
publishing company and departmental
objectives the company values
and also core competencies.
And so therefore, your employees will have the
knowledge and understanding of what's expected
from them in their role.
We also have a performance section in the
HR zone, and it
details
everything related to performance reviews
here  at Igloo. What's the timeline?
How often do they occur? What
what are my responsibilities as
an employer versus the leader?
And again, what is,
kind of, Igloo's philosophy as it comes
to conducting performance reviews.
Then additionally, we use the blog's to communicate
with our employees. So we keep all that
communication about performance reviews
in our Intranet instance.
And so that it doesn't get buried in someone's
email. So when it's time to go ahead
and do your performance review,
because we've communicated through
a blog, it gets pulled into that top banner on
the home page of our
Igloo, and employees can go in
and very easily access that communication
and find the links to the resources
they need in order to conduct their performance
reviews.
So again, increases
efficiency and decreases
frustration from employees.
And now we've reached the final stage of the life
cycle. An employees last
day can be just as important as
their first.
Yet the process receives far less attention.
The type of experience of people have
when leaving can have a lasting impact
and determine how they share the organization's
reputation
through word of mouth and social media.
The employees left-behind also pay
close attention to how the company treats those
departing employees.
And finally, it's really important to prevent
the loss of vital knowledge and expertise
when those employees leave.
Your Intranet can make exits just as
strategic as entrances
by standardizing procedures.
Uh, so again, we have a chapter in our leadership
essentials playbook that is solely
dedicated to,
exiting from the organization.
Ah, and gives leaders
kind of the
tools that they need and steps to follow when
someone does leave the organization.
So whether it's
the organizations' choosing to part
ways with that employee and what
steps in approval is that
new leader need to have before they
can do so,
or whether it's that the employees have decided
to resign — which for many leaders
can be very jarring on kind of throw
them off. We give them some
the steps to follow and
some tips on how to
make it a positive experience for
that employee,
even though that they are resigning, which is likely
quite a stressful moment for the employee as well.
We also use the Intranet to communicate
the message of the departure,
so to preserve morale and protect
your culture about communicating departures
either on your company wide Intranet or,
depending on the size of your organization,
in your department space.
Be prompt and
positive.
We recommend recognizing
the employees contributions,
explaining who's going
to replace them in the interim, and
then invite any questions that employees might
have and who they should
go to if they do have questions.
When we were communicating,
what we heard from our employees is that they wanted
better transparency around
resignations from employees, because
they wanted an opportunity
for time to be able to transition
properly with the departing employees.
And so we now
put in guidelines for
our leaders so that they know when they should
be posting these communications to employees.
They know generally the tone to follow
and the approximate length.
And we recommend that when our leaders
are communicating that they celebrate the employees
and the accomplishments that they had
while they were here at Igloo.
We want that employees
to feel
positive about their experience, to feel
that they were respected for the work that they
did. And so, yes, we do put
a positive tone on
those parting messages because
again, peers are watching,
and how the leader responds
to that person leaving
will have a big impact on the rest of the
team. And
then a huge part of the
departing employees is that knowledge transfer
and making sure that is managed effectively.
As I previously mentioned during the develop
cycle, we spoke about the importance of
knowledge management,
and if your knowledge is managed and maintained
in your Intranet
and your documents are updated regularly,
the knowledge transfer portion
will be pretty smooth. When you have
someone that leaves the organization,
it's really... There
shouldn't really be a need for, you know, any
of those elaborate hand-over documents
because the employees
are not spending that kind of two week transition
period getting all that knowledge together.
It's already there. And so they're more focused
on just, you
know,
closing up loose ends and transitioning work
to others.
So,
as someone you joined Igloo — this is Rebecca —
in the last year or so,
there's a bit of a gap between the previous
talent acquisition partner and myself.
So she was there
to onboard
me or,
you know, hand over any sort of document.
And,
in my career, I've started a new roles,
and things have been either missing or stuck
on someone's laptop or
buried and misfiled in shared drives.
But at Igloo, because everything
was managed through the digital
workplace, Intranet,
there were SOPs on
"How do we go about getting a
background check done that I could follow?"
There was
files on where we have contracts
and I can find out who we
have contracts with, and who signed NDAs,
and all of that is available within
the space
that talent has access to.
And it was all there at my fingertips, which was
nice, because it helps me
as a new employee,
you know, be independent to search and
source things. There's a
source searching capability
on our Intranet that if I'm looking for a particular
item,
um, I can use the key words to
type in like you would Google and search
within our Intranet. And it'll pop up the documents
that we need or at least point me in the direction
of where to go
find these things
as opposed to trying to like source through
hidden, locked down files.
You know, it wasn't buried on a laptop, and like I said,
I could find the things that I needed to to get up to speed
a lot faster
and so depart
takes us back to the beginning of
the life cycle. If you have folks that
you know, depart well, that could be part
of your alumni. To help you recruit,
they'll end up helping you attract.
But if you look at all of the touch points — be
it the Attract, Recruit, Onboard, Engage, Develop,
etcetera —
you'll see that they
feed from different stages almost like
a web rather than a circle.
Like engage and develop create stories
that can help to work to attract and recruit.
Performance and recognition celebrates
the achievements, which keeps employees
engaged but is also great storytelling
from your employer brand.
By linking all of these
through the digital workplace tools,
the Intranet,
it keeps a single source of truth
and a suite of tools that
your employees and leaders will want
to use
and help impact each stage of the
life cycle.
So the moments that matter in the employee life cycle,
like I
said, don't happen only at the big milestones.
They literally happen every day
in seemingly ordinary interactions and
tasks both inside and outside
of the office,
and every one of them contributes to the employees
experience.
With the next-generation Intranet, you can make a positive
difference in all stages of the life cycle. Using
tools for communication,
collaboration,
knowledge management, and culture and engagement.
I'm gonna hand the presentation back over
to Michele.
Well,
thank you, Rebecca.
This is a great chance if you haven't already
asked a question to use this time
to ask questions.
While that's happening, I just wanted to give
a little bit of more context of what
Igloo is.
Here at Igloo, we look to simplify your journey
towards digital transformation. Our
mission is to create digital workplace solutions,
which help employees to be more
connected,
and more engaged in the workplace.
You can think of us as the next-generation Intranet,
but at the end of the day, we're a
Digital Workplace Solutions company.
We connect people to each other, to
information, and to the technologies they
depend on.
Like what you've heard with Rebecca and Dawn today,
and some of the examples they showed, we help
customers build sustainable digital destinations
that are beautiful, easy to manage, and solution-
oriented.
Our portfolio of digital workplace solutions
integrates with the apps and systems that your business
already relies on, such a your HRIS,
your recruiting tools,
and centralizes
your areas
to be a single source of truth.
Our digital workplace platform helps organizations
form a digital representation off their physical
space and culture, bringing people, communications,
collaboration,
knowledge and the technologies into one central
place online.
However, it's not just about being
a centralized digital destination.
It's what you do with that
increased time to value for our customers. Our
experts take the most common challenges
that customers share,
whether it's one of those seven areas that Dawn and Rebecca
touched on today, or a different
challenge, and what we've done is we've built them into
fast to deploy and easy to configure solutions.
Leadership Center playbook, the
HR Zone, Kudos corner... Those are all great
examples of what the solution look like.
And with that, I did want to go through some of the questions.
Again, a reminder, if you do have a question,
just ask it through the question window. Looks
like we have a couple of here. We can start from the top.
There's a couple here
asking about what our head count is here.
And if you
talk to that,
yeah, we're 150 people here
at Igloo. And what those things that both of you talked
about today, like scale for somebody like bigger

somebody smaller.
So when we were talking, I gave a lot of
examples of communicating across
the organization. So example terminations,
right, for us at 150
it makes sense for us to communicate to the
entire organization
when someone exits.
But I've worked at larger organizations
where that doesn't make sense. And
so those communications are...
I've done through department
level channels, right, and
the those kind of key stakeholders,
you're basically adapting your strategy based on
the size of your company. But you can still use the
same sort of tools you can use. The same tools
still work. It's just on what makes
about...
and what's nice about the Igloo platform is you can,
determined who has access
to the different communications.
Subscribe people to a different
comms channels. But then the employees
have the opportunities for some of the comms
channels. They unsubscribe
themselves as well.
Question here: on the previous slide was named
the website technology actually used and others mentioned
that is actually our own product.
We like to say we 'dog food'
our own product here that we like to use it as
well. That is what you would have bean seeing
here.
And then it looks like there's a question from John for the
engage stage: in your experience, who typically
is responsible for responding to employees
comments?
Is it the managers of those pages
or spaces or
is there somebody in a particular
role in the organization who's responsible for
responding?
So — it's Dawn again — for
the engage space...
Engagement page on our Intranet,
It is HR who manages the
content that is on there. So
but what I will say is
the response for us is based
on the nature of the question. And
so therefore, maybe and
employee had a question about or
I thought that they think what a
way to improve the engagement is to improve
our benefits,
or career pathing with things of that nature.
Then someone from our HR team
would likely take the lead on the response.
But if it feels
like not natural, um,
in terms of the question,
then we would empower one of our leaders
to take
the response on that. And
as HR I would, you know, be there
to support the leader and kind of help
them address the response that they're going to
put
It depends on the nature of the question,
I would say, or the post itself was that
in regard, perhaps to the social zone,
because the social zone...
that could also be I mean, that was part of the 'engage'. If you
want to clarify John, if that didn't quite answer your
question, feel free
to write in there. But did you have some thoughts on the
social? Yeah, Yeah. Social
zone is really, um,
people... we moderate it in the
sense that we are aware of what goes on.
And...
but as far as the
engagement on the social zone via conversations
or reactions or give fees
it very much garnered by
the rules of office etiquette.
If you wouldn't say it out loud in the office, you're not
about to post it. And, I would
I would say that, you know,
very, very rarely anything ever
comes up with regards to the
social zone. So,
no one's self moderating,
section. But the
response's and the like are very much
you know, office appropriate for
the culture. Yeah, and when we do have
employees join the organization — just to add to
that — part of our onboarding is we
do have, like, some hands on training on how
to use our
Intranet platform. And when we are
talking about the social zone, we do give
some kind of guidline. It's not a 10
page document. But again, as Rebecca said,
what's on the Intranet is, you
know, we follow the same kind of office
edicate that as if you were going
to say it aloud,
and kind of
again, I think maybe we're lucky, huh?
But it has been fairly, well,
self managed.
Yes. Now we are... as
HR we are...
We do overseen instant notifications
when content is posted. Until there
have been the auto currents where
something
is not appropriate, we do have to take
it down...
but I would say 97% of the content
has been just fine. Yes,
the floodgates
of feedback.
What's interesting about the
Intranet? Yeah. No. Yeah.
So if
John has asked if
he's had experience where his team has opened
the floodgates for feedback has been ill equipped
to handle it all in the past.
I know that
since we've been here and we've
asked for feedback previously,
we've had situations where we've asked for
feedback
in a poll,
which is something that's easily created within
the, um,
the digital workplace,
which allows for yes,
no, pick one, which do you prefer?
We've also had,
you know,
different types of things where you can
word it within a certain section. And
there's a place to create,
like quizzes on multiple stages
of different things, to ask for feedback
through that as well. And so
it may be an opportunity
to structure how the feedback
is received,
as opposed to just
an open forum.
But the polls are kind of fun to see
though — and
this is on to add on to what Rebecca was saying  — when
we are... so what we did this
year is we had our structured employee engagement
survey and then as our leadership team...
as HR we
put the results together, um,
and took that to our executive leadership team,
and they really analyzed and said, "Okay,
we cannot do it all. And we were very
clear with our employees and have repeated
multiple times we cannot do it all, but
we, as an executive leadership team are going
to set some priorities and we're
going to communicate. Here are
three priorities that we're going to look
look at in each one." And
so, when we were communicating, what actions
were going to take in regards to the feedback,
we were very clear that here
these are the three kind of focus areas.
And then so maybe one was communication.
From communication we
had, "Okay, well, there's a couple different avenues
we could take." And so, in that
space on our Intranet, as Rebecca was saying,
we created a poll. What would you like us
to do as an organization? Would you like
us to focus on A B or C when
it comes to communication.
And so gave employees a chance to add feedback.
But it gave us the opportunity to keep
focus. And so those floodgates,
we weren't drowning with all that water.
Yes, great
question.
Looks like we don't have any more. I think we'll end it there.
That said, if you'd like to learn more about
how Igloo can help companies
with their communication challenges or
with their engagement challenges, I'd encourage you actually
book a demo. The link is on the
page currently www.igloosoftware.com/demo
And as a reminder, the recording will
be mailed out to everybody, today.
We want to thank you for joining us
we hope you've enjoyed today's session. Have a great
day.