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Copyright © 2018 #ZigZagHR-Toolkit. Lesley Arens & Lisbeth Claus, www.zigzaghr.be, All Rights Reserved

#ZIGZAGHR-TOOLKIT

#ZIGZAGHR-STACK DESIGN THINKING TO RETHINK,

RETOOL AND REBOOT HR

This #ZigZagHR-Toolkit is shared with the readers of ‘#ZigZagHR—Waarom de beste HR geen HR meer is’ authored by Lesley Arens & Lisbeth Claus (Dutch edition, Pelckmans

Pro, 2018) and is part of the #ZigZagHR-Ecosystem.

http://www.zigzaghr.be/

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HOW TO USE THE #ZIGZAGHR-TOOLKIT

Even without previous experience, you can build these #ZigZagHR-Stack competencies one-step at a time. You do not have to tackle a full-fledged set of new skills all at once!

1. Learn-it-yourself We suggest that you re-read chapter 4 (#ZigZagHR-Stack—A new skill set beyond HR), identify the competencies that are of greatest interest to you and get acquainted with the different exercises and templates in this #ZigZagHR-toolkit.

2. Attend a workshop with other like-minded HR practitioners

Form a team with like-minded individuals—other HR practitioners or people in your HR department and attend a MasterClass. Check out the website (www.zigzaghr.be) for upcoming spring 2019 events. This allows you to dig deeper into the skills, discuss it with others, use the templates, practice by doing, and develop train-the-trainer capabilities for implementing #ZigZagHR with your HR team.

3. Implement the tools with your HR team

Once you gain a greater level of competency with the #ZigZagHR-Toolkit you can facilitate a series of workshops as do-it-yourself activities with the HR team in your organization.

4. Give us feedback We are interested in other innovative HR practices that you are developing in your company and hope that you will share them through the #ZigZagHR-ecosystem with the community of HR learnatics!

It is our goal to share this toolkit with the #ZigZagHR readers. You may copy, use and adapt these templates to fit your needs as long as you acknowledge the source (Copyright © 2018 #ZigZagHR-Toolkit. Lesley Arens & Lisbeth Claus, www.zigzaghr.be, All Rights Reserved).

Templates are available in downloadable files for: Design thinking applied to HR: Employee experience mapping, touchpoint management, rapid prototyping

If you are interested in gaining greater proficiency in the #ZigZagHR-Stack competencies, contact us as [email protected]

We would be thrilled to develop a MasterClass that you can attend with other like-minded practitioners or facilitate customized training for the HR team in your organization.




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ORIGIN OF THE #ZIGZAGHR-TOOLKIT In addition to the research we did for the book, #ZigZagHR (Lesley Arens & Lisbeth Claus, Pelckmans Pro, 2018), the exercises in this #ZigZagHR-toolkit are based on previous publications in the Global HR Practitioner Handbook1 series (Lisbeth Claus, Editor-in-Chief, Global Immersion Press, 2015, 2018) and have been tested in numerous workshops with HR practitioners around the world and Willamette MBA students preparing for an HR career.

EXERCISES IN THE #ZIGZAGHR-TOOLKIT This toolkit contains different exercises related to strategically using the #ZigZagHR-Stack for a variety of progressive HR activities that are part of the employee life cycle. Although the #ZigZagHR-Stack is composed of a portfolio of interrelated competencies that augment the HR body of knowledge, we conveniently grouped the exercises under six different domains: For each exercise, we provide step-by-step instructions and easy-to-use templates for each of the #ZigZagHR HR-Stack competencies. You can find easy-to-copy templates in appendix.

1. Design thinking applied to HR Employee experience mapping Touchpoint management Rapid prototyping

2. Agile lite for your HR-team User stories Sprint release planning Stand-up meetings

3. Behavioral economic applied to HR Unconscious bias Search advocate Behavioral nudging

4. Analytics applied to HR Data mining Sentiment analysis A/B-testing

5. Integration of HR strategy Global standardization vs local responsiveness OKRs

6. The ‘three boxes’ applied to HR Three boxes: HR perspective Three boxes: Employee perspective Three boxes: HR-employee gaps

1 Claus, L. and Baker, S. (2018). The global HR stack: External and internal tools and methodologies impacting HR. Pp. 35-63 in Claus. L. (ed.), Global HR Practitioner Handbook, volume 4. https://www.globalimmersionpress.com/collections/hr_modules/products/the-global-hr-stack; Claus, L., Baker, S. and Ely, J. (2015). Global HR analytics. Pp. 5-33 in Claus. L. (ed.), Global HR Practitioner Handbook, volume 3. https://www.globalimmersionpress.com/collections/hr_modules/products/global-hr-analytics; Claus, L. and Baker, S. (2015). The new global performance paradigm: Reinventing performance reviews. Pp. 165-201 in Claus. L. (ed.), Global HR Practitioner Handbook, volume 3. https://www.globalimmersionpress.com/collections/hr_modules/products/the-new-global-performance-management-paradigm


https://www.globalimmersionpress.com/collections/hr_modules/products/the-global-hr-stack

https://www.globalimmersionpress.com/collections/hr_modules/products/global-hr-analytics

https://www.globalimmersionpress.com/collections/hr_modules/products/the-new-global-performance-management-paradigm

https://www.globalimmersionpress.com/collections/hr_modules/products/the-new-global-performance-management-paradigm

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DESIGN THINKING APPLIED TO HR Design thinking is a creative process to come up with practical, innovative solutions of problems or issues with the intent of an improved future result. A design-centric culture in HR is achieved by focusing on something that is fundamentally broken and affects the employee’s emotional experience with the organization. Read about design thinking (p. 93-99) in #ZigZagHR (Lesley Arens & Lisbeth Claus, Pelkmans Pro, 2018, Dutch edition). Employee experience mapping Employee experience mapping is the complete experience that an employee has when interacting with your organization in their life cycle as an employee (before, during and after). Using a life cycle approach, the experiences of various employee personas are mapped by focusing on how they experience them at the various HR management touchpoints. The employee experience—when juxtaposed to how HR traditionally thinks about the delivery of its product and services—allows HR to take on a customer perspective. This employee experience mapping exercise views HR activities from the perspective of an employee rather than HR! Sometime, a seemingly well-planned, organized and managed HR activity—as perceived by HR—is not viewed in the same way by customers. Therefore, in the employee life cycle, different HR activities are contrasted with how employees/workers actually experience them versus how HR manages—i.e. plans, develops, leads and controls—these activities. Touchpoint management Touchpoints are the emotional points of contact the employee/worker has with the organization as an internal customer—whether through structures, systems or people. The vast number of touchpoints that employees have with HR and your organization make touchpoint management a complex process. By identifying and measuring each touchpoint separately, it is possible to determine the overall effectiveness of the employee’s experience with your organization over their life cycle and the various HR activities. This touchpoint management activity consists of three exercises: (1) building a touchpoint chain using a process map methodology to identify all the touchpoints a worker encounters during the employee life cycle. (2) measuring the importance and effectiveness of the different touchpoints both from an employee and the operational HR point of view. (3) Identifying those touchpoints most in need of improvement as the target of innovative action. Rapid prototyping Rapid prototyping is a form of experimentation where a preliminary rough original model—representing the embodiment of an idea—is built quickly to allow questions to be asked and choices to be made. It is a minimum viable product that represents the least amount of effort to run an experiment and get feedback. This rapid prototyping exercise builds a prototype of an HR activity based on brainstorming, creating, testing and communicating a model of a solution to be developed and refined further.


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DESIGN THINKING APPLIED TO HR Employee experience mapping

Experience mapping follows the life cycle of an employee—before, during and after employment. As an illustration, we use selected HR activities in the pre-employment life cycle to illustrate and explain the steps in using these tools and provide a template. You can apply the same methodology for other HR activities in the employee life cycle (during and after employment). It should take about 1½ hour to map a section of the employee life cycle.

Pre-employment employee experience mapping exercise

Steps in employee experience mapping

Steps Activities Estimated time frame Pre-activity Set up the exercise Step 1 Review the pre-employment HR processes 15 minutes Step 2 Label the high-level pre-employment HR tasks 30 minutes Step 3 Answer applicant concerns during pre-employment 30 minutes Step 4 Identify differences in perspectives (HR vs. employee

experience) 15 minutes

Post-activity Map the entire employee life cycle experience Pre-activity: Set up the exercise We have prepared a boilerplate list of common HR activities in terms of the pre-employment HR activities (attraction of talent, application process and fit). Prepare Post-it note labels for these heads/subheads and post each section vertically on a whiteboard.

Attraction of talent Application Fit

Employer branding

Employee value

proposition

Recruiting Job announcement

& listing

Application tracking &

communication

Selection Hiring Post-hire & pre-

employment


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Step 1: Review the pre-employment HR processes

Review the boilerplate list of pre-employment HR activities (section by section) and customize it to your organization by adding appropriate head and subheads using Post-it notes. Step 2: Label the high-level pre-employment HR tasks Divide the HR team in different groups. For each of the subheads, the group identifies the high-level HR tasks and puts them on a Post-it note under the subhead. See example for Selection (under Fit).


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Step 3: Answer applicant concerns during pre-employment Formulate and answer questions that your applicants are likely to have when applying for a job with your organization and write the answers next to the Post-it note. Note that different personas may have different needs and experiences with the same HR activity. Below (Fit applicant concerns) are some concerns/questions that applicants may have. Add others that you can think of. FIT APPLICANT CONCERNS HR processes Employee perspective Selection Is the (online) selection process clear and simple?

What is my experience with the people/systems planning the interview?

What is my experience during the interview process? Have my questions about the job and the company been

answered? Do I still want to work for that company after meeting the

interviewers? Do I want to work with the people I met?


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Step 4: Identify differences in perspectives (HR vs. employee experience) Circle areas that may be problematic for the applicant and link them back to the HR activity. Take a picture of the different whiteboards as the outcome of this exercise will be used in the build a touchpoint chain exercise.

Post-activity: Map the entire employee life cycle experience Complete the same exercise for other parts of the employment and post-employment experience Appendix to employee experience mapping Below is a list of concerns that applicants have during the application process. ATTRACTION OF TALENT APPLICANT CONCERNS HR processes Employee perspective Employer branding

What do I know about the company as a consumer? What attracts me to the company as a job seeker? Is the company’s website speaking to my employment

questions? EVP (employee value proposition)

Why do I want to come and work for you? Is it clear to me why I want to work there? Do I know employees who work there?

Recruiting Am I actively or passively being recruited How responsive are the recruiters to my inquiries?


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APPLICATION PROCESS APPLICANT CONCERNS HR processes Employee perspective Job announcement and listing

Is it easy for me to find what jobs are currently available?

Applicant tracking and communication

How easy is it for me to apply for a job? Do I know whether my application is complete or incomplete? Do I receive follow-up notifications after applying? How long does it take for me to hear from the company? Do I know whether I am being considered for an interview or

follow-up? Do I know why I did not make it past the recruitment stage?

FIT APPLICANT CONCERNS HR processes Employee perspective Selection Is the (online) selection process clear and simple?

What is my experience with the people/systems planning the interview?

What is my experience during the interview process? Have my questions about the job and the company been

answered? Do I still want to work for that company after meeting the

interviewers? Do I want to work with the people I met?

Hiring decision • How long does it take for me to find out whether I got the job or not?

OFFER: • How much time do I have to respond? • How does this offer compare to alternative offers? • Should I reject or accept the offer? NO-OFFER: • Do I know why I did not get a job offer? How do I feel about the way the company’s rejected me?

Post-hire Pre-employment

What other things must I do now that I have accepted an offer? Who will announce my new job and how? What paperwork must be completed before I show up on my

first day How well are the people at the company communicating with

me?


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DESIGN THINKING APPLIED TO HR Touchpoint management

The employee experience mapping exercise for the different parts of the employee life cycle is a pre-requisite for engaging in touchpoint management. The touchpoint management activity consists of three exercises (building a touchpoint chain, measuring importance and effectiveness measurement of touchpoints and identifying touchpoints needing improvement). The employee life cycle is broken down in different sections and the exercise is repeated until all (pre, during and post) employee experiences are identified. As an exemplar, we are focusing on the pre-employment experience of an applicant. The touchpoint management exercises in this #ZigZagHR-toolkit are adapted from Laura Patterson, Managing Touch Point Value: 10 Steps to Improve Customer Engagement. VisionEdge Marketing, Inc., March 26, 2009. http://customerthink.com/manage_touchpoint_value_10_steps_improve_customer_engagement/ Build a touchpoint chain exercise

Steps in building a touchpoint chain

Steps Activities Estimated time frame

Pre-activity Prepare handout Step 1 Review the employee experience mapping results 15 minutes Step 2 Map the touchpoints 30 minutes Step 3 Build a touchpoint chain 30 minutes

Pre-activity: Prepare a handout with the visual whiteboard of the employee experience mapping exercise. Step 1: Review the employee experience mapping results Review the results of the employee experience mapping’ exercise(s) that you completed.

Column 1: HR processes Column 2: HR high-level tasks Column 3: Applicant concerns Column 4: Perspective differences

Step 2: Map the touchpoints Write each touchpoint label on a different Post-it note and create a chain of touchpoints in the entire employee’s life cycle by posting them on a whiteboard. This allows you to create a visual process map. Step 3: Build a touchpoint chain


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Repeat this exercise for the different employee life cycle experiences and build a complete touchpoint map. Review the map and add additional touchpoints if needed. Take a picture of the whiteboard (with your phone). Measure the importance and effectiveness of each touchpoint exercise This exercise is done after you have completed the build a touchpoint chain exercise. There is somewhat of a learning curve in this exercise due to the many steps. It initially takes about 1½ hour per HR activity in the employee experience map to complete the eight steps.

Steps in measuring the importance and effectiveness of touchpoint

Steps Activities Estimated time frame Pre-activity Build a touchpoint chain exercise Step 1 Touchpoint labeling 15 minutes Step 2 Operational purpose 15 minutes Step 3 Role in the employee experience 15 minutes Step 4 Touchpoint ownership 10 minutes Step 5 Touchpoint impact and importance rating 10 minutes Step 6 Touchpoint impact and importance ranking 10 minutes Step 7 Touchpoint effectiveness 10 minutes Step 8 Is it working? 5 minutes Post-activity Improve a touchpoint exercise

Pre-activity: Build a touchpoint chain Use the visual process map of the pre-employment employee experience that you obtained in the build a touchpoint chain exercise to identify the different touchpoints. Step 1: Touchpoint labeling Review the touchpoint chain for the particular HR activity, and label each touchpoint (Column 1 of the touchpoint analysis template).


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Step 2: Operational purpose Each employee touchpoint has (or should have) an operational purpose. Indicate the purpose of each touchpoint as seen from the perspective of HR (Columns 2 of the touchpoint analysis template) Step 3: Touchpoint ownership Indicate the primary owner in the (HR) organization for each touchpoint. (Column 3 of the touchpoint analysis template) Step 4: Role in the employee experience Each touchpoint should also have a role in the employee experience. Indicate the role the touchpoint has in the employee experience (Column 4 of the touchpoint analysis template). Step 5: Touchpoint impact/importance rating Although all touchpoints matter in the employee experience, they do not necessarily have equal value and importance to the employee and may lead to very different outcomes (from being irritated to leaving the company). Using a scale from ‘1 to 10’ where ‘1’ is low impact importance on the employee experience and ‘10’ is high impact/importance, rate each touchpoint on its impact. (Column 5 of the touchpoint analysis template). Step 6: Touchpoint impact importance ranking Sort the touchpoint impact and list the touchpoints by their ranking in three different groups. Keeping them in the same order as in the touchpoint analysis template, write the touchpoint labels that have an importance rating of 8 or higher in the top row; 6-7 in the middle row, and 5 or lower in the bottom row.


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Step 7: Touchpoint effectiveness For each touchpoint, now rate the operational effectiveness and the customer effectiveness of each touchpoint. Rate each touchpoint on its effectiveness using a scale from ‘1 to 10’ where ‘1’ is extremely ineffective and ‘10’ is extremely effective (use the touchpoint impact effectiveness template).

Step 8: Is it working?


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Using a touchpoint effectiveness grid, map each touchpoint on the grid by letting each touchpoint fall into one of low-medium-high cells based on the operational and employee effectiveness ratings.

Post-activity: improve a touchpoint exerciseAs a follow-up to this exercise, your HR team can engage in the ‘improve a touchpoint’ exercise. Identify a touchpoint in need of improvement exercise This exercise has two pre-requisite exercises: (1) build a touchpoint chain, and (2) the measure the effectiveness of the touchpoint chain. Make a copy of the completed templates available to the HR team (touchpoint analysis template; touchpoint impact effectiveness and touchpoint grid). It initially takes about 1½ hour per HR activity in the employee experience map to identify which touchpoints are in need of improvement.

Steps in identifying a touchpoint in need of improvement

Steps Activities Estimated time frame Pre-activity Prepare handouts Step 1 Map operational and employee effectiveness

touchpoints 30 minutes

Step 2 Map the touchpoint importance 15 minutes Step 3 Select the touchpoints needing improvement 15 minutes Step 4 Root causes 30 minutes Post-activity Improve a touchpoint exercise

Pre-activity: Prepare handout From the ‘measure the effectiveness of the touchpoint chain’ exercise, you have three different pieces of data:

(1) An impact/importance score (column 5 in the touchpoint analysis template) (2) An operational effectiveness score (column 2 in the touchpoint effectiveness template) (3) A point on the grid (cell on the touchpoint grid)


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Step 1: Map the touchpoint label on a grid Using the data from the touchpoint grid template, identify the touchpoints that have low operational and low employee effectiveness.

Step 2: Map the touchpoint importance

Using the data from the touchpoint analysis template, select all touchpoints that have an importance rating score greater than 8.

Step 3. Prioritize the touchpoint needing improvement


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List in order of importance all touchpoints in the low/low quadrant of the grid and with an employee impact importance rating of 8 or higher (Prioritized list of touchpoints template)

Step 4: Root causes Borrowing from the Total Quality Management (TQM) tools, state the touchpoint problem as perceived by the employee and identify the root causes of a problematic touchpoint by completing the 5 whys. To get to the root case ask why, then repeat the question—based on the answer to the previous why—until you have asked why five times.


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Post-activity: Improve the touchpoint exercise For the prioritized touchpoints develop, publish and implement an improvement project using either: An agile lite sprint release plan A set of OKRs (Objectives and Key Results) A rapid prototyping solution


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DESIGN THINKING APPLIED TO HR Rapid prototyping

The HR team completes this rapid prototyping exercise in about 1½ hour.

Steps in rapid prototyping

Steps Activities Estimated time frame

Pre-activity Identify an HR activity in need of reinvention in your organization

Step 1 Brainstorm the characteristics of a solution for an HR activity in need of reinvention (product/service)

10 minutes

Step 2 Develop an affinity diagram of the components of a reinvented HR activity

10 minutes

Step 3 Develop a “generic” prototype for one component of a reinvented HR activity

20 minutes

Step 4 Get feedback on the prototype 20 minutes Step 5 Finalize the prototype of a component of the reinvented

HR activity and present 30 minutes

Post-activity Get your prototype refined for testing Pre-activity: The HR team identifies an HR activity in need of reinvention in your organization. An easy way to do this is by completing the touchpoint management exercise. To keep the employee perspective in mind, the HR team thinks about what they want to see in a reinvented HR activity based on the user stories that they collected from different personas. Step 1: Brainstorm the characteristics of a solution Participants are sitting down and engaging in individual ideas generation (brainstorming) about what they want to see in the reinvented HR activity using a set of Post-it notes. Individual participants think about the various issues that they can imagine when reinventing the HR activity keeping the user stories in mind. Participants write each idea on a separate Post-it note (only one idea or word on each Post-it note.) Participants generate as many ideas as they can without talking to each another. It is common for each person to generate about 10 to 12 ideas. When finished brainstorming, stick the many Post-it notes randomly on the white board. Step 2: Develop an affinity diagram of the components of a reinvented HR activity Participants build an affinity diagram of the different components included in a reinvented HR activity. They come to the whiteboard—filled with many random Post-it notes from the brainstorming exercise in step—and order the different Post-it notes that seem to belong together in different columns. If there are duplicate notes, fan them together. This ordering with participation of the entire team is done in complete silence (no discussion) and each person can move the Post-it notes from another person. The facilitator assisted by team members start adding headings to the various columns that are emerging. The end-result is an affinity diagram of the components of the


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reinvented HR activity. Take a picture of the white board (of each heading and the Post-it notes) when step two is completed. Step 3: Develop a “generic” prototype for one component of the reinvented product/service Participants in small groups develop a prototype for a component (a particular column with header and the Post-it features) of the affinity diagram. There will be as many groups as there are columns on the affinity diagram. Display a set of flipcharts, each with a different subheading label of the reinvented HR activity Have people self-select to go to a particular topic based on their interest. Each flipchart should

have no more than 3-4 participants and no less than 2 The various groups review and discuss the Post-it notes, engage in a discussion and decide on a

prototype for that element. The job of the different subgroups is to look at the pieces of a solution brainstormed under their assigned heading and create a prototype on the flipchart (rapid prototyping) for this particular “component.” They must incorporate the various generated ideas in the Post-it notes under that heading and focus only on that component. This should be open to discussion on how to develop an activity that meets the user requirements. Step 4: Get feedback on the prototype Participants become acquainted with the prototype components developed by other groups and provide feedback for improvement. Keep one member of the original flipchart group (team leader) with the prototype while the

others members go visit the other boards Split the rest of the group members to walk around and see the other prototypes and provide

feedback The team leader explains to the visitors the ideas involved in their prototype (using the flipchart

and an elevator pitch) The participants provide feedback, ask questions, suggest changes, etc. Team leader records the feedback on the feedback form Step 5: Finalize the prototype of a component of the reinvented HR activity Taking into account the feedback the team leader received and what the group members learned from the other groups working on different prototype components, participants go back to their original flipchart group. Then, they identify specific and actionable steps (or critical success factors) for this component to work. In this fifth step, the groups finalize their prototype and decide on a few key actionable steps. The teams finalize their prototype, make the necessary adjustments and prepare a final clean

version. They develop a set of critical success factors for that component Each group presents the revised prototype critical success factors of the component of the

reinvented HR activity to the larger group. Take a picture of the final two flipcharts of each group (prototype and critical success factors). Post-activity: Get the prototype ready for testing Distribute flipcharts of each group to all participants and set up an agile team for prototype testing.


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