People Lab Charter Deck
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Charter deck to share the vision and mission of Nordstrom People Lab
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People Lab Charter Deck
- 1. 1
- 2. We are in the midst of 3 strategic inflection points that impact our work: WORKFORCE Multiple generations Culture of entrepreneurship / startups Purpose economy Employees’ market TECH Rise of mobile Cloud technology Open source Machine learning Automation RETAIL Shifting channels Changing consumer expectations Technology driving new experiences Our industry 2
- 3. Silicon Valley 2.0 The competition for technology talent is more fierce than ever 3
- 4. Silicon Valley 2.0 The competition for technology talent is more fierce than ever Employees care more and more about company culture and values 4
- 5. Research shows company culture impacts performance 2x Fortune 100 Best Companies to Work For perform nearly 2x better than the general market Gallup found that companies with engaged employees had 22% higher profitability and 10% higher customer ratings -New York Times, Why We Hate Work, May 2014 $ 5
- 6. We believe investing in employee experience is good for business. 6
- 7. We focus on people, culture, and leadership to foster a work environment that drives the delivery of amazing customer and employee experiences. 7
- 8. We’re not alone… PEOPLE ANALYTICS TEAMS EMPLOYEE EXPERIENCE TEAMS 8
- 9. The best of both worlds RESEARCH DESIGN We conduct research and design employee programs and experiences to continuously improve our culture, leadership, and work environment. RESEARCH DESIGN Surveys/Adv. Analytics Program Measurement Experimentation Programs Events Experiences 9
- 10. Our flagship programs INNOVATION BOOTCAMP A fast-paced, immersive two-day experience that teaches cutting-edge innovation methodologies and creative problem solving in a real world environment. TRAILBLAZERS Providing a support network and tools for employees to become change agents for themselves, their teams, and our organization. 21ST CENTURY LEADERSHIP Providing leaders with a shared approach and cross-company network to help them build and lead high performing teams through rapid industry changes. 10
- 11. Our research efforts SURVEYS & ADVANCED ANALYTICS Measuring NorDNA, Tech employee engagement/satisfaction, and leadership behaviors MEASURING PROGRAM EFFECTIVENESS Measuring impacts of programs and connecting participation to business outcomes RAPID RESEARCH AND EXPERIMENTS Research and experiments to both understand our work environment and improve it, including research efforts to support organizational goals, understand drivers of engagement, and improve career development for employees. 11
- 12. Custom workshops, initiatives, & event support Audition Hiring Tech Hiring/Onboarding Tech Recognition Tech Fair Tech Career Development Hackathons Tech Intern program Custom Team Workshops 12
- 13. Our impact Honey Badger Project- Developed via Trailblazer Program experimentation with Unstructured Time Increased 2015 NorDNA scores average of ~10% and eNPS with teams from 24 to 32% Graduated 90 Trailblazers, 27 leaders, and 250 Innovation Bootcamp participants Facilitated in design of new employee onboarding experience Founded Tech Fair, Hackathon, and supported revamp of Tech Recognition program (resulting in $35K in productivity savings). 13
- 14. Our team Ben Grossman- Kahn TEAM LEAD Andrew Buhayar RESEARCH Valerie Green PROGRAM DESIGN Sarah Lake Hagan RESEARCH ben.grossman-kahn @nordstrom.com andrew.m.buhayar @nordstrom.com valerie.green @nordstrom.com sarah.l.lake @nordstrom.com 14
- 15. External partnerships In the past two years, we have… • Been part of collaborative Design Thinking Network w/ Jetblue, Citrix, Fidelity, Intuit, Kaiser (Nordstrom employees participate in cross company innovation workshops) • Piloted partnership between Stanford d.School and Trailblazer program on “Rapid Experimentation” course • Partnered with Google, Nike and Intel People Analytics teams to share knowledge, projects experiments and analytics. • Hosted Uber, Facebook, Premera, UW, and other companies to participate in Innovation Bootcamps - building recruiting awareness and strategic networks/partnerships 15
Editor's Notes
- In our focus on growth, we’ve shifted away from engaging employees. Fortune survey results Glass Door quotes Exit data quotes – micromanagement, stop caring about people led them to leave the company We’ve shifted from a hire-from-within culture to bringing in more external employees in a rate that’s been unprecedented for us and that’s likely to be the new norm. These folks have not grown up with the Nordstrom culture. We need to both introduce them to the Nordstrom culture and be receptive to including their ways into ours. And the war for talent out there is hotter than it’s every been.
- At Nordstrom we’ve always prided ourselves on our culture. We believe it differentiates us and is the key to delivering amazing customer experiences. We’ve engaged our employees by entrusting them with one rule and acting as if it’s their name on the door. We believe that the long-term path to success requires a focus on both productivity and employee engagement. Culture is more important than ever before.
- Traditionally when we want to improve the bottom line, the places we would look would be improving efficiency, increasing output, lean out the systems and processes to get more value. Recently it’s been found that culture has a big impact on the bottom line – it increases customer satisfaction and profitability. Companies are now being thoughtful and intentional about nurturing culture in order to be more productive. “Sheryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix… we had no idea it would go viral… People find the Netflix approach to talent and culture compelling for a few reasons. The most obvious one is that Netflix has been really successful.” ~HBR Magazine, How Netflix Reinvented HR, Jan-Feb 2014
- We can no longer just “use good judgment” as a stand-in for implicitly understanding the Nordstrom values and culture. We need to be more explicit and intentional about them to ensure they are incorporated into our daily work practice. We need to pay as much attention to our people and culture as to our tools and technology We need to articulate, measure, and coach our culture and values in a deeper way than ever before. NorDNA culture
- Data-Driven (conclusions that are based on data, research, and foundational literature) Collaborative (work closely with partners across the org – build on existing programs, leverage skills, spread virally) Experiential (modern approach to learning that is interactive, fun, accessible, and modular) Emergent (human-centered approach that is constantly evolving to learn from and meet the needs of Nordstrom participants) Impactful (we only pursue activities that yield meaningful change with measurable impact on employee engagement and customer experience)
- Even though culture is everyone’s job, we’ve created a People Lab to ensure we’re focusing on the development of people and culture. We believe this will increase employee engagement, improve productivity, and ultimately best serve our customers. As an internal organization we’re able to tailor the content to Nordstrom, respond and iterate content based on experiences with employees, and facilitate long-term development. As an INTERNAL TEAM we: tailor to Nordstrom needs collaborate real-time and iterate develop long-term initiatives
- INNOVATION BOOTCAMP Changing Mindsets TRAILBLAZERS Supporting Change & Growth 21st C LEADERSHIP Building Nordstrom Leaders
- LEADERSHIP & CULTURE SURVEY Measuring NorDNA and leadership qualities DATA WAREHOUSE Collecting & analyzing existing data EXPLORATORY RESEARCH Experimental research to explore specific topics