In 2022 I created the framework for experience and facilities professionals to navigate the execution of unique employee engagements & workplace amenity activations. I charted the facilitator’s journey, content delivery, and planned the overall look and feel of this experience. Throughout the past 2 years, this project has continued to evolve and improve as our SMEs & stakeholders update their business needs.
ENGAGEMENT FRAMEWORK
The service challenge centered around the lack of clear guidance on how to meet key performance indicators (KPIs) for planning employee engagement experiences, community building, and activating amenities. This resulted in inconsistent service delivery and a need for more structure.
THE PROBLEM
To address this, it was necessary to develop a clear structure and standard operating procedures (SOPs). These guidelines and templates would ensure more consistent and effective planning and delivery of employee engagement experiences, while accommodating the diverse needs, skill levels, and available time commitments of our facilitators.
THE SOLUTION
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To bring this framework to functional life, I utilized the ADDIE model. I drew from my personal expertise and consulted with our stakeholders & SMEs to hone in on pain points helping me deliver comprehensive solutions.
Assessment and Analysis:
Identified pain points: conducted interviews and surveys with employees and stakeholders to understand the specific areas of inconsistency and their impact.
Reviewed current practices: examined the engagement activities that existed prior to my start with CBRE and the varying amenities across our sites globally to determine what was working well and where the gaps were.
Set Clear Objectives:
Defined KPIs: clearly articulated the KPIs for employee engagement, community building, and amenity activation.
Established goals: set specific, measurable goals for each KPI to ensure alignment with overall business objectives.
Develop Standard Operating Procedures (SOPs):
Created templates and guidelines: developed standardized templates and guidelines for planning and executing engagement activities.
Detailed step-by-step processes: outlined detailed steps for each type of activity, including timelines, resource allocation, and roles and responsibilities.
Customization and Flexibility:
Accommodated diversity: ensured the SOPs and templates were flexible enough to accommodate various skill levels and time commitments. Included options for different office sizes and team compositions.
Included best practices: integrated best practices from successful initiatives within the organization and industry benchmarks.
Training and Development:
Conducted training sessions: organized workshops and training sessions to familiarize employees with the new SOPs and guidelines.
Provided resources: offered resources such as checklists, toolkits, and support materials to assist employees in implementing the procedures.
Implementation and Monitoring:
Piloted programs: launched pilot programs in selected offices to test the new SOPs and gather feedback.
Monitored progress: tracked the implementation progress and measure outcomes against the defined KPIs.
Communication and Support:
Regular Updates: keep all stakeholders informed about the progress and any changes to the SOPs.
Support System: established a support system through the Employee Engagement Task Force for employees to seek help and share best practices.
By following this structured process, the Host at Uber account can ensure more consistent and effective delivery of employee engagement experiences, community building efforts, and amenity activation, thereby meeting the defined KPIs and enhancing overall workplace satisfaction.
THE PROCESS
The biggest takeaway for me with this project is prioritizing continuous improvement. To do this, I gather feedback from employees and stakeholders regularly to identify areas for improvement and I refine SOPs and templates based on feedback and performance data to ensure they remain effective and relevant.