Case Study
The workshop involved managers and engineers in a structured process of listening to needs and developing initiatives and projects aimed at increasing the company’s ability to retain talent.
Initial Challenge
EnerSys wanted to involve company management in identifying a concrete talent retention strategy (particularly for engineers) to support business development and growth
Strategy
We developed a program that saw key management commitment in identifying the company's strengths as an employer (Employee Value Proposition) and actively listened to the engineer population as they shared their experiences and developed projects to reinforce the retention strategy
Result
The project gave rise to a series of projects and initiatives, included in a detailed development roadmap, with timelines and priorities. Furthermore, the project provided participants with a replicable method and way of working.
We created a workshop for discussion and ideation, which focused on the aspects of motivation and interest in working at EnerSys and developed initiatives to implement an effective retention strategy.
Initial Challenge
EnerSys Italy was facing the need to retain talent to support its future projects. In particular, the company’s engineer population (a highly sought-after professional category) and the full remote work mode for some of them, presented the company with the need to develop a clear and shared retention strategy. For this reason, the project saw strong commitment from key managers at the Italian level, who not only gave their imprimatur to the project but were personally involved in several sessions of the workshop. Furthermore, the project involved the active participation of engineers, which was necessary to reconstruct a snapshot of their perception of the company as an employer and to develop tailored solutions for the company.
Strategy
The first phase of the workshop involved both key managers and a selected group of engineers of diverse ages and experiences. During this phase, the key steps of the Employee Experience were reviewed: hearing about the company, going through the recruiting phase, experiencing the onboarding phase, and building one’s growth and development path. We thus outlined the company’s Employee Value Proposition, which are the aspects of greatest motivation and interest in working at EnerSys. The analysis also highlighted the areas for improvement in the company’s offering as an employer, which led to the subsequent phase of solution development.
In the second phase of the workshop, managers and engineers were involved in designing initiatives that could address the challenges arising from the areas for improvement. An example was the creation of the role of “Angels”, collaborators tasked with dedicating a portion of their time to systematically support new hires outside of the hierarchical relationship.
Finally, in the third phase of the workshop, management was supported in developing a roadmap for the identified projects, including timelines and priorities.
Result
Thanks to the project, the following results were observed at EnerSys:
Marta Corà,
HR Business Partner Italy @ EnerSys
"This listening was very important to verify the working group's ideas on what the most attractive and motivating aspects were with the people who are the “recipients” of the initiative."
"During the workshop, they frankly told us about the strengths and weaknesses of their subjective EnerSys experience, also from the perspective of those working in “full remote” mode. They conveyed the idea that inclusion in this structured listening moment was a retention element in itself. "
The workshop analyzed the employee experience at EnerSys and developed concrete improvement initiatives, thanks to the use of methods and tools from Employee Experience Design.
The workshop focused on EnerSys’s strengths as an employer, based on the perceptions of managers and engineers.
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