Key Stakeholders for Your Employee Lifecycle Program


Your employee lifecycle program is a substantial project and it will need to involve a lot of people in its design, administration and reporting. Here are the main stakeholders, and a little about their interests and motivations to get them excited about your lifecycle program.

The executive team

Your organisation’s executive team will be involved in your employee lifecycle program from the recruitment stage right through to exit surveys. They’ll be interested in the results and whether improvements affect the bottom line. It’s essential to get executives on board from the very beginning: their influence will cascade downwards through the organisation, energising other stakeholders. Involve them in the whole program design and the individual surveys. Because executives have a greater insight into company strategy going into the future, they are well-placed to suggest other events unique to your organisation that may need including. Ask them about their objectives and targets at each lifecycle stage, and map these into your surveys. The executive team’s main interests will be:
  • Return on investment (ROI): a good employee lifecycle program tracks this

  • Increased productivity: satisfied employees are more productive

  • Lower attrition: to hold onto the best people

  • Honest feedback from employees: to highlight where improvements need to be made

  • Excellent company reputation: to attract top talent

  • Getting good scores: particularly when organisations have to publish annual results

Senior HR staff

As the ultimate owners of your employee lifecycle program, senior HR staff such as Learning and Development directors and Recruitment directors will be the ones reporting to the executive team. As your program is part of their remit, they’re your greatest advocates to keep the C-suite on side; it’s essential you work with them to make sure they understand the program’s workings and the actions you intend to take when results come in. Senior HR staff need to input into the program design and your plans for reporting and communicating the results to managers. They’ll also have a heavy involvement in presenting the results, either to the leadership team or the wider organisation. Senior HR staff’s main motivations will be:
  • To look good presenting an effective lifecycle program to the leadership team

  • To be seen as leaders in employee engagement and wellbeing at all stages of the lifecycle

  • Best practice to reinforce company reputation

  • To impact key performance indicators through improved productivity, engagement and wellbeing of their workforce

HR business partners and regional leads

If your organisation is large and/or multinational, the regional or business leads with HR can act as your generals, keeping the lifecycle program on track with the managers of different areas. They’re on the ground supporting managers, making sure they have the information and resources they need; encouraging them with reporting and implementing action revealed by the feedback trends. In large organisations, where it would otherwise be difficult for you to work with all the different sectors, they’ll help you drive your lifecycle program across the whole business. They come into their own administering the surveys, driving the response rates and reporting back the results. HR business partners and regional leads are motivated by:
  • Their specific region or area and want to support their managers there

  • Being involved and visible in a high-profile initiative such as a lifecycle program

  • A good response from the employees in their unit

  • Training and resources to provide all the information and tools needed to support

  • managers

  • Good communication about timeline, impact on workload

  • Mandate to take action from looking at the data through to making positive changes

Line managers

These are the people who will implement action all along your lifecycle program, so it’s essential they are enabled to do that. Line managers are the tier of management that has access to their team’s results, the task of communicating them to the team and helping to drive improvements. It’s essential line managers are given the tools and training they need to understand the lifecycle reports and communicate them effectively with their team. Line managers especially care about:
  • Achieving a good response rate from their teams – ideally 100%

  • How their teams really feel – anonymous feedback enables this

  • Positive feedback – negative feedback is a worry especially if the executive team sees it

  • Difficult conversations that result from negative responses

  • Improving their team’s performance

  • Making their team look good, especially internally

  • Reporting back to their teams and driving improvement as a result of the feedback

  • Poor ratings being used as a witch hunt rather than improvement opportunities

Employees

The people whose lifecycle your program is designed for! Employees’ open, honest feedback from the day they’re recruited to the day they leave drives improvements in your business. They’re your most valuable insight into what it’s really like to work for your organisation. Keep them on side and make every event along their lifecycle engaging, meaningful and relevant. Employees will engage with all stages of a lifecycle program when:
  • They believe their voices will be heard

  • They believe improvements will result

  • It’s interesting and doesn’t give them program fatigue

  • It’s anonymous and they can give honest feedback

  • Communication is good and they’re kept in the loop

  • Results are communicated rapidly

  • Action is implemented

  • They experience real improvements

See how you can use Qualtrics at every stage of the employee lifecycle