Business decision center on the employee

The concept of employee experience (EX) has emerged as an important metric for organizational performance. Gallup defines employee experience as “the journey that an employee undertakes within your organization. This journey includes every interaction between employees and the organization, including experience of employee role, workplace, management, and overall well-being.” In addition, Gartner, in collaboration with Harvard Business Review, defines EX as “how employees interact with and interact with their organization and the contexts that affect those interactions.” [1]In practical terms, companies that invest in EX’s “E” focus on making employee experience simple, personalized, seamless, consistent and empowering.

Employee experience has emerged as an important metric for organizational performance. In particular, Gartner and Harvard Business Review studies show that companies providing meaningful employee experiences are 48% more likely to meet customer satisfaction goals, 89% more likely to be innovative, and 56% more likely to have a strong brand and reputation. [1]. In this article, we present three tried and tested strategies for optimizing employee experience by strengthening the sense of purpose, designing processes with employee in mind, and building a learning culture.

Strengthen the sense of purpose

The first strategy to strengthen the employee experience is to strengthen the sense of purpose. As work continues to happen digitally, organizations struggle to connect the dots between vision, mission, organizational strategy, and day-to-day activities, creating a lack of purpose. Most agencies are still working on their pre-epidemic vision and mission. However, we know that the epidemic has changed everything, including how we live, work, learn and develop and deliver products and services. Today, pre-epidemic organizational perspectives and mission statements do not give a clear idea of ​​the context and purpose. According to research by Gartner and Harvard Business Review, sense of purpose is the number one driver of employee experience. [1].

1. Modify organizational vision and mission

It is essential and effective for companies to review their perspectives and goals to ensure that they reflect the needs of their customers and provide a sense of purpose to their employees. To do this, companies need to involve employees at all levels, and not just leadership. Giving leaders the sole responsibility for developing vision and missions in closed-door strategy meetings, as was pre-epidemic, is no longer sufficient. It does not give rise to a strong sense of purpose among employees. Gartner’s research shows that when employees are involved in developing the organization’s vision and mission, they feel more engaged, have a stronger sense of purpose, and feel more empowered to go the extra mile to develop and deliver solutions for customers.

In order to rethink organizational perspectives and missions, organizations need to invite employees to online design thinking sessions, chats, discussions, and plan efforts to re-imagine the organization’s “why” together. These sessions can be facilitated by the Leadership and Employee Tag Team, and can be widely communicated and shared across the organization through articles, blogs, leadership messages, and team learning sessions.

2. Listen to the needs and desires of the employees

In order to employ employees in today’s primarily digital workplace, companies need to listen to their employees through onboarding interviews, engagement surveys, listening circles and stay interviews throughout their life cycle. Early employee recruitment encourages employees to provide input on the challenges they see in the business, opportunities to serve customers, and new ideas for problem solving. Such arrangements encourage employees to share different perspectives and give them a sense of listening and their opinions are valuable, critical drivers of employee experience. As a result, the “why” of the organization is no longer created in a void and void state of context, but provides employees with a sense of purpose and relevance and becomes part of their employee experience.

Design process with employee in mind

The second strategy to optimize EX is to better understand employees, redesign the processes around them, and give managers the ability to flex to better support them. In the pre-epidemic, firms fought to involve employees, resulting in higher employee layoffs, LinkedIn estimated, which would be 34% of the severance pay.

Employee dismissal is both the result and the driver of an ineffective organizational culture. Today, two years into the epidemic and the digital workplace, the challenges of employee engagement not only remain but expand. Future 2022 Trend Research of Work Conducted by Corn Ferry tells us that strategies companies can use to focus on enhancing employee experience, including [2]:

1. Build a deep understanding of employees by focusing on values

Although employee personalities were previously formed based on population, including age, generation, gender, and geographical location, today’s digital workplace is a model for a value-driven personality approach. Values ​​can include a sense of purpose, career advancement goals, learning opportunities, feelings of kinship, and personal and financial well-being.

2. The process of redesigning with staff and managers at the center

Although pre-epidemic policies and procedures have been largely bureaucratic, digital workplaces require a simpler and more transparent process that can be easily applied online by employees.

3. Empower managers in Flex

Managers are at the forefront of influencing the daily employee experience. For example, managers need skills, motivation and tools to flex in the digital workplace, and also to make better business-centric employee decisions. Just as companies have focused on user experience (UX) over the past few years, companies now need to rethink how they redesign employees’ experience (EX) and hire employees.

Encourage a culture of learning

Employees learn together, grow together and stay together in the organization. Based on research published by the Association of Talent Development, organizations can build a learning culture with three strategies:

1. Adhere to peer-to-peer learning

Companies can encourage peer-to-peer learning by allowing ideas to be heard from employees in all positions. Online team learning sessions, where employees present their ideas and teach to peers, have been shown to be beneficial in strengthening the learning culture. Employees feel compelled to learn more in order to share their learning; They are heard and valued for their contribution to the betterment of the team. The sense of inclusion and belonging strengthens the employee experience.

2. Plane communication structure

Although pre-epidemic communication was largely sealed in many organizations, today the digital workplace has leveled the communication structure between leaders and employees. In many organizations today, leaders hold weekly or monthly digital town hall meetings and hear more from as many employees as possible before the pre-epidemic. The digital platform, where work is done every day, offers chat capabilities that minimize formality and allow employees to communicate with each other instantly and directly, ask questions, share ideas and solve problems together. The free movement of ideas and learning enhances the experience of employees and encourages further innovation, which improves the business performance results of the organization.

3. Offer a lifetime learning stipend

Several organizations offer monthly, quarterly or annual tuition stipends that employees can use to learn what works best for them in any format, including books, online courses, conferences, coaching and training. Learning stipends are flexible, allowing employees to change and personalize their learning as their needs change. Research shows that education stipends increase employee learning, allowing employees to choose the best choice for themselves. An organization that continues to learn is an organization that continues to develop and improve. Additionally, learning stipend usage data allows employees to choose what they like and need to learn, so they feel trusted and valued by their organization, increase employee engagement, and improve employee experience.

Conclusion

Employee experience is important to employees, their well-being, and the organization and its performance. Adopting and adapting some of these strategies and strategies for your organization can help you drive employee experience and positively influence innovation trends, branding, and customer net promoter scores, all of which drive your organization’s bottom line.

References:

[1] Modern Employee Experience: Employee experience increases income by investing

[2] 7 areas that will dominate the future of work trends in 2022