Sunday, September 6, 2015

Three Aspects to Harness Employee Experience

Digital is the age of people.

Although every forward-looking organization intends to build a customer-centric organization, very few of them see the interconnectivity between Employee Satisfaction and Customer Satisfaction. People are always the most invaluable asset in the business, Employee Satisfaction (ES) is a company’s ability to fulfill the physical, emotional, and psychological needs of its employees; and then, Employee Experience is to treat employees as internal customers, engage employees at every touch point and delight employees via empathy and understand them deeply. What are the principles and practices to build a people-centric organization with high engaging employees via tailored talent management approach?

Both employee satisfaction and customer satisfaction are indispensable elements of an organization’s "strategic information architecture": It also represents KEY "sensing" processes of an organization - a vehicle for "sensing" the external customer environment and "sensing" the internal employee environment. It is crucial to focus on the Employee Experience in the work. This helps orient your thinking and ensure business leaders develop strategies that are integrated across the employee lifecycle and have the right impact on employees, so people are engaged both rationally (systems and processes) and emotionally (mindsets, attitudes, and behaviors). The goal is to breaking down the silos and refocusing the attention of employees on the purpose of the business and putting that at the top. Under awareness of the purpose, focus on which delivers the opportunity for increased productivity, greater efficiency, and better engagement, you give the staff the opportunity to thrive and as long as the roles of the functions remains clear, empower the staff to get on and do what they do best in the way that they do it best.

A proactive talent management approach could be to provide an easy platform for employees to communicate with HR. It includes the knowledge base, asking questions, sending feedback- tracking questions, and clicks in the knowledge base might be insightful to discover areas of concerns or communication gaps. This is good for a couple reasons. One, employees feel as though they have a voice and that upper management is listening to their concerns. Two, it allows upper management to see what the employees think of the company and gives them an idea of how to improve certain factors. You can also ask employees to provide feedback on how you can improve during a roundtable discussion. Surveys are always a good idea to take the “pulse” of your workforce to link workforce effectiveness dimensions to drive change and business improvement. It should be presented to employees as a mechanism for collecting meaningful feedback since the organization values their opinions and perceptions. Questions would focus around assessing and measuring the positive experience of their workforce. As a best practice, follow up should occur immediately following the reporting/analysis/readout of the results with the senior leadership team.
-Identify the gap
-Analyze the gap
-Analyze the things in the gap
-Identify which things are internal and which are external (outside of anybody's control)
-Analyze each thing within your control - What can we do to change it? Can we change it? Who can change it? When can it be changed? If it doesn't change or cannot change, what are other options?

HR people are marketing the company from the beginning of the HR cycle till the end. And they should be very focused on the Employee Experience. And in the meantime, they are the ones making the values of the company very visible, but also the future vision and strategy. Internal culture must be aligned with the external brand to ensure a complete "user experience," the new approach focuses on the employee. Branding has become a compass for new generations, and they seek to join an organization that makes them feel they belong to something bigger than themselves. It is a natural evolution of HR based on the changing marketplace. Millennials will continue to drive much of the change over the next decade. As long as employees represent the single largest asset for most companies, HR will play a vital role in shaping the future of the workplace. There is potential in the new model for HR to really step away from the more operational HR practices and into the strategic leadership role. The challenge comes in ensuring that as each department does their own recruiting and talent development that the Employee Experience is consistent across the board. This means a focus on developing the HR skills of every manager across the business who now takes on these responsibilities to improve Employee Experience.  

The important factors to affect Employee Experience include leadership effectiveness - do they have clear visions and strategy to lead the organization toward the right direction; the process management - can employees work seamlessly via robust workflow, not over-rigid business processes; and the innovative culture- is creativity encouraged and free thinking inspired. From the outside-in viewpoint, the customer is the focal point; from inside-out, employees are the key to executing strategy, the successful organizations should look at both lenses, and leverage management practices in exploring cause & effect, and build a truly people-centric organization.


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