Human resources and learning & development (L&D) experts are upskilling in design thinking to create effective people processes. A significant aspect of this is shifting to a designer's mindset and architecting practical employee experiences for their organisations. What makes this so relevant now as opposed to five to ten years ago? Earlier, there was higher employee tenure. These days, the average worker stays with the organisation for as low as two years. Because of the way conditions were in the past, the human resources teams focussed more on ensuring compliance, decreasing liability, and fine-tuning administrative processes. However, now, with the war on talent being intensified, retaining talent and keeping it productive takes precedence. To this end, prioritising employee experience journeys has become essential.
What is employee experience?
We can define it as the multitude of interactions that occur in the relationship between an organisation and an employee over the employee's journey from candidacy to alumni. It is the events and interactions that employees encounter and the feelings and emotions they experience along the way.
Another way to think about it is to consider your employees as your customers. Ritz Carlton, Amazon, Netflix, and Disney are some of the companies that are featured amongst the most customer-obsessed companies by Forbes. They listen to their customers and utilise technology and data to understand what their customer needs truly are. They offer exceptional personalised experiences, fantastic perks and quality products. They are obsessed with providing seamless expertise and strive to use technology to dazzle their customers all the time.
To architect a fulfilling employee experience, companies must become employee-obsessed and work towards consistently wowing them.
What should you consider?
Look at the critical inflection points in an employee lifecycle and question how you can maximise value for the employee. Re-examine the processes at hiring, pre-boarding onboarding, continuous development, coaching, and so on.
Incorporate design thinking for employee experiences at different stages in the cycle--for example, maternity, promotions, relocation and so on. Try taking a walk in their shoes. Ask questions such as what does a dream employee experience look like?
Whose responsibility is it to architect a compelling employee experience?
The answer is, everyone. Right from the senior leadership that sets the vision and influences the culture, to recruiting and human resources who are involved in the measurement of the process at various touchpoints; from the managers who have a day-to-day impact in the individual's role to all the peers and team members that the individual interacts with regularly. It is a shared responsibility.
What are some of the common challenges?
To summarise, here are the key takeaways
The author is founder and CEO of Talent Power Partners, a leadership development company based in Bengaluru, India.
The thoughts and opinions shared here are of the author.
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