People have an incredible ability to improve and evolve ideas—they innovate. And it’s this ability that allows organisations to outperform their competition.
However, it’s this very innovation that calls for organisations to constantly change and adapt to new paradigms. With such a competitive business landscape, organisations need to prioritise designing an employee experience that not only ensures they attract, retain and develop those employees, but that they create an environment that makes it easy for employees to achieve their personal goals, as well as the goals of their organisation.
Measuring the employee experience
Before you start diving into solution-mode, you need to truly understand the employee experience. An organisation will only know what problems need to be solved and where to invest their (limited) time and resources if they are first clear on the employee perspective.
There are multiple benefits to measuring the employee experience through a survey. Surveys allow you to reach a much wider population than manager conversations or discussion groups, providing employers with a wealth of valuable and measurable data within a relatively short period of time. This quantitative approach gives a powerful insight into the employee experience and ensures you are acting on what is most relevant to employees.
Focus groups allow you to dig deeper into what employees are specifically thinking and feeling. Checking-in with a good cross section of the business gives insight into the motivations and reasoning behind survey scores.
Asking your employees what they want is a necessary step in the process, but should not be the only information you use when redesigning your employee experience. To be effective, you must understand what your employees need. Be curious and ask your employees what they’re ultimately trying to achieve, and why.
Designing the employee experience
Once you’ve measured the current employee experience, asked the right questions to understand your employees’ needs and ultimately defined the problem you’d like to solve, you can then start re-designing the employee experience. Your design should be specific. Map the employee journey and spell out exactly what the design needs to look like for it to be accomplished.
How do we do this?
First, you need to mobilise a design team. Your team should consist of a Project Leader, Subject Matter Experts (SMEs) and a Decision Maker.
This mix of individuals will ensure that everyone stays focused on the ultimate goal, that they have enough knowledge of the business to develop appropriate solutions, and have the authority to sign-off on any projects the team develops.
When designing the employee experience, you should focus on a small number of problems that:
Implementing the employee experience
Implementation starts with first trialling your new design. You want to mitigate any potential risks, so choose a small number of teams that trial your new employee experience design. If it receives immense push-back or altogether misses the goal you had intended, you’ve saved yourself a lot of pain and will be far better prepared for implementation 2.0. Should your trial succeed, you will have the necessary confidence to rollout your design to the wider organisation. Whatever the situation, it’s vital that you use the feedback to refine your design.
By taking the time to effectively design the employee experience, you create an environment that not only supports employees to contribute to organisational goals, but makes it easy for them to contribute. As a result, the path of least resistance is also the path that allows your organisation to be competitive.
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