As digital transforms the business environment, the successful organizations of the future will likely be those that can move faster, adapt more quickly, learn more rapidly, and embrace innovation.
The digital transformation brings a more and more unpredictable and complex environment and a dramatic shift in terms of business model and customer experience. The innovations are faster and it becomes difficult to predict how future will look like and which competencies will be needed. For this reason, the organizations struggle in preparing and developing talents for the future. This will have these major impacts:
It is clear then that the below aspects become dramatically important:
If companies want to attract, retain and engage the best (and few) talents, they have to switch from being places where people stay because they NEED to work to places where people truly WANT to work. This can happen only if the talents have a great employee experience. Over the years we notice that organizations have moved from providing:
What it is important now is to create sustainable conditions to make a lasting positive impact on the experience employees have at work in order to make them want to “show up and sign up”.
The below data also confirm the perception that the employee experience is becoming really important.
The issue is that as organizations shift to a networked, team-based structure, the employee experience becomes more important but also more complex. People today have often multiple roles with multiple managers.On top of that, unfortunately, what organizations assume to be the employee reality and what employees actually experience is often misaligned due to different perspectives.
For a short period of time, I was in connection with them also as a wife of one of their employees. In all these situations (and many others are possible), I had new interactions with the company which could reinforce or change my opinion on the company and gives me a positive or negative “experience”.
Usually, companies take care of a person “engagement” only when this person is hired, while it can happen (as in my case) that this person has more impact on the success of the organization, on other employee’s motivations or on the customers' experience under “unconventional” contractual forms of collaboration. I put in brackets the word “unconventional” because, in reality, those forms will become more and more the norm in a world where flexibility is becoming a need for the companies and a desire for the people.
Based on recent researches the most impacting elements on the employee experience are:
Let’s now try to play a bit around these concepts.Take a moment and list down 3 positive memories in your employee experience happened during your career life and 3 negatives.
As we said, the way you think about your working experience is based on specific moments you have been living, isn't it? Most probably you have been thinking about your first day of work in an organization or a discussion with your manager, or what your colleague in HR (or your manager) has offered when they proposed you for a working experience abroad.
Employees do not cluster their experience by silos, processes or systems (people development, talent acquisition etc) as we do usually in HR departments, but think about their experience as you just did, by important moments in the journey
.So, how do you think is your employee experience at work in your company? Positive or negative? There is any of the important moments in this journey which might be improved?
It takes care also of the human aspects such as the willingness to change and to do real innovation. The steps are the one listed below, however, based on our experience the critical success factor is not "what" you do but "how" you do it and the alignment on the intention (the “why”).
Those are in summary the main steps:
Let's imagine together now how the last step (re-design the employee experience) works. When starting to re-design the employee experience moments and the journey you will apply the MHW design thinking approach, use people analytics and co-creative methodologies and you will focus on Technology, Environment, and Culture.
If you want to start to reflect more on this approach we have prepared something for you.Reflection questions:
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Managing Director at Marco Polo Consulting
Giorgia spent most of her HR career in senior positions in corporate HR in Europe, US and Asia with companies such as Fiat Group and The Nielsen Company. In 2008 she founded Marco Polo Consulting, a company specializing in Organization development/HR/Transformation professional services operating across Asia-pacific. She delivers facilitation, coaching, training, advise, OD temporary management. Recently Giorgia has been HR and Organizational Behaviors EMBA Adjunct Professor at MIP/Tongji University in China. She is a subject matter expert for Employee Experience re-design and innovation by collaborative approaches such as Design Thinking, Lego Serious play, Art of Hosting, Graphic Facilitation. She is currently based in Singapore. https://www.linkedin.com/in/giorgia-madonno-313b677/
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