More and more companies are embracing employee experience and recognizing the value of employee engagement and company culture. And more companies are recognizing the necessity of insights to steer these efforts. However, truly successful companies will be those who embrace employee experience, customer experience, and brand experience as an integrated focus on "people experience." A blueprint for culture that is created from assumptions, a dashboard of internal behavioral data that ignores perceptual human insight and emotion, or that ignores the intersections of human experience across multiple contexts will be insufficient to build success into the future.
"A business can no longer operate thinking its inner workings will not be exposed to the external world. Your consumers and customers can also easily look inside. They can see your people and how they feel; your processes and whether they are modern and fair; your values and whether you ‘walk the walk’; and your culture – the good, bad and ugly.”
THE EMPLOYEE EXPERIENCE IS
A BRAND EXPERIENCE
One of the key reasons why employee experience has finally become a priority for companies is the connection it has to the overall experience of brand. As the job market becomes increasingly more candidate-driven and people-centric, and as the expectations of employee experience continue to shift, attracting and retaining top talent requires the same level of attention that has traditionally been given to attracting and retaining customers.
Employees demand more of the companies they work for. Work environment, company values, flexibility, opportunities to learn through their work, and a range of other factors are all now top-of-mind for job seekers. The "brand" that they experience in their early interactions with a company will play a large role in their assessment of "fit" with an organization. When HR and Marketing combine forces to develop a cohesive "company brand," employees have a sense of an authentic experience that goes beyond a job description. Throughout their employment journey, they will go on to act as brand ambassadors, influencing perception of other employees, consumers, and the communities they live in.
We develop comprehensive employee experience strategies that create a workplace of engaged employees working in an enriched culture and focused on a common set of values. Unlike consultants focused solely on the internal aspects of an organization, our combined expertise in brand strategy, customer experience, and industrial organizational psychology elevate our capabilities to the level needed to drive success into the future.
THE EMPLOYEE EXPERIENCE IS
DIRECTLY LINKED TO CUSTOMER EXPERIENCE
Another factor that makes employee experience so critical for success is its direct impact on customer experience. Today's consumers savor the living experiences of brand, and employees are largely responsible for the delivery of that experience. When employees are engaged and invested in their work, the customer experience is enriched. We are entering a new era of business that prioritizes the experiences of people as its primary focus. According to Gartner, Inc., 89% of businesses were predicted to compete primarily based on CX in 2019, and business leaders across industries cite CX as one of their top priorities for the coming years. Great EX leads to great CX, and CX has become the most important differentiator across industries. Leaders who want to be best-in-class will also focus on being a best-in-class employer. Prioritizing EX and investing in their experience will have an unprecedented ROI.
EMPLOYEE ENGAGEMENT isn't just good for employees
Employee engagement is at the center of EX strategy. Engaged employees are more than just satisfied with their jobs; they are truly invested in their employment experience. Not only does that lead to more fulfilling and purposeful employee experiences, it directly impacts the bottom line. When employees are engaged, they are more focused, more productive, have better attendance, are physically and psychologically healthier, and more connected to their team and the overall values of the company.
More and more HR departments are incorporating engagement into their EX strategies, but we find that many are still falling short of embracing a true culture of engagement, and in many cases, the connections to customer, brand, and product experiences are totally missed. We know there are endless ways to address engagement, but we pride ourselves on having one of the most comprehensive, relevant, and effective approaches available.
WORKERS ARE GETTING FRUSTRATED
The digital age has introduced a range of new challenges that affect engagement and employee experience. Employees now have an extensive set of technological tools to incorporate into their work. But in reality, many of the tools designed for efficiency and connection have led to complexity and disconnection. Employee frustration is becoming a major barrier to employee engagement and therefore a major barrier to the ideal customer experience. Now is the time to not only create strategies for how to introduce positive elements into the employee experience, it's also the time to create strategies for eliminating the negative factors that drive down engagement.
A NEW GENERATION OF WORKERS WILL DEMAND CHANGE
Today's HR leaders are tasked with reinventing the employee experience to meet the challenges and demands of new generations of workers. Not only do younger workers have expectations of greater flexibility and work-life balance, their entire experience of work will need to be built from a very different blueprint. These workers will have greater expectations for experiential learning and professional development. As the cost of higher education continues to rise, opportunities to learn new skills and advance their careers through employment will become increasingly valuable. As we quickly approach the reality of a millennial-driven workforce and the introduction of the GenZ employee, there is a critical need to redesign the employee experience around these shifting perceptions of work and to identify strategies for managing multi-generational workforces.
OK Boomer, Ok milLennial: reinventing mentoring to address a new kind of multi-generational workforce
The recruitment of millennial and Gen Z workers is far from the final challenge when it comes to employee experience. The OK Boomer, OK Millennial movement highlights the tension that exists between two generations of workers with unique experiences and frustrations. Behind the entertaining and sometimes offensive tweets and memes, there are real employee experiences to consider.
Each of these groups face challenges that block the next level of their employee experience, and in turn, the next phases of their life experiences. Many Boomers are finding it impossible to retire due to lack of savings and many millennials are unable to advance into positions that allow them to address staggering student debt because they are still occupied by Boomers. This creates an us vs. them tension on both sides that ignores strengths and exaggerates weaknesses. Collectively, this impacts engagement, productivity, culture, customer experience, and so many other aspects of business.
We have developed an impactful approach to facilitating co-mentoring strategies, based on both insights and relationship-building facilitation, to bridge generational gaps, increase collaboration, build trust and respect, and engage employees on both sides of the generational divide. We work with leaders and employees to create organic solutions versus prescribing a standard set of instructions.