The birth of employee experience
As we all know, enterprises are facing two markets: one is the front-end product and service market, which is facing customers; the other is the back-end market, which is also the increasingly fierce talent market. Employees are the creators of enterprise value and the transmitters of enterprise products and services. The working status of employees directly affects the products and services of the enterprise, determines the performance of the enterprise in the front-end market, and determines whether the enterprise can achieve success in the business world.
How to better attract and retain talents has always been a topic of concern in the human resource field. From employee satisfaction to employee engagement to employer brand building, human resource practitioners have been trying to explore a strategy to obtain high-quality resources in the labor market and promote them to make more contributions to the enterprise. Therefore, when the customer experience is paid attention to, the experience of the customer "staff" within the enterprise should also become the focus of the enterprise managers, which will be followed by the reform of the human resource management model. In late 2015, Silicon Valley sharing upstart Airbnb named a senior Employee as its Global Head of Employee Experience, replacing the newly ascended Chief Human Resource Officer (CHRO) with the job of "Global Head of Employee Experience. The birth of employee experience makes up for the missing link between the basic human resource function and the corporate strategy layer. A good employee experience can help organizations attract and retain great employees while at the same time personalizing the experience for customers.
What is the employee experience
Employee experience is broadly defined as the sum total of everything that an employee experiences in his or her relationship with the organization: from the first contact with the company as a candidate to the last contact at the end of the employment relationship.
Employee experience is a strategic initiative that goes far beyond making work more fun and enjoyable. It is designed to differentiate the work experience for employees who fit into the culture and expectations of the organization.
The employee experience is not employer brand building, it is not the improvement of recruitment to win the war for talent. Employee experience is the daily experience provided by the organization to the existing employees, which runs through the daily work of the employees.
Employee experience is different from employee engagement. Employee experience is a means to achieve employee engagement. Only focusing on the survey results of employee engagement cannot effectively improve the level of employee engagement. Only by actively designing and managing employee experience can employees improve their engagement in their work.
The vision and values of the organization, information construction, organizational transparency and organizational feedback mechanism all have an impact on employee experience, so employee experience is not only the responsibility of the human resources department.
The employee experience involves redesigning the organization to put the employee at the center. In other words, rather than trying to force people to adapt to outdated ways of working, companies should redesign their work practices to suit their employees.
Three pillars of employee experience
In any organization, culture, technical environment, and physical space shape the core of the employee experience.
culture
There are many ways to describe corporate Culture. Someone once described it in a popular way: Culture is what happens when the manager leaves the room. Culture is the atmosphere that employees feel and the tone of the workplace. Whether it motivates or hinders, empoweres or stifles employees, employees will be there, experiencing and feeling it every day. Top talent wants to work for a company that is aligned with their values and gives them meaning. Therefore, corporate culture is one of the elements in creating and designing the employee experience.
Technology environment
An organization's technological environment refers to the tools that employees use to do their jobs, including internal social networks, applications, software, e-learning tools, mobile devices, and so on. A survey of 3,000 college graduates by telecom giant Cisco found that 40 percent said they would prefer a flexible, brought-on-device, mobile job with access to social media. Creating a good employee experience requires a technical tool that focuses on the needs of the employee rather than just the business.
The physical environment
Physical environment is the real environment in the organization, which refers to all the things that employees have access to in the workplace, including the facilities in the organization and the colleagues they work with. Compared to the first two factors, the physical environment has always been the focus of organizations. Whether it is a sumptuous canteen, a sound entertainment facility or a personalized office area, it is the foundation that shapes the employee experience.
Become an employee experience designer
The birth of employees experience gives new role of human resources, the human resources department from a "process planners" into "experience the product designer", the human resources department began to rethink how to make the work environment, employees interact, selection of works and reserved process design to bring staff good experience "product".
What impact do we expect to have on our employees
This is the first and most critical step in design: think clearly about who the experience is designed for and how you want them to feel.
Focus on understanding the needs of your employees
In addition to thinking about how you want your employees to feel, it's more important to understand the needs of your employees, and that's what you need to confront.
Start creating and testing the solution
Use the insights gained in the first two steps to identify what is most important and define the design intent. Try to create your "product of experience" and think creatively about what solutions will achieve your defined intent - the experience you want your employees to have and what their needs are.
Deliver the designed product
This is the most obvious step in the process, launching the designed employee experience solutions, testing and validating them, and iterating.
Google has long been praised for its employee benefits. One of the special features of its vacation system is that employees can give each other vacation time. The practice started a few years ago when an employee at Google took time off to take care of a sick family member. When the employee ran out of time off, the family did not get better, and the employee had to take unpaid leave or return to the company. When another colleague on the team heard about it, he launched a proposal for others to donate their holidays to him. Since that incident, Google has allowed employees to give each other time off. The birth of this benefit system explains the idea of employee experience design. Has been Google wants its employees feel the impact of changes to the company, so respect each employee creative proposal, we can see what is unique about the welfare system, it is not from the administrative department, but from their employees, employees in the process experienced their impetus to company policy, the impetus and influence will make employees feel in shaping the company, at this point in a certain sense, the company will become the "work" for employees, shape works inevitably in the process of work and feelings, Therefore, there is a closer emotional connection between employees and the company, which perfectly meets people's needs of belonging and love.
In an era of material prosperity, when work is no longer just a means to make a living and payment is no longer the only reason to work, people want control over what they do, self-worth through their careers, and friendly social relationships with others in the workplace. Therefore, organizations need to change their thinking from creating a place where people should go to creating a place where people want to go. This shift from utility to experience, from passive demand to active demand is the essence of employee experience.
(Part of the content of this article is extracted from the three mao.com, the author Yao Qiong classroom Yao Jiehong used pictures from the network. If copyright is involved, please contact to delete!)
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