49
Personalisation at scale
In the past , organisations may have applied a one-size-fits-all solutions such as mass employee activities to drive up employee satisfaction and engagement , but such methods cannot effectively address experiencerelated issues . The organisation has to personalise , segment and tailor its solution to truly address the diverse needs and nuances of its people .
This is where the approach of “ listening-aligning-designing ” is iterative and made more complex when it has to be applied to thousands of employees .
In other words , organisations will need to pace themselves . Moving the employee experience needle in segments of the workforce can happen fast but delivering better business outcomes and cultural transformation will take longer .
Purposeful change
By improving how they listen , organisations can better understand employees ’ pain points and begin to address these issues . While this is a good starting point , organisations must go beyond simply meeting employees ’ needs . As employees experience change , they need to know the purpose for these changes , the outcomes to be achieved and how the organisation will be transformed .
Business leaders play a key role in inspiring and galvanising their organisation behind these changes , but they first need to ask themselves fundamental questions about their organisation ’ s purpose , strategic direction and market aspirations . Only with greater clarity of purpose , can they effectively communicate and be a role model for the required behaviours to deliver on cultural change .
Experience-centered transformation
Transforming the organisation to embrace a personalised and insightsdriven approach in delivering people experiences will require human and technology innovations . This includes implementing new data gathering processes and structures to obtain timely feedback , measure experiences effectively , and to align this understanding with the broader needs of the business . To effectively address experience issues and drive behavioural changes , businesses and HR leaders will need new skills and ways of engaging with the workforce .
The broad impact and scope of work involved to deliver purposeful employee experiences means that organisations must consider this aspect early in their digital transformation strategy . In the pursuit of their digital transformation where there are many competing priorities to address , organizations must not miss a fundamental point — technology is but an enabler and only a human-centred approach that understands , supports and inspires employees to embrace the change experience can truly unlock the power of transformation .
The views in this article are those of the authors and do not necessarily reflect the views of the global EY organisation or its member firms .
ABOUT THE AUTHOR Samir is EY Asean Workforce Advisory Leader , with extensive consulting experience in helping organizations to develop business strategies linked to people-organization dynamics across Southeast Asia . He has worked on numerous competency , performance and rewards design and implementation projects for public- , private- and third-sector clients . His experience covers all aspects of human resources consulting , ranging from organization structuring and manpower planning to job redesign and the future of work .
ABOUT THE COMPANY EY exists to build a better working world , helping create long-term value for clients , people and society and build trust in the capital markets . Enabled by data and technology , diverse EY teams in over 150 countries provide trust through assurance and help clients grow , transform and operate . Working across assurance , consulting , law , strategy , tax and transactions , EY teams ask better questions to find new answers for the complex issues facing our world today .
FUTURE OF WORK :
IGNORING EMPLOYEE EXPERIENCE COULD JEOPARDISE YOUR DIGITAL TRANSFORMATION