FUTURE OF WORK :
IGNORING EMPLOYEE EXPERIENCE COULD JEOPARDISE YOUR DIGITAL TRANSFORMATION
Many business leaders are accelerating their organisation ’ s digitalisation efforts to evolve their business models for the post-pandemic new normal . With new technologies introduced and implemented , job roles , work processes and ways of working are being transformed .
As the velocity and extent of these changes intensify , the employees ’ experience of these changes could directly impact the speed and success of an organisation ’ s transformation . Many organisations could face strong employee resistance to digital initiatives when employees have negative experiences with new technologies .
In a survey of 900 global HR professionals and 900 full-time employees that was conducted by Forrester Consulting on behalf of SAP SuccessFactors , Qualtrics and the EY organisation in July 2020 , nearly half of the employees surveyed said the technology they have been provided with was difficult to use . Over half said it lacked key features and three quarters indicated the applications and data they needed were not always accessible on desktop and mobile . What is of greater concern is that HR leaders seemed to be disconnected from the realities of employees ’ lived experiences . More HR managers than employees felt positive about their organisation ’ s technology .
Organisations need to close this perception gap through robust insights on employee sentiments and their behaviours . However , many organisations do not have a method for measuring overall employee experiences , and others are not collecting and analysing that data effectively .
Listening effectively requires designing consistent programs or mechanisms to collect feedback and gather information – from capturing employee interactions and mapping employee journeys , to introducing voice-of-the-employee feedback programs and ongoing employee engagement surveys . For example , it is worth questioning if organisations should move from annual engagement surveys to frequent and focused pulse surveys that deliver more in-time , valuable insights .
Equally critical is that any listening should extend beyond the individual , to understanding how people in the business influence each other and the informal networks and connections that really drive behaviour .
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 .