Industry Matters
Continued from page 75
INCLUDING THE EMPLOYEE EXPERIENCE IN
YOUR STRATEGY
It’s vitally important that organisations take note of different
countries’ cultures and accustom themselves to these
specific cultures.
Once a company has established its focus on the employee
experience and knows what it wants to achieve, it then needs
to find ways to achieve those goals. An employee experience
is a subjective concept, so there is no rigid or structured way to
achieve it.
Team managers need to constantly
measure the satisfaction levels of
their team members.
Some organisations might want to employ a cultural officer
who will promote internal employer branding and have a
significant amount of interactions with employees. Cultural
www.hvacronline.co.za
officers need to position the employee experience as the need
of the hour.
At the same time, team managers need to constantly
measure the satisfaction levels of their team members.
Managers have to be made responsible for driving the
employee experience, because they are the leaders on the
ground and would know the likes/dislikes of their team
members.
A cultural strategy is implemented from top to bottom
and from bottom to top, with the link in the middle being the
manager. Transformation cannot happen unless managers
step up. This might require a carrot and stick approach, but
that’s the best way to build this sense of responsibility into your
organisation’s DNA.
Organisations need to remember that any number of
mistakes can be made when implementing an employee
experience strategy. To an extent, it has become an industry fad
that is talked about in the boardroom, but not implemented on
the ground.
Companies must realise that they cannot use a general
approach to employee experience, as it is a very subjective
matter. They must be in real-time touch with their
employees. RACA
RACA Journal I June 2019
77