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Today ’ s workforce is changing . Its more digital , more global , more diverse , more automationsavvy and social media proficient . Furthermore , with increasing transparency and the growing influence of millennials , employees increasingly expect a more productive , engaging and enjoyable work experience .
In their 2017 Global Human Capital Trends Report , consultants Deloitte estimated that nearly 80 % of employees rated the employee experience as very important , whilst only 22 % reported that their company were delivering a differentiated employee experience .
In reality , today ’ s business leaders find themselves faced with a new paradigm where a productive , positive employee experience is the new contract between employer and employee .
And yet the management challenge of increasing competencies and productivity amongst employees remains .
Whilst many companies are only just waking up to this challenge , what is already clear is that in order to remain competitive in attracting and retaining skilled employees it is now critical for companies to both understand and improve the employee experience .
Today ’ s employees are increasingly
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demanding a more holistic , end to end , recruitment to retirement approach from their employers irrespective of whether they are fulltime , part-time or even contracted employees .
The business world has come a long way in a very short timeframe . Traditionally , I ’ m sure we all remember a world where the employee experience was measured by an annual engagement survey and culture was a topic found on the company website and walls around the office . It was certainly rarely measured or defined by behaviours . Similarly wellness and health programmes were traditionally borne out of a concern for safety and designed to reduce insurance costs . HR teams were responsible for recruiting , defining rewards & benefits and other transactional employee services and on the odd occasion where technology was employed it was simply to make HR transactions and reports easier for those involved .
However today , the increasing demands of employees are challenging even the most successful leaders and organisations to think very differently : 1 . Firstly , companies are having to elevate the employee experience by making it a priority that is measured constantly
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and focused on creating a differentiated employee experience .
2 . Many have made the decision to appoint a senior leader to be accountable for the company ’ s “ total ” employee experience encompassing leadership development , performance management , workplace design and rewards in an integrated employee experience .
3 . Those same companies are having to embrace new thinking by studying , listening to and learning what employees are doing day in day out to discover new ways of improving productivity , performance and engagement
4 . They have recognised the need to consider everyone ’ s needs irrespective of whether they are full-time , part-time or freelance staff .
5 . Similarly , they regularly look externally at sites such as Glassdoor and LinkedIn to see what employees really think and seek out fresh new ideas .
6 . They ensure that managers across the company equally play their full part in embracing new ways of working .
7 . The same companies think global and act local . In other words , whilst the trends are
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certainly global companies need to make sure they continue to acknowledge local cultural differences .
8 . And finally , most importantly of all , companies have realised that they must move beyond annual surveys and use regular “ pulse ” surveys to measure engagement levels whilst ideally building their own employee net promoter score .
At Chalkhill Blue were actively helping many organisations embrace the current employee challenges . If you ’ d like to learn more about how we might be able to help you too please contact us on the details below .
01793 239542 chris @ chalkhillblue . org
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28 THE BUSINESS EXCHANGE 2018 |