Know your Employee Value Proposition (EVP)

Think of the EVP as the ultimate packaging and internal branding to attract and retain the right people. An EVP spans the unique set of benefits that an employee receives in return for the skills, capabilities, and experience they bring to a company. The traditional and most obvious elements of an EVP include pay and benefits and professional career development.聽聽like flexibility, purpose and sustainability are important additions, but are fast emerging as a 鈥済iven鈥� and will not be a major differentiator. So, what will?

Put people first

The employee experience is individualised depending on gender and age. What鈥檚 compelling for staff in the workforce for one year are different to those for 20 years, so policies must be flexible enough to meet each employee鈥檚 unique circumstances. Would your company鈥檚 leave policy adequately cater for an employee that needs to take six weeks off for surgery if they have only been with the company a few weeks or months?

麻豆原创 is exploring how organizations worldwide are adopting 鈥減eople sustainability.鈥� 麻豆原创 defines people sustainability as the intersection of employee engagement, empowerment, and corporate responsibility. Of the three pillars of sustainability鈥擯eople, Planet and Profit鈥攖he People pillar has less priority. However, recent research from IDC confirms this attitude is changing, as the People pillar is growing in importance to an organizations鈥� future success. Other highlights from the IDC Research include:

• 86% of over 3500 full-time employees and business leaders across the globe believed investments in people sustainability could drive positive economic and environmental sustainability outcomes.
• 76% of organizations found it more valuable to address people sustainability topics strategically and with a unified approach and respondents expected to see improvement in key business outcomes i
• 72% expect better financial performance, 78% expect better employee job satisfaction and 77% expect better employee engagement.

The role of Intelligent Tech

Just as HR policies need to support putting people at the center of the business so do the appropriate tools. Providing employees personalized experiences through intelligent technologies was viewed by companies as a way to positively impact employee experience but employees were yet to see the personalisation aspect in the technology they used every day according to an聽

The research aims to understand how organizations can create the right conditions so that intelligent technologies such as Artificial Intelligence (AI) and Machine Learning (ML) enhance the employee experience, rather than detract from it. Employee experience was found to be rated the second important motivation by HR Leaders globally for moving up the intelligent technology maturity curve after Business Sustainability.

Both HR Leaders and employees considered learning new skills, development opportunities and HR self-service use cases as positive applications of intelligent technologies. However, HR also identified recruiting and career pathing as high priorities for current and future Artificial Intelligence (AI) implementation, but employees had less positive reactions to these use cases, implying opportunity for personalized technologies that accelerate talent development and help make people sustainability a tangible outcome for organisations.

The critical the role of people managers

In a hybrid work environment, an employee鈥檚 connection to their manager may be stronger than their connection to the organization. Continuously train and support management in their ever-changing journey as both an employee and manager. And while employers can create and execute on company strategies to create a fulfilling employee experience, meaningful connections to employees and understanding individual needs are critical in creating a healthier and more profitable organization.

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is distinct to Customer Experience and can be defined as having four key areas which organisations seeking to understand Employee Experience should address:

• People and Culture 鈥� People around me help me thrive at work.
• Workplace Experience 鈥� The resources to do my job well.
• Individual Experience – The company cares about me.
• Transition Experience 鈥� I can grow through tines of change.

For many companies the path from HCM to HXM may seem a daunting task. Some do take the who reaped the benefits with the most engaged teams boasting higher personnel retention and higher revenue growth per person. We have also observed our customers taking incremental steps.

Sometimes the starting point at an organisation is one of distress. Where experiences including technology experiences are stressful, disjointed, complex, or frustrating for employees. Employees may have difficulty finding what they are looking for, or maybe it is so confusing, the experience leaves them far from feeling valued, (sound familiar)?

Step one is to alleviate the distress, ideally by creating frictionless interactions. Frictionless interactions are experiences where employees find what they need at the right time through the right channel. Basically, finding what you want, when you want it.

The application of the right resources including people (who) process and technology (when and how) are key to providing frictionless experiences. For example, the imbedding of such as AI, machine learning and chat bot functionality to provide suggestions and guidance to employees, supports frictionless experiences and enables employees鈥� experience at work to be like the experience they have as consumer.

However, even these experiences are really the minimum baseline today and are not enough when it comes to really motivating your workforce.

Moments that Matter, are the events which delight and maybe even inspire. These events could centre on a work experience such as a joining a new team or completing a project or learning achievement. Or they could be of a personal nature such as a leave of absence. Traditionally HR attempted to understand these through an annual employee survey, in keeping with the technology at the time.

However now technology can support an interactive ongoing listening strategy from an employee鈥檚 first day and throughout the changes in their career. Supporting and prioritising the moments that matter the most to your workforce is a key part of addressing employee experience.

The holy grail in the maturity shift from HCM to HXM is Sustained Enthusiasm. Where employees are engaged and inspired in their day- to-day work. Sustained enthusiasm is the result of employees at working at their best and is driven bottom up and not pushed down from HR. This requires that all facets of employee experience are addressed.

The bottom line is that employees are not restricted by the environment or the technology around them, but rather freed up to exercise creativity and provide a higher level of customer satisfaction to accelerate business growth.

on how your business can transition to Human Experience Management. Register for the being held on 27th March.

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