{"id":2821,"date":"2020-04-30T08:44:53","date_gmt":"2020-04-30T08:44:53","guid":{"rendered":"https:\/\/news.sap.com\/sweden\/?p=2821"},"modified":"2024-08-07T19:47:19","modified_gmt":"2024-08-07T17:47:19","slug":"fran-medarbetarengagemang-till-medarbetarupplevelse","status":"publish","type":"post","link":"https:\/\/news.sap.com\/sweden\/2020\/04\/fran-medarbetarengagemang-till-medarbetarupplevelse\/","title":{"rendered":"Fr\u00e5n medarbetarengagemang till medarbetarupplevelse"},"content":{"rendered":"

\u00c4mnet medarbetarengagemang har f\u00e5tt mycket uppm\u00e4rksamhet under de senaste 30 \u00e5ren inom b\u00e5de forskningslitteratur och n\u00e4ringsliv. Engagerade medarbetare \u00e4r en avg\u00f6rande pusselbit f\u00f6r framg\u00e5ng inom bolag, d\u00e5 det f\u00f6r med sig en h\u00f6gre motivationsniv\u00e5 och en st\u00f6rre vilja att bidra till sin arbetsplats. Likv\u00e4l \u00e4r det m\u00e5nga organisationer som fortfarande k\u00e4mpar med att utnyttja sina insikter kring medarbetarengagemang och konsekvent misslyckas med att ta de initiativ som kr\u00e4vs f\u00f6r att h\u00f6ja niv\u00e5erna. Den naturliga fr\u00e5gan \u00e4r s\u00e5ledes \u201dvarf\u00f6r?\u201d. Vad st\u00e5r i deras v\u00e4g?<\/p>\n

L\u00e5ngt innan jag \u00f6verv\u00e4gde att studera ekonomi och HR eller ens sett framf\u00f6r mig vad jag vill bli n\u00e4r jag blivit stor, s\u00e5 tog min farfar med mig och min bror till den familje\u00e4gda fabriken p\u00e5 den norska v\u00e4stkusten, som producerade propellrar och styrmekanismer f\u00f6r skepp och fartyg. Farfar kunde spendera timmar med att f\u00f6rklara hur saker och ting fungerade; hur delarna kom in genom den d\u00f6rren, sattes ihop av dessa medarbetare, m\u00e5lade av den maskinen och transporterad med den lastbilen. Till sist, n\u00e4r rundturen avslutats rundade han alltid av med att s\u00e4ga:<\/p>\n

\u201dLyssna alltid till arbetarna-, f\u00f6rst\u00e5 deras oro och deras tankar, uppskatta deras id\u00e9er och verkst\u00e4ll dem \u2013 det medf\u00f6r sig engagemang\u201d<\/em><\/p>\n

D\u00e5 jag bara var ett barn t\u00e4nkte jag inte j\u00e4ttemycket p\u00e5 detta och s\u00e5g det mer som logik. Jag tror innerligt att konceptet av att \u201dlyssna p\u00e5 dina anst\u00e4llda och de blir mer engagerade\u201d resonerar v\u00e4l med de flesta ledare, d\u00e5 detta \u00e4r vedertaget inom litteraturen. Forskningen visar att organisationer som har en arbetsmilj\u00f6 d\u00e4r medarbetare kan uttrycka tankar och k\u00e4nslor samt upplever att dessa tas tillvara, g\u00f6r att de k\u00e4nner sig mer engagerade och \u00f6nskar att bidra mer till sin arbetsplats*.<\/p>\n

S\u00e5ledes har m\u00e5nga bolag idag satt enorma resurser p\u00e5 \u00e5rliga engagemangsunders\u00f6kningar, ofta drivna av HR, f\u00f6r att b\u00e4ttre f\u00f6rst\u00e5 medarbetarna och hur de har det p\u00e5 arbetsplatsen. Denna enstaka \u201dadrenalin spruta\u201d till unders\u00f6kning kan dock, i de allra flesta fall, ses som ett f\u00f6r smalt fokus d\u00e5 de ofta bara t\u00e4cker tv\u00e5 fr\u00e5gor: \u201d\u00c4r v\u00e5ra anst\u00e4llda glada och \u00e4r de engagerade i sitt arbete?\u201d. Dessutom saknar denna unders\u00f6kning ofta insikter g\u00e4llande hur bolaget b\u00f6r agera och vem som b\u00f6r ta initiativ f\u00f6r att f\u00f6rb\u00e4ttra resultaten.<\/p>\n

Med det sagt s\u00e5 skulle jag vilja \u00e5terv\u00e4nda till min farfars tour-avslutande fras \u201dLyssna alltid till arbetarna\u201d. \u201dAlltid\u201d \u00e4r inte bara en g\u00e5ng, utan st\u00e5r snarare f\u00f6r en viktig del av skiftet i perspektivet som vi kan se bland m\u00e5nga av dagens ledande organisationer. De g\u00e5r vidare fr\u00e5n sina engagemangsunders\u00f6kningar till mer frekventa \u00e5terkopplingstillf\u00e4llen under arbets-livscykeln f\u00f6r att m\u00e4ta den \u00f6vergripande medarbetarupplevelsen<\/em>. P\u00e5 detta s\u00e4tt kan medarbetarupplevelsen<\/em> bli sedd som ett bredare koncept som tar ett mer l\u00e5ngsiktigt perspektiv p\u00e5 medarbetarengagemanget. Inom medarbetarupplevelse t\u00e4cker vi b\u00e5de de anst\u00e4lldas tankar och k\u00e4nslor samt f\u00e5ngar hur detta relaterar till institutions- och organisations-processerna med syftet att identifiera \u00f6gonblicken som spelar st\u00f6rst roll f\u00f6r medarbetarnas engagemang**.<\/p>\n

Missf\u00f6rst\u00e5 mig inte, jag s\u00e4ger inte att den \u00e5rliga medarbetarunders\u00f6kningen \u00e4r irrelevant. \u00c5 det motsatta, det \u00e4r n\u00e4r den \u00e5rliga medarbetarunders\u00f6kningen f\u00e5r ett komplement med ett mer frekvent \u201d\u00f6gonblicks-\u201dlyssnande, s\u00e5som feedback fr\u00e5n onboarding upplevelsen, som vi f\u00e5r en b\u00e4ttre f\u00f6rst\u00e5else av v\u00e5ra anst\u00e4llda och hur vi kan agera f\u00f6r att bli b\u00e4ttre. Med teknologi kan vi g\u00f6ra precis detta och ge managers insikter i realtid g\u00e4llande deras anst\u00e4lldas upplevelser och hj\u00e4lpa dem ta initiativ genom handling-orienterade rekommendationer.<\/p>\n

Ta onboarding som ett exempel. Det \u00e4r v\u00e4letablerat att ha en framg\u00e5ngsrik onboarding \u00e4r kritiskt f\u00f6r den nya medarbetarens framtida engagemang, dennes intention att stanna p\u00e5 bolag och samt dennes prestationer. Likv\u00e4l s\u00e5 kan det vara en av de mest underskattade processerna n\u00e4r det kommer till organisationspraxis. Det kan d\u00e4rf\u00f6r vara v\u00e4rdefullt att unders\u00f6ka den nya medarbetarens k\u00e4nslor och tankar, till exempel \u201dtill vilken grad k\u00e4nner du dig v\u00e4lkomnad?\u201d, \u201dfick du allt du beh\u00f6ver, dator, passerkort etc.?\u201d, \u201dBlev du introducerad till en mentor?\u201d. Managers kommer s\u00e5ledes ha m\u00f6jligheten att lyssna och ta emot direkta indikationer g\u00e4llande hur hen presterar som manager och d\u00e4refter proaktivt f\u00f6rb\u00e4ttra sin ledarskapsf\u00f6rm\u00e5ga. Samtidigt f\u00e5r HR information p\u00e5 en organisationsniv\u00e5 och f\u00e5r hj\u00e4lp att genomf\u00f6ra en b\u00e4ttre onboarding, medan den anst\u00e4llda i fr\u00e5ga f\u00e5r en r\u00f6st in i processen.<\/p>\n

I videon<\/a> h\u00e4r nedan f\u00e5r du se hur detta kan fungera i praktiken:<\/p>\n

\"\"<\/a><\/p>\n

S\u00e5 vad \u00e4r implikationerna av detta tillv\u00e4gag\u00e5ngss\u00e4tt? F\u00f6rst och fr\u00e4mst kan vi se att v\u00e5rt perspektiv p\u00e5 medarbetarengagemang f\u00f6r\u00e4ndras. Detta involverar f\u00f6rst\u00e5elsen att enbart m\u00e4ta medarbetarengagemanget, en g\u00e5ng om \u00e5ret, inte \u00e4r tillr\u00e4ckligt f\u00f6r att f\u00e5 den insikten vi beh\u00f6ver f\u00f6r att f\u00f6rst\u00e5 medarbetarnas tankar och funderingar. Det beh\u00f6ver bli komplimenterat med en holistisk medarbetarupplevelse och p\u00e5 s\u00e5 s\u00e4tt g\u00e5 vidare fr\u00e5n bilden av att engagemang \u00e4r en typ av organisatorisk h\u00e4lso-koll, d\u00e4r vi bara tar temperaturen en g\u00e5ng om \u00e5ret och f\u00f6rv\u00e4ntar oss att detta \u00e4r allt vi beh\u00f6ver, till en bredare unders\u00f6kning som \u00e4r \u00e5terkommande, d\u00e4r vi m\u00e4ter flera v\u00e4rden f\u00f6r att ge oss tillr\u00e4ckligt med insikt till att ta r\u00e4tt initiativ.<\/p>\n

Det f\u00f6r oss till v\u00e5r andra implikation, d\u00e4r vi r\u00f6r oss ifr\u00e5n de statiska, l\u00e5nga och opersonliga enk\u00e4terna till en metod d\u00e4r alla; anst\u00e4lld, manager, HR CXOs jobbar tillsammans med feedback s\u00e5 att vi kan anpassa oss och bli mer innovativa. Till sist \u00e4r inte medarbetarupplevelsen l\u00e4ngre n\u00e5got som bara kan vara HR-drivet. HR \u00e4r definitivt viktigt n\u00e4r det kommer till processf\u00f6rb\u00e4ttringar gentemot b\u00e4ttre arbetsplatsupplevelser, men med detta tillv\u00e4gag\u00e5ngss\u00e4tt r\u00f6r vi oss mot att f\u00e5 fler engagerade ledare som lyssnar, f\u00f6rst\u00e5r och agerar p\u00e5 deras anst\u00e4lldas k\u00e4nslor och tankar***.<\/p>\n

Idag \u00e4r min farfar n\u00e4ra 90 \u00e5r gammal och medan han blir \u00e4ldre har m\u00e5nga saker och ting gl\u00f6mts bort, men det \u00e4r en sak som alltid har gjort honom klar i skallen \u2013 och det \u00e4r fabriken. Upp till denna dag, 20 \u00e5r efter sin pension, g\u00e5r han fortfarande runt och pratar med de anst\u00e4llda d\u00e4r han lyssnar till deras bekymmer och id\u00e9er s\u00e5 att han kan f\u00f6rst\u00e5 dem och vad han kan f\u00f6rb\u00e4ttra.<\/p>\n

 <\/p>\n

K\u00e4llor:<\/p>\n

* Employee Engagement and HRD: A Seminal Review of the Foundations- <\/strong>Brad Shuck and Karen Wollard, <\/strong>2010 9: 89 originally published online 2 Human Resource Development Review<\/em><\/p>\n

** The Employee Experience Advantage<\/strong> \u2013 Jacob Morgan \u2013 John Wiley & Sons (US) 2017<\/p>\n

*** Three shifts for employee experience success \u2013 <\/strong>Aimee Lucas, Benjamin Granger, Bruce Temkin \u2013 XM Institute 2020<\/em>.<\/p>\n

 <\/p>\n

Benedik Brunvoll
\nSolution Advisor, 麻豆原创 SuccessFactors<\/p>\n

\"\"<\/p>\n","protected":false},"excerpt":{"rendered":"

\u00c4mnet medarbetarengagemang har f\u00e5tt mycket uppm\u00e4rksamhet under de senaste 30 \u00e5ren inom b\u00e5de forskningslitteratur och n\u00e4ringsliv. Engagerade medarbetare \u00e4r en avg\u00f6rande pusselbit f\u00f6r framg\u00e5ng inom…<\/p>\n","protected":false},"author":3170,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"related_posts":[],"footnotes":"","_links_to":"","_links_to_target":""},"categories":[4545758],"tags":[5563201,5562615,5563199,5563200,5562298,60783],"sapn-display":[4544525,5564001,5564000,4547891],"sapn-type":[5562140],"class_list":["post-2821","post","type-post","status-publish","format-standard","hentry","category-losningar","tag-employee-experience","tag-hr","tag-medarbetarengagemang","tag-medarbetarupplevelse","tag-qualtrics","tag-sap-successfactors","sapn-display-hero","sapn-display-artikel-favoriter","sapn-display-artikel-spotlight","sapn-display-homepage-hero","sapn-type-artikel"],"yoast_head":"\nFr\u00e5n medarbetarengagemang till medarbetarupplevelse - 麻豆原创 Sweden Nyheter<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/news.sap.com\/sweden\/2020\/04\/fran-medarbetarengagemang-till-medarbetarupplevelse\/\" \/>\n<meta property=\"og:locale\" content=\"sv_SE\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Fr\u00e5n medarbetarengagemang till medarbetarupplevelse\" \/>\n<meta property=\"og:description\" content=\"\u00c4mnet medarbetarengagemang har f\u00e5tt mycket uppm\u00e4rksamhet under de senaste 30 \u00e5ren inom b\u00e5de forskningslitteratur och n\u00e4ringsliv. 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