How an organization deals with its clients and customers is integral to success. However, a problem many organizations face is the people tasked with fostering those relationships don’t feel the same level commitment from their employer.
This is the crux of the employment relationship and it’s why organizations are increasingly attempting to refine their employee experience.
Tony Fross, a partner at growth and digital transformation firm, Prophet, Fross believes employee engagement is the magic ingredient for business success in the modern, digital landscape and employers should go about building it in the same way they would a customer experience.
“Applying those same tools of experience design that we apply for customers to employees is supremely important,” Fross said. “Using data to validate your hypothesis and spot new opportunities and the application of data science to employee experience is extremely important.”
Fross identified the employee experience as a piece of the employee value proposition (EVP), which includes incentives, workforce development and the overall experience an employee has working at an organization. The changing workforce dynamics demand an employer to create the optimal experience for its employees, Fross said.
“In addition to the changes that are driven by the prominence of digital, which is the key transforming component of the enterprise, you also have a generational shift going on. You have employees who are coming to work who have dramatically different expectations about what the work experience is supposed to be like,” Fross said. “All of these things are coming to a head right now as employers try to shape their employee experience.”
There’s no one-size-fits-all approach to building the ideal employee experience, Fross said, but organizations should start by examining their hiring process. Typically, a new hire is recruited and then onboarded by a series of checklists that are handled by different departments, which can often lead to a disconnected employee experience from the jump. The second stage of the process is figuring out where the gaps are across people, process, technology and data and addressing them. The last step is applying the data in a meaningful way.
“You should analyze what employees are most successful at the firm based on their prior experiences in various roles while identifying any other sorts of characteristics or features that make for successful cultural fits,” Fross said. “And then you can begin to improve your recruitment process to optimize and to make sure you hire people who will be successful and are diverse in other ways.”
Ultimately, what drives engagement and enhances the employee experience will vary from market to market, Fross said. But working diligently as an organization to find the appropriate satisfiers will be highly beneficial to an organization’s success.
“Every company will have their own value-driver matrix,” he said. “And they need to make sure the things that they think are driving engagement are the right things.”
About the Author
Brett Christie is a staff writer at WorldatWork.