2022 is going to be an interesting year in the HR space. The employee experience was looked at in a lot more detail last year as the war for talent only increased in recruitment circles. This year, human resources employees around the world understand that the employee experience is a major priority.
Simply put, global employees have a lot more options when it comes to employment and as a result of this, they have a lot more expectations when it comes to their choice of employer. The pandemic has changed the culture of work and hiring policies at multinational companies on a global scale. Qualified candidates can apply for remote working jobs, so location is no longer an issue. This has made the competition for top talent at global organizations a lot fiercer.
In this article, we are going to look at the reasons why evolving the employee experience in a post-covid world can be used as a differentiator when it comes to attracting the best available talent to your organization.
What is the employee experience?
It’s a good question and opinions vary. Before the pandemic, the focus was on employee engagement-and this was really about ensuring there was a platform in place to gather employee opinions and giving them the opportunity to air their views.
The employee experience is a lot more substantial, and it needs to be. It is about the employee journey and the experience that people have at work. It starts with the initial interview, proceeds to the onboarding experience, those crucial early few weeks in the job and then moves into the space of job satisfaction, inclusivity, and feelings of purpose and contribution in their day-to-day duties.
Every multinational organization may have a different approach to defining the employee experience and HR management and HR leaders are often encouraged to put their own unique stamp on it. But there is almost always a company culture element to it-the essence of this is asking what kind of company culture you want to create to help employees and then how to embed it in a way that creates continuous positive experiences for the global workforce?
So, for many in HR, the employee experience is both a philosophy and a process whereby a company takes into consideration the needs, wishes, capabilities and cultural identities of the workforce when organizing work and delivering on a company-wide business strategy. There is a design element at play here in that, HR teams are being asked to create the circumstances and put the foundations in place to enable this employee experience to happen. It needs to be positive, motivating and inspirational if possible- easier said than done, we agree!
Why it matters
Recruitment and retention are the two biggest reasons why it matters. Global employees talk and share their experiences. we now live in a digital global world where platforms exist for employees to share their views and experiences in a very public way.
Qualified candidates and potentially interested parties have a number of avenues to research and find out what it is like to work for a specific company. It is therefore incumbent on HR teams to attempt to shape and influence what these employees have to say about their employers-the best way to do this is by creating a positive and uplifting employee experience.
Retention is also huge- large employee turnover figures are bad for business, recruitment is a long process, time-consuming and also expensive. Companies invest a lot of time and effort in securing the right candidates with the most qualified skill sets to work for them-it makes sense then to ensure that they are as happy and productive as possible so that they remain in their positions for a long period of time.
The employee experience needs to evolve and gather momentum because existing employees have a lot of options in front of them in this new normal of remote working and hybrid work culture. Due to the pandemic and the shift to remote working, people can now apply for jobs on the other side of the world and deliver their duties remotely. This opens up a range of different opportunities as well as different and unique compensation and benefits packages. It also offers them flexibility in the hours they work and the timings in which they deliver their duties- there has simply been a shift in the office culture power dynamics, with global employees in a stronger position than ever before to pick and choose who they want to work for and the reasons why they want to work for them.
Those companies who do not prioritize the employee experience or fail to make an effort in this area, may find themselves struggling to keep a hold of their international workforce, who may choose to explore opportunities elsewhere, especially if they have heard really positive things about the employee experience in another organization.
Things HR can do to evolve and strengthen the employee experience
HR teams and leaders around the world understand the issues they have been facing with recruitment and retention for the past two years. They now have a better understanding of the type of flexibility qualified candidates are seeking when it comes to choosing a global employer. Here are a few things they can look into when it comes to improving the employee experience
Flexibility as an identity
Always be open to new ideas and create a culture of flexibility within the organization. This is not about saying yes to everything, this is not feasible. It is more about patiently assessing feasible requests and being willing to change course if it is in the best interests of recruitment, retention and the work environment. A work-life balance, quality workspaces and flexible work hours can make a big difference in the new hybrid working model.
Prioritize the digital experience
People have digital lifestyles these days and global candidates now enter a job with significant expectations of a positive digital experience. This can range from hardware and bring your own device options to innovative and modern digital platforms that enable employees to access information they need- an example of this would be an employee self-service portal letting them do things like download payslips or tailor their own benefits and rewards packages - e.g., pensions and gym memberships.
Productivity tools
Help employees be the best they can be with the latest and most innovative digital tools- employees want technology that helps them deliver their duties and help with career development. They don't want to be held back by dated or legacy technology and feel they are working for an organization that is stuck in the past.
Connect them with purpose and values
This is about strategically engaging the workforce via open communication channels. First, you need to communicate the culture and values in a clear way, then you need your leadership teams leading by example- and finally, you need to design a process that allows them to live these culture and values in their day day-to-day duties.
Recognize differences
Recognize and celebrate different cultural backgrounds and identities-inclusivity is important and it is always felt when it is not present. Being valued begins with being seen- the more an individual employee feels part of the larger whole, the more motivated and productive they are likely to be.
Original rewards packages
It may be time to freshen up and rethink rewards packages-try to engage the workforce and do some surveys- move away from the default option of gym membership discounts and pensions and seek out original concepts- ask questions like what do millennials values most or what might working mothers really appreciate? Make sure your rewards packages reflect the diversity of your workforce.
Mental health focus
Most organizations tend to focus on physical illness and cover it via clear sick leave policies. But stress, burnout and digital fatigue are now widespread in this new work culture. A focus on mental health and general employee well-being can add genuine value if delivered in the right way.
There is no room for complacency here-employees are watching, listening and talking. The employee experience and creating a series of connected moments that matter needs to be mapped into the employee lifestyle from the moment a new candidate joins the company. This is a new competitive frontier in a post-pandemic world for multinational organizations and HR management-it requires research and action as well as buy-in from team members and senior leaders in the organization, because it is about creating a culture, not simply a road map. At the same, it is also an excellent opportunity for global employers to distinguish themselves from the competition in the market and succeed in the global war for talent.
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