Richa Gupta, CHRO at Globalization Partners.
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It feels like everyone is talking about the future of work, yet the reality is that the future of work is now. At the heart of that discussion is how to create and sustain a workforce that is engaged, empowered and productive. The conversation is further complicated by a myriad of factors.
Today, we can expect up to five generations in the workplace. Often these employees are working remotely across countless geographies with expectations that their employee experience will mirror the Amazon-like customer experience they’ve grown accustomed to. That’s why now, more than ever, developing an employee experience that is equal parts customized, personalized, digitized and humanized is on the minds of nearly every chief human resources officer.
A KPMG survey from 2019 revealed that 85% of respondents indicated that employee experience and engagement is the most valuable HR capability for the organization. However, only 24% reported employee experience as a near-term priority, with even fewer citing it as a management or board priority. Regardless of where employee engagement sits on your organizational priority list, there are small steps we can take and programs to employ now.
The onboarding process, particularly for remote companies, is a critical touchstone. Utilizing digital learning tools can give employees exposure to company leaders, values, policies and practices. Learning platforms, such as Lessonly and LinkedIn Learning, also offer HR leaders the opportunity to provide customized learning for employees. Create programs where employees feel empowered to chart their own courses.
Instant communication tools like Slack have become incredibly popular. Employees can opt-in to channels based on hobbies, passions or projects to bond over everything from pets to playlists. A popular one at my organization, Globalization Partners, is donut-be-strangers, which uses an algorithm to randomly connect employees and encourages them to take part in a virtual meet-up.
Remote work doesn’t negate the desire to be involved in corporate citizenship. Corporate giving and volunteer platforms can be useful for helping employees find and participate in local charities. According to a recent Gallup study, volunteering has been on the decline among individuals with just 56% of American adults having performed a volunteer service in the last year. Contrast this with the rise in corporate volunteerism, with a projected market increase of 9.3% for corporate volunteer platforms by 2027.
Complementing the CSR initiatives are programs in diversity, equity and inclusion. But how can such programs be brought to the masses, particularly when challenged with time zones? Online classes, events and webinars are just a few ways to make this a reality and give employees the power of choice. For example, a guest speaker can be recorded and shared with the team to watch on their own time. It’s also impactful to couple any "live, virtual" event with a means to engage independently in the subject matter. For example, bringing in a speaker focused on inclusion while also offering online training on unconscious bias, gives employees the choice to engage in content in a way that’s comfortable for them.
Career development and performance management are hot topics that got even more airplay during the Great Resignation. How can companies—regardless of whether they employ in-person, hybrid or remote-first models—create more of a two-way dialogue using technology? Provide regular opportunities for employees to set short-term goals, assess their workload, evaluate their level of engagement and hold themselves accountable. When used weekly in conjunction with manager meetings, they are a springboard for meaningful conversations. Consider tools that have features that allow for long-term goal setting and are integrated into the performance management life cycle.
While much has changed in the world of work, there are some constants—and at the top of that list is listening to employees’ desire to be seen and heard. Most organizations still rely on an annual employee engagement survey, which gives employees a voice and an opportunity to provide feedback. Surveys also foster trust; there are dozens of players in this space to explore. Many organizations are exploring shorter pulse surveys to assess aspects of the employee experience. Regardless of the methodology, the key is to let employees know you hear them, share the feedback transparently and act on in it in a meaningful way. A bonus: This cycle of allowing employees to provide feedback, reflect on their contributions and be a part of the action planning can contribute to building employee loyalty.
I’d be remiss to not discuss the importance of mental health. The last two years thrust mental well-being to the forefront, and it’s a concern that crosses generational boundaries. It’s also an area where we need to strike a balance between human connection and technology to drive employee experience. Employees need digital when they want it and human when you need it—and the balance is paramount for remote work success. For example, at G-P, we have "circles of care," which are sharing sessions complemented by platforms like a comprehensive employee assistance program (EAP) and tools that foster healthy habits, such as the Calm app.
When practiced consistently and correctly, creating a better employee experience leads to a culture of direct feedback, transparency and, in turn, psychological safety. We know that these attributes directly support retention and productivity. Technology, when coupled with emotional intelligence and consistent listening, can be a force for good when shaping the customized employee experience of tomorrow.
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