Post by account_disabled on Mar 6, 2024 1:43:29 GMT -5
How would you describe the employee experience at your company? What is the environment (culture) like at your workplace? What do your employees – both inside and outside the company – say about the company and the experience? Is this important to you? How do you respond to glassdoor reviews? Would you file a lawsuit to force glassdoor to reveal the names of anonymous users who have made negative comments about their experience at your company? Is anonymity really anonymous? (that's a big question for most employees when it comes to providing feedback.) do your leaders care about employees and want to hear their thoughts and opinions about the experience? How do you ensure that employees are heard and that feedback is put to good use? Do your bosses have regular meetings with employees, and when they do, they not only talk about projects but also people (e.G., experience, getting to know the individual, etc.)? Employee experience is a priority, but… according to the deloitte 2017 global human capital trends report, 80% of executives rated the employee experience as very important , but only 22% said their companies excelled at designing and delivering the experience.
That's a big gap and a big problem. Because? There are many reasons, including: it is not a priority to listen to collaborators instead, it is simply an annual engagement survey. By now you know that if you're going to survey an employee or a customer, you have to take action on what you learn! We once worked with a client who surveyed their employees quarterly (which was far too often, especially since they never made/had time to make changes and didn't communicate Buy Bulk SMS Service the changes they made), only to have the employees tell me they were starting to save their data. Comments from one quarter and copy and pasted them into the survey in subsequent quarters. And, furthermore, years ago I started adding comments to the survey in subsequent quarters. Also, years ago, I started adding a question at the end of employee surveys like, “do you think your leadership team will use your feedback constructively?” or, ultimately, will they do something with it? There is no owner/executive ownership.
In the case of customer experience, the c-suite executive is usually a chief customer officer. In many companies, there is no real equivalent for employee experience; the work is not championed by anyone (in senior management) or has not been assigned. Functions such as people and culture manager or similar indicate that the organization has an employee advocate. More companies need to have this role. Isolated hr departments. They have traditionally been relegated to dealing with benefits and payroll, recruiting, hiring, etc., and can't seem to get the resources to address an integration of those functions, design and deliver a great employee experience, as well as culture, and much more. These same people also don't necessarily have the skills necessary to run an entire employee experience “program.” you have a team and strategy dedicated to customer experience, why not have the same for employee experience? You need updated listening tools and processes. It's time to listen to employees in a variety of ways, not just the annual engagement survey.