A comprehensive meeting summary, along with all slides and presentations is available to EN Global HR Services members only. Don’t forget to fill out the form at the end to learn more.
Optimizing Employee Experience
Our 2020 GHRSN virtual network meeting brought 12 global HR Services leaders together over two days of virtual meetings to discuss Employee Experience. Companies included Johnson & Johnson, BHP, MetLife, S.C. Johnson, Mars, Cargill, TJX Companies, Schlumberger, and nVent.
Employee Experience – The State of the Art
Christophe Martel, CEO and Co-Founder, TI People
EX can have a huge effect on productivity, efficiency, and loyalty but even though 75% of CEOs see it as critical, only 12% of CHROs have an EX roadmap. Martel suggests there are two types of Employee Experience: Effortless Experience and Moments of Truth.
Effortless Experience: Tasks should just be easy to complete. Tech should be harmonized and simplified. Employees do not care what the tech platform is—they just want the experience to be smooth. When you design and deliver effortless EX, you reduce employee time spent on these interactions. Tech is easily adopted and integrated into workflows.
Moments of Truth: Moments such as interviews and performance reviews have an outsized effect on how employees feel about the organization and how important they feel they are. A good EX can make the difference between leaving or staying in an organization as it represents the promises that the organization makes to the employee. What you say and what you actually deliver need to be closely aligned.
When we shift to a human-centered position—one that looks at an employee’s digital, human, and physical life at work—we focus on the experience and the outcomes rather than the tools and the processes. Because this is not a traditional space for HR, lean on your CX experts. Involve them in the process development and design. Build a design and delivery engine—a cross-functional team that is led by a design professional who will involve HR “customers” and delivery teams to ensure delivery is both customer-centric and feasible.
Member Presentation: Portal Experience
Employees live in a world that is very different now than it was five years ago. They want to have a frictionless user experience at work like the one they have with companies such as Apple, Uber and Dominos which provide them with data and interaction tracking. One member shared how they focus on innovating around the tools they currently have to create a better user experience. His team reorganized their Global Process Owners into Global Experience Owners. Their job is to map out the employee experience from pre-employment through employment to post-employment and identify macro experiences and monitor NPS to understand what micro experiences need to be changed. For example, by asking managers how things went after every Workday transaction, they could measure operational data and create a more consistent model. This led to small changes that added up to better user experiences. The ultimate goal is to ensure that employees know where to go to use the services provided and to anticipate what they need before they need it. This has taken an investment in digital experience and data.
Member-Led Discussion Takeaways
Because meetings are member-led, member-driven, much of the two days was dedicated to member conversations, questions, and best practices. A few takeaways are:
- Mental health and resilience are coming to the forefront.
- Efficient delivery and good EX can lead to reduced cost. One member’s data validation system reduced manager input time from 60 minutes to 2 minutes. Another member cut out 20% of total HR cost by centralizing functions into 4 main service centers.
- Great managers are more important than leadership in a digital world.
- We are building Ecosystems, not buying solutions. Employees don’t care what tech they use or where they go in. We need to look at micro-ecosystems and the macro-ecosystems.
- Transitioning to a skills-first organization is hard for structured organizations. Supporting the manager role is critical in a successful transition.
- Internal mobility is a key driver for EX and EVP.
- Employee Voice is critical to improving EX and helping people feel heard.
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