Le Manuel indispensable pour créer des expériences exceptionnelles au travail


Gérer l.'expérience salarié – Les réponses des meilleurs gestionnaires de talents du secteur

Quelle période palpitante pour les gestionnaires de talents ! Rien qu.'au cours des dix dernières années, d.'importantes transformations et une redéfinition du « travail » se sont opérées partout dans le monde, dans tous les secteurs et au sein d.'organisations de toutes tailles. Si ces transformations et la modification des attentes des employés peuvent constituer des défis, elles offrent également de fantastiques opportunités aux responsables RH.

En tant que gestionnaire de talents, vous êtes non seulement confronté aux réalités pratiques associées à la gestion de ce changement rapide et à l.'adaptation de vos approches de manière à faire de l.'expérience professionnelle de chaque salarié une expérience plus personnelle. Mais vous devez également veiller à apporter à votre organisation ce dont elle a besoin et démontrer l.'impact positif de vos programmes de talents.

C.'est là que ce guide entre en jeu.

Créer une expérience positive tout au long du cycle de vie salarié

Nous pensons que le partage et l.'expérience collectives de gestionnaires de talents comme vous en disent beaucoup sur ce qu.'il est possible de faire quand on donne la priorité à l.'humain et à l.'expérience collaborateurs.

C.'est pourquoi dans ce manuel, nous avons rassemblé les témoignages de plus de 30 professionnels de la gestion des talents et spécialistes du secteur.

Vous recevrez des conseils pratiques, donnés par quelques-unes des entreprises les plus visionnaires pour la gestion des talents, comme Amex, AstraZeneca, BJC Healthcare, Fujitsu et Vulcan, pour n.'en citer que quelques-unes. Et vous pourrez profiter d.'idées avant-gardistes et de nouvelles approches en matière de gestion de l.'expérience salarié, développées par des chercheurs et des experts d.'organisations comme Bersin, Brandon Hall Group, Fistful of Talent, Fosway, HR Examiner, Lighthouse Research, RedThread Research et Towards Maturity.

Voici un aperçu de quelques conseils partagés par nos experts.

Josh Bersin – Bersin Academy
Remember that "the customer experience is dependent on the employee experience." Every time we make employees' lives better, we better serve customers. Look at the common "moments that matter" at work first, and flatten these issues completely. Onboarding, job changes, relocation etc. Every company can look at these topics and map out better solutions.

Dani Johnson – RedThread Research
Personal talent experiences and the organization's processes that drive results should fall under one approach. Strong talent and development strategies overlap individuals natural desires to learn and develop, with the organization's needs. This happens in organizations where they understand and communicate the skills they need to succeed, and then motivate employees to develop them.

Michael Rochelle – Brandon Hall Group
Organizations spend their time developing a more flexible, agile and diverse workforce. The key to building this workforce is providing employees with opportunities to grow – personally and professionally. Meaningful work, an attentive manager, and rewards and recognition motivate employees, and smart organizations work diligently to provide this environment.

Julie Winkle-Giulioni – DesignArounds
While organizational processes are necessary, no one develops from annual mandated activities. Employees around the world report that their success boiled down to three factors: Trust – leaders whom they trusted to provide meaningful feedback and to have their backs. Belief – leaders who saw something in them they may not have seen in themselves. Ongoing conversation – leaders who prioritized accessibility, listening and dialogue.

David Wilson – Fosway Group
Seemingly every aspect of the employee lifecycle must now be a great experience. And in a talent deficient economy, it cannot be taken for granted. Employers are increasingly recognizing that the commitment they expect from employees has to be earned and nurtured. But remember, real experiences come from what people do and how they behave, not from a company's processes and systems.

Jane Daly – Towards Maturity
High-performing learning cultures are the most successful at creating heuristic experiences that build value. They continually upskill and network with key experts to enable self-determined experiences, not just self-directed, which just focuses on content rather than the experience of a learner consumer-centric ecosystem.

Steve Simpson – Keystone Management Services
Create an environment where people demonstrate a hunger and expectation for learning and growth – aimed at strengthening the aspirational culture. People won't be "punished" (through extra catch-up work) for attending professional development initiatives. Leaders and employees will show a real interest in hearing what others have learned.

Tim Sackett – HRU Technical Resources
If you suck at something, technology does a good job at amplifying that! So, before you can deliver a great employee experience using technology, your employee experience design should be great without it. Then the technology will help you deliver that experience more consistently and faster than ever.

Ben Eubanks – Lighthouse Research and Advisory
We can create more people-centric workplaces AND drive more value for the business. Engaged companies can outperform disengaged companies by 150 percent. We've seen this play out in our research again and again: companies with better revenue, engagement, and employee retention see talent differently, treat talent differently, and they don't apologize for it.

Jason Lauritsen – Engagement & Culture Expert
If you find that taking a people-centric approach to employee experience is in conflict with your organization's processes, then those processes are broken. Sure, you can try to mitigate the impact of those processes, but you should also address what processes are out of alignment with how people do their best work and fix it.

Un parcours collaborateur entièrement personnalisé
Ces noms ne font référence qu.'à quelques-uns des douzaines de contributeurs qui ont partagé leurs idées avec nous et avec vous aujourd.'hui.

Une fois la lecture de ce manuel terminée, vous serez armé de nouvelles idées et stratégies efficaces qui vous permettront d.'offrir des expériences personnelles plus stimulantes à vos salariés dans les moments qui comptent, tout en créant de la valeur pour votre organisation.

Téléchargez ici notre Manuel indispensable pour créer des expériences exceptionnelles au travail.

Obtiens tout de suite !