There has probably never been a more exciting time to be a talent professional. In the past decade alone there have been dramatic transformations and a redefinition of “work” for almost every region, industry and role – in organisations of all sizes. While transformation and changing expectations of people at work can present challenges, they also present HR leaders with fantastic opportunities.
As talent leaders, you face the practical realities of managing this rapid change and adapting your approaches in ways that make the experience at work more personal for every employee, while also ensuring you can deliver what your organisation needs, and prove the positive impact of your talent programs.
That's where this guide comes in.
Create a Positive Experience throughout the Employee Lifecycle
We believe the collective wisdom and experience of talent leaders like you speaks volumes about what can be achieved when you place a priority on the people, and their employee experience.
That's why we've included insight from more than 30 talent management professionals and industry experts from around the world in this handbook.
You'll get practical guidance from some of the most progressive, talent-focused organisations including Amex, AstraZeneca, BJC Healthcare, Fujitsu and Vulcan, to name a few. And you'll get provocative ideas and new approaches for managing the employee experience from prolific researchers and writers from organisations like Bersin, Brandon Hall Group, Fistful of Talent, Fosway, HR Examiner, Lighthouse Research, RedThread Research, and Towards Maturity.
Here's a look at just some of the insights shared by our 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.
A Truly Personalised Employee Journey
These names merely scratch the surface of the vast expertise from the dozens of contributors who shared their ideas with us, and with you.
By the end of this guide, you'll be armed with effective strategies and new ideas for creating more engaging, personal experiences in the moments that matter, for your people, in a way that creates value for your organisation too.