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What is People Experience about?

The relationship between employee and employer has changed in-depth. Climate Change, Diversity, Well-being, Hybrid Workplace, the “Big Attrition” and the current Talent War… drive companies to rethink their Business Model and their Human Capital Management Model. Progressive organisations are shifting from an employee-centered value proposition to a human-centered value proposition that treats employees as people, not workers. People experience is key.

Employees are People, not only Workers

Post Covid-crisis, a record number of employees are quitting or thinking about doing so: 40% of employees stated that they are at least somewhat likely to leave their current job in the next 3-6 months, according to a recent McKinsey research. And attrition may accelerate, as people are willing to quit without another job lined up.

Organisations that take the time to learn why—and act thoughtfully—will have an edge in attracting and retaining talent. It is all about people experience.

If the past 2 years have taught us anything, it’s that employees crave investment in the human aspects of work. They want a renewed and revised sense of purpose in their work. They want social and interpersonal connections with their colleagues and managers. They want to feel a sense of shared identity. In addition to pay, benefits, and perks, they want to feel valued by their organisations and managers. They want meaningful interactions, not just transactions.

Rethinking more Responsible Organisational Models to improve People Experience

It is time to rethink more responsible organisational models to better meet employees’ expectations and encourage their commitment.

• An organisation designed around the customer experience as much as the employee experience, by working on all the elements of the employee’s “experience”: recruitment process, onboarding, work environment, management, career development, skills development, well-being etc.
• A Learning organisation, able to evolve by taking into account customer and employee data, with a culture and tools that allow for critical feedback and analysis of data.
• With a Management able and skilled to give meaning to multiple teams.

5 main drivers to improve People Experience

1. Employer Branding and Talent Acquisition

Develop a full talent acquisition strategy to recruit & onboard the best fit for your company.

Turnover and the so-called Great Resignation cause a significant imbalance in businesses of all sizes and sectors. Higher salaries among candidates and current employees went up 20 percent since 2020. As a result, recruiting and retaining the right talent is a constant challenge, which concerns almost all leaders today.

• Automate the Talent Acquisition process in order to improve efficiency and allow recruiters more time to build relationships with candidates.
• Provide a full and scalable Candidate Experience.
• Ensure the cultural fit with the company DNA and its core values.
• Improve quality-of-hire.

2. Talent & Competencies

Align your skills with your strategy. Make your People responsible for their career. Retain your People.

• Manage career and mobility. Build an opportunity marketplace for your people.
• Make the competency framework an operational management lever, not a complex and useless competency tool. A competency framework must be simple, with specific descriptions based on observable facts, and operational with a common language to identify common skills between jobs.
• A reference framework for jobs and skills must be aligned with the operational staff based on a defined and validated architecture to ensure operationality and allow homogeneity in the results.
• To be a real tool for managing human capital, it is necessary to start from a transversal approach.

3. Learning & Development

The current context that is driven by the post-pandemic world and continuous change emphasises the importance of Learning & Development. This path to a ”Learning Company” involves both organisational and cultural changes. This implies the strong digitalisation of learning methods (Mentoring, Coaching, Content, etc.) and involvement of all employees and management in this corporate dynamic.

People Development at the heart of the new Post Pandemic Organisation. Personalised learning strategy.

• Hybrid Working is the “New Normal”.
62% of employees worldwide looking for hybrid and remote work solutions. Post Pandemic, while many professionals are being offered the chance to ease back into office life, an overwhelming majority of them simply can’t imagine going back to the old ways. In fact, the number of remote workers continues to grow.
2020 saw people forced to work at home from a laptop. 2021 saw people choose it. 2022 will see more people than ever learning and developing the skills they need so that they can get a remote position and leverage the benefits it brings.

• Organisations must now share the responsibility of creating a quality learning environment.
Reskilling, upskilling, and cross-skilling are all about fulfilling existing employee potential.
Reskilling means learning new skills to transition into a completely new role – very useful if a business is restructuring but wants to hold on to its talent
Upskilling is where employees are taught additional skills or their existing skills are improved to help them bring more value and expertise to their position. It may also be to prepare them for a promotion.
Cross-skilling is the learning of new skills that can be lent to different areas to improve collaboration and support.
With experts predicting that about 50% of all jobs will require upskilling, re-skilling, or cross-skilling to meet the needs of the market (or to fill the skills gap) in the next 2 years, there is a lot of training to be done.

New tools, new working styles, new mindsets, new processes, new capabilities, new qualifications, and new certifications.

• What makes you human is what makes you powerful.
It is vital to invest in transferable soft skills and Human-Power while redesigning positions to give more credit to the power of being human.

4. Engagement

Give a voice to your employees to reinforce Commitment. Measure and Act on Engagement drivers. Work & Adapt the Engagement model.

• Give a voice to your employees through Engagement Survey and Employee Listening.
• Real time: the results must be delivered immediately or within a very short time after the handover to allow timely action.
• Piloting over time: the main thing is not the result obtained but the evolution over time. Therefore, continuous management in a continuous improvement process must be planned from the start of the project.
• Compare all your feedbacks with benchmarks.
• Localise: share your surveys at the team level to precisely meet local expectations and act quickly on the identified irritants.

5. Well-being

• Hybrid Work and Covid 19 have an impact on People Health and Engagement.
• Mental illness leads to $1 trillion loss in productivity.
• 49% of employees are saying they feel burnt out.
• Making People Healthier ensures a better and sustainable Performance.
• Get feedback from people with the help of well-being surveys and define action plans.
• Organise wellness events aligned with corporate and social responsibility objectives.

Surveys and studies all over the world underscore the many ways the pandemic has irrevocably changed what people expect from work. The landscape will continue to change as companies try out new hybrid-work approaches.

Progress in any area of the human deal and People Experience improvement can provide benefits that include:

• 28% Increase in employees who are likely to recommend the organisation by delivering deeper connections
• 40% Increase in high performers by delivering radical flexibility
• 6% Increase in intent to stay by delivering personal growth
• 7% Increase in employees’ physical, financial, and mental wellness by delivering holistic well-being
• 9% Increase in employees who are highly likely to accept the job again by delivering shared purpose

For CEOs and top leaders, time has come to hit “pause” and take the time to think through the next moves.
They should include their employees in the process to help shape the plan and solutions. Here are some key questions to answer while taking stock:

• Do our leaders motivate and inspire their teams and do they lead with compassion?
• Do we have the right people in the right places?
• How strong was our culture before the pandemic?
• Is our work environment transactional? If your only response to attrition is to raise compensation, you’re unwittingly telling your people that your relationship with them is transactional and that their only reason to stay with you is a paycheck. Your very best people will always have a better cash offer somewhere else.
• Are our benefits aligned with employee priorities?
• Employees want career paths and development opportunities. Can we provide it?
• How are we building a sense of community?

Learn more about our Employee Experience solutions