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 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 Buy Bulk SMS Service 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. There should be pulse or transactional surveys, tenure interviews, employee roundtables, listening visits, one-on-one sessions, and other listening positions to understand and engage with employees on an ongoing basis. And get some guidance on survey design and deployment. I've seen some employee surveys that would make your head spin: make them make sense; make them actionable; and do something with what you hear. Separate functions and disciplines, to listen to collaborators the report states that hr tends to have a one-size-fits-all approach or one-off engagement, as they call it, which makes hr teams focus on performance, diversity, well-being, workplace design, etc. As singular initiatives throughout the year rather than as integrated disciplines that must work together. Develop an employee experience strategy that includes understanding your employees, their priorities and preferences, and their desired outcomes, so you can design a complete, integrated experience that meets their needs. Listening to employees is a necessity getting employee input should never be in question; it should be on the priority list, always.