By Natanya Rutstein
In last week’s post I shared with you the process of mapping the employee journey and discovering the moments that matter. How employees experience these moments will shape their overall work experience and satisfaction levels leading to sustained levels of engagement.
The 3 Environments
According to Marshall Goldsmith and Jacob Morgan in their book” The Employee Experience Advantage”, these moments will always all occur within one of the following 3 work environments:
- The physical environment encompassing workplace flexibility, multiple workspace options and reflecting the professed values of the organisation;
- The technology environment, which encompasses the tools and devices employees use to get their jobs done, and/or
- The cultural environment which essentially covers how employees feel at work, for example, do they feel valued and fairly treated? Do they feel part of a team? Do they feel that your organisation is committed to diversity and inclusion? These are just a few of the areas the authors refer to which make up the cultural environment.
Creating experiences in each of these environments for those moments that are important to your employees should not happen accidently. In the realm of customer experience management, these interactions with the customer are very carefully shaped and designed to exceed customer expectations at each of the significant touchpoints.
Many organisations have begun to apply the business tool of design thinking to build employee experiences in these three environments. Design thinking places the employee, as opposed to the organisation, at the centre of the experience and focusses on solving problems and designing solutions to create a simple, easy, quick and satisfying experience for the employee which aims to meet or exceed their expectations.
The model adopted to design employee experiences will no doubt differ from one organisation to another, but regardless of the approach your organisation follows, there are certain basic steps which should always be included. These are:
- Gathering employee feedback: Find out from your employees’ what kind of experience they feel you are presently creating for them. What’s working and what is not? What do they need and expect? The feedback should be gathered in real-time and as often as possible using multiple feedback points and mechanisms. This is the most valuable step in the design process and should not be cut short due to the amount of effort and time required to gather the right feedback at the right time and at the right point in the employee journey.
- People analytics: Analyse the feedback received to acquire the necessary insights to inform your design decisions.
- Solution design and launch: Based on the feedback received, define the kind of experience that your employees are seeking and which will motivate them to give of their best at work. Always make sure you respond quickly, as a delayed response and solution implementation will inevitably lead your employees to believe that their feedback has been in vain. Piloting your design is advised in order to test and adjust where necessary. Make sure that the design is communicated to the organisation using brand ambassadors and champions to promote and sell the various solutions.
Your organisation has nothing to lose and everything to gain by using design thinking as a tool to build the experiences of your employees in each of the three environments described above. So, don’t delay and pick 2 or 3 moments that really matter to your employees to kickstart the process.
The Talent Hub International can assist you in using the HappyOrNot terminals to gather continuous and immediate feedback from your staff to assist in the design of the employee experience. Send an e-mail to firstname.lastname@example.org should you need more information.