Intervention

How to improve employee engagement through employee experience

The employee experience is crucial for the well-being of employees and the success of the company. From selection to recognition, here's how to improve it

by Elena Falconi*.

3' min read

3' min read

Is the "employee experience" still a top priority in HR? A 2023 survey by the Society for Human Resource Management found that it remains the first or second priority for 46% of HR professionals: organisations that rate their employees' work experience higher tend to enjoy lower absenteeism, lower turnover, higher productivity and profitability.

But what exactly is meant by the term 'employee experience'? It is the set of interactions, emotions, beliefs and motivations that an employee experiences in the context of his or her job, from the first interview until the end of the working relationship.

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Planning a positive work experience starts with the selection process: job offers, interviews, communication with candidates, onboarding processes, are all elements that organisations should analyse as they provide opportunities to improve the employee experience.

It is crucial that organisations constantly keep up with the needs of workers. After the global pandemic, continuing to provide flexibility options that include working from home is essential. According to the latest ADP data, time flexibility is crucial for 29% of Italian workers, while 11% consider location flexibility important. 31% of workers aged 45-54 put flexible hours among the top priorities, 30% of those aged 25-44, while the percentage drops to 26% in the 18-24 and over-50 bracket.

Stress management and the impact of work on mental health are also hot topics, especially among the younger generation who are moving into leadership roles and want to ensure such care for their employees. From a practical point of view, what organisations can do to improve the experience of their employees is to first look at solutions that offer employee assistance programmes (EAPs), mental health initiatives, workplace wellness activities, and leave options in case of mental health issues. They should also check how informed employees are about existing tools and monitor that the company culture actually supports their use.

It is then advisable to check how employees evaluate corporate communication, through anonymous surveys for example. Transparent communication cannot be achieved without sharing the company's objectives and mission and, whenever possible, individual contributions should be valued, linking them to the bigger picture. When employees do not understand the motivation behind certain operations or changes, the risk is that they feel they are just one of many cogs in the machine, and this is a highly disempowering element. Regular team meetings enable managers to collect feedback on a regular basis. At the same time, strategies need to be put in place to signal that feedback has been heard and appreciated, even before demonstrating that corrective action has been taken.

Another element that organisations should pay attention to is the recognition and rewards to employees' contributions. What really matters is to tailor rewards to employees' interests: people need to receive recognition and rewards in line with their personal goals, values and desires. With this in mind, organisations should provide a wide range of reward options. At the same time, it is important that incentive programmes are transparent so that employees are clear about the conditions governing them.

Finally, it is essential that it is clear who in the organisation is in charge of the employee experience. In many organisations there is a lack of transparency on this aspect: identifying someone within the organisation, such as the head of human resources or another senior figure, who is in charge of improving employee experience is key to moving the needle. This should not be treated as a single initiative or project but should be integrated into every aspect of the corporate culture. To make this happen, it is necessary for HR and divisional managers to work together in defining the cultural and operational changes needed to achieve a positive employee experience.

Improving the employee experience can help increase employee engagement. Therefore, organisations should explore employee engagement and create systematic practices and processes to deliver an employee experience that retains and attracts top talent.

*Senior HR Director, Southern Europe - ADP .

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