The first time I heard about the implementation plan to enhance the employee experience, I thought ‘what an amazing idea’. A deviation from the usual service orientation to offer something much more meaningful-which in turn could ignite a deeper connection with our people.
After a lot of reflecting, I’m certain that if we want to go to the next level in talent management, we have to go in the same direction with our employees. Meaning we have to change our approach, from the actual engagement process (which is often tied to the idea that providing the right perks and environment for your workers will boost engagement) to intentionally trying to create a true experience that should transcend beyond our companies.
What is the people-centric employee experience?
The people-centric employee experience is what happens when an employee interacts with the organization. The experience of the employee should be built on each interaction within the company at all levels, for example, their interactions with colleagues, bosses, and within their teams. The relationship starts at the very beginning of their journey, the application and the recruitment process and continues until their exit when they leave. It is essential that the focus remains on the quality of the relationship as it’s all about the journey, not just the destination. The employee experience should be built on impactful moments experienced by the employee through the journey map, or the talent road map.
The ‘everis employee experience’ is focused on engagement, inspiration, empowerment and being able to work in our beautiful work space/environment.
The foundation of this concept is from Positive Psychology by Martin Seligman of Pennsylvania University. Positive psychology studies the foundations of well-being and happiness as well as the strengths of human virtues. Seligman has conducted wider studies in the field surrounding happiness at work and the components necessary to make this possible.
The study considers the following basic elements of people’s habits –which correlates to their happiness at work:
- Purpose. Making sense of the work and the task ahead, whilst also having a vision.
- Control. Having awareness and taking control over their own professional life.
- Progress. Feeling there is career advancement and opportunity for potential, and with improvements, you evolve. A happy organization must foster these conditions, in order for its’ members to thrive within a dynamic development. It also implies having an honest dialogue based on expectations, values and professional objectives.
- Connectivity. Relationships at work. To promote a closer and less hierarchical vision and above all, to facilitate strong relationships where positive emotions can flow.
- Values. Knowing your values and living them, day to day at work.
- Recognition and saying thanks: To recognize and to give feedback but from a positive and appreciative outlook. Make people visible, “to me you are important”. People need to feel appreciated and recognized.
Both happiness at work and the notion of optimism in organizations are key aspects to define a differential employee experience that attracts and engages talent. And, above all, to gain competitiveness. This is a vision in line with new emerging values a conceptual approximation to the emotional-social intelligence.
With this vision and our employees’ input about which for them is the moment of truth, we have defined our employee journey map. There are five moments that are important for employees: falling in love with the job, feeling welcomed, enjoying the walk, growing and seeing further initiatives.
Our task is to promote a friendly environment and social relations, to enhance our employees’ careers, to improve the positive feedback and recognition, empower our people to have control of their own professional development, and also push our self-knowledge.
But we don’t want people to feel better, we want people to live a differential experience. Measurements are carried out to identify gaps between the current experience and the preferred experience which helps us adapt and meet employees’ needs, leading to new actions focused on improving the employee experience and working culture.
There is a clear and solid link between the employee experience and the customer experience that is solidly supported by data and statistics which have a direct impact on business results.
We focus on this approach because we are a people-centric firm based on placing our people in the center of all that we do. Whilst giving them the tools to create the most positive work experience thus enabling them to evolve, develop and also love what they do. Because when the people surrounding you are happy or at the very least content, it is indeed magical, and this is the basis of the ‘everis magic’.