As a consumer, you appreciate a beautiful product, sold in a neat package by a friendly salesperson in a store where it is pleasant to walk around. Companies have long understood the value of providing a great “customer experience” to build loyalty and add value. What if, as a human resources manager, you considered every employee as an HR “customer”? This is the premise behind the “employee experience,” aimed at guaranteeing the well-being of each employee in order to attract and retain their best people.
When the employee experience is good, they will be encouraged to perform well; both of which positively affect the company’s performance. The First step is successful integration. Onboarding that makes people want to stay and get involved must follow a plan designed according to the position, the team involved, the location and the tools to be mastered to work. Sixty (60%) of companies rely on a software solution to ensure the quality of this integration phase. Are you one of them? Cegid Talent’s talent management suite helps newcomers build quality relationships with their new colleagues. For example, it invites them to interact via a portal dedicated to different internal communities.
No rocks in these shoes
Essential, but there is more. The employee must feel that he or she is important to the company. The manager will therefore have to regularly review their objectives and missions with them and push them to evolve professionally. The under-30s are particularly sensitive to this form of support. The Performance and Skills module aims to formalize these objectives and create tailored performance assessments. It lets you implement processes that will be in line with your own human capital development and management standards. Integrating it with the Training and Development module ensures that you can then build customized learning programs. You can indeed, discover your intrapreneurs by giving your employees the flexibility to express their ideas for projects and initiatives. They can include their project objectives in the continuous or annual evaluation, while remaining in line with the company’s objectives. During virtual meetings between the employees and their managers, if a need for support and development is felt, managers can select, or even create a concrete development plan, with the possibility of modeling a training path specific to their employees via the activities indicated in the training catalog, or simply identify the need for mentoring to guide employees to bring their ideas to life.
To go further in this logic of employee well-being, it is also recommended to regularly take stock of the “pebbles in their shoes:” the weak points in an organization that make their work more complicated on a daily basis. These can be issues of ergonomics, internal communication or difficulties in responding quickly to customer needs. If properly addressed, these aspects will improve the productivity of the entire company.
This ability to challenge the company’s practices echoes the company’s ability to change society as a whole. However, the question of the meaning; the raison d’être of the organization and its impact remains as the primary reason for employees to commit and engage with pride. Reflecting on the quality of the employee experience is therefore the beginning of a virtuous circle that benefits the employee, the employer and its entire ecosystem. So, let’s start at the beginning: where do you stand with your onboarding methods?