In our last post “An introduction to Employee Experience Concept”, we approached a bit about the “Why its an important concept”, “How it is measured” and “What can an organization promote to achieve a good Employee Experience Index”. This methodology is inspired on the design thinking approach were the “notion that empathy for human needs and values is vital to good design”, and where the design thinking process starts with the stage of empathizing, followed by defining, ideating, prototyping, and testing.
The idea of Employee Experience Design is to build, organizations in which their change management strategies are centred on human (basic) needs, not only when its time to think in a new product, but also when its time to structured work teams, to plan their breaks, or when its time to talk to your employees, to give them a structured feedback or to manage with them some kind of situation. Workers will follow the example, they will be inspired by their leaders, by the culture of their workplace, and when the time comes to listen to your costumer or to give them feedback about a project, to solve with them some kind of situation, your workers will have the skills to manage all those situations as they have been inspired by the culture of their workplace – it’s often called leading by example (that we will describe in more detail in our next blog post).
The psychologists Edward Deci and Richard Ryan on their research and book “Why We Do What We Do: Understanding Self-Motivation” “demonstrate that people’s intrinsic motivation and performance is strongest within an environment that nourishes their basic psychological needs for autonomy, competence, and relatedness.” And the conventional change management approach frustrates all three of these needs. It’s time to rethinking how we design these change management interactions (read more about rethinking performance management).
All the efforts of your change management strategies should be focused on human needs, “on creating an environment where people want to show up!”, employees and customers. Learning to listen, will help to create empathy.
Empathy will help you build relationships based on trust and mutual respect, into that kind of relationships is, from far, more easy to give a constructive feedback.
“If we are to break cultural barriers, we must have respect for each other and build trust. If you like a person, those cultural things don’t matter. If you trigger irritation or defense or create uncertainty, you will get irritated and focus on the cultural differences. (…) To build trust and respect, you have to listen… in a cultural situation you make mistakes all the time, and then you have to be responsive and see how people react, and if you do this, you get useful feedback. And then you have to be willing to change to show respect for the person in front of you. These are not hard things, but they are hard to keep doing over and over”.
You might be thinking: how it is possible to manage all the information’s, conversations, feedbacks, to then design a useful Employee Experience? Well, it's here where it shows up the concept of people analytics (which we also explained in the post “people analytics”. Nowadays a big amounts of data is needed to be managed in Real-Time, and for that we have the help of technology in the shape of software’s and platforms, that help us to design, customize, automate, and streamline our employee experience journey, with fields like: hiring, establish and monitoring of goals and milestones, compensation, real-time monitoring to prevent mental fatigue, coaching, feedback, employee status or job status or even to help to maintain communication across remote offices and remote teams (an example is Slack, were teams can communicate and also connect apps that they already use to a better automated and coordinated teamwork) and also those software’s and platforms help us to ensure that the employee experience journey is supported through mobile and social platforms, why is this feature important? Because according to PwC research, by 2020, nearly half the global workforce will be Millennials.
But also remember that “they (Millennials) have other driving forces, more in terms of ‘what’s in it for me’?”. So is not just about how to manage, but also why they should spend their time on your company, and what can they expect to experience on their journey.
“Jacob Morgan, the author of The Employee Experience Advantage, writes that as we shift to the future of work, where organizations are focusing on the reasons why employees want to work versus the need to work, it is important to understand employee experience.”