In a 2019 survey, Deloitte found that 84% of business and HR leaders viewed improving the employee experience (EX) as important—and 28% considered it urgent. In the pre-pandemic world, with low unemployment and rising turnover rates, providing a positive EX was an essential talent attraction and retention tool. Then COVID-19 hit. The past few months have completely redefined what EX means and why it matters. In the early days of the pandemic, most businesses were concerned about staying afloat, and while they cared about supporting their workforce, the focus shifted toward the essentials—keeping people employed, healthy, and capable of continuing their work in the face of new challenges. But now that the employment market is starting to regain steam and companies are considering what the workplaces of the future will look like, it’s critical for leaders to reevaluate what employees need to be successful, and what kind of experience they want to provide. Author Jacob Morgan famously defined “The Employee Experience Equation” as 40% culture, 30% technology, and 30% physical space. But is that model still relevant, or have the ratios shifted as a result of the newfound emphasis on remote work? To help you evaluate and adjust your EX strategy, here are some key considerations to keep in mind.
The term “employee experience” is new and buzz-worthy, but the concept behind it is not. At the core of the employee experience come two critical building blocks: policy and process. Neither are sexy or groundbreaking. In fact, even the most astute and engaged HR professionals react to this statement with either a grimace, knowing how hard it is to make them exciting, or with a dismissive wave of the hand to say, “Obviously, the process impacts employee experience —everyone knows that!”
As organizations mature and grow, managing day-to-day requests and questions from employees can become a full-time job for HR professionals—holding them back from more strategic projects. This isn’t just bad for HR; it’s also bad for employees, who often have to wait hours or days for their request to get routed to the right person, often with little visibility into what’s happening. Modern HR case management tools can alleviate these issues and improve the experience for all by creating a streamlined and transparent workflow that all requests go through. Employees submit their queries, and the system rapidly routes them to the appropriate person, reducing manual effort on the HR team’s part and making it easier for people to track the status of their requests. If the system includes a searchable knowledgebase, employees can also check to see if their question has a readily available answer before they reach out to HR, saving even more time.
HR Case Management software can transform the HR function, reducing the amount of time your team spends fielding routine questions and making it easier for employees to access the answers and support they need. But since any new technology requires an investment of both time and money, it’s essential to frame your request effectively to secure buy-in from your leadership team. The strongest business cases are built around tangible business outcomes, such as an increase in your department’s productivity or a boost to employee job satisfaction. It can also help to paint a before-and-after picture of adoption, built around scenarios that your leaders can immediately grasp. To increase the chances that your project will be approved and funded, here are four compelling HR case management software use cases to consider weaving into your pitch.
Willard Marriott, founder of Marriott International, is famously quoted as saying “Take good care of your employees, and they’ll take good care of your customers, and the customers will come back.” It makes a lot of business sense. But it raises the question, what does “take good care of your employees” mean?
In the early days of the COVID-19 pandemic, the idea that this unprecedented situation could be anything other than temporary was almost inconceivable. Employees talked about “when things get back to normal,” and managers planned for short-term disruption, rather than long-term change.
The COVID-19 pandemic has highlighted the need for robust, nuanced, and responsive employee engagement surveys. With employee needs changing rapidly, it’s critical for HR professionals to understand how their workforce is feeling in the moment and over time. But while employee surveys can provide these answers and more, the quality of the data obtained is often directly proportional to the quality of the surveys themselves. Surveys that are poorly worded or not fully thought through can be more susceptible to a range of response biases, such as the desire to present oneself in a positive light or the tendency to gravitate toward categories expressing disagreement. These biases can skew the survey results, presenting an inaccurate picture of life at the company. But even if every response obtained is truthful and balanced, if few employees actually finish the survey, that picture will always be incomplete.