At the start of the year, few people imagined they’d soon be working from home for the foreseeable future. Few leaders did, either. As such, when businesses around the world were faced with the prospect of transitioning to a remote work model in a matter of days, not months, some found themselves scrambling to ensure that important documents, information, and tools kept in filing cabinets and on on-premise computers wouldn’t be out of reach. Others managed a more seamless transition. They’d already transitioned to the cloud.
Most organizations have customer service philosophies. Examples include “Put yourself in your customers’ shoes” and “Put your customers’ needs first.” A customer service philosophy is defined as a group of shared principles that guide every customer interaction. Often, they are linked to the organizational mission, vision, and values. Customer service philosophies include references to honesty, respect, empathy, and making customers a priority. In thinking about external customer service philosophies, it raises a question. Shouldn’t organizations also have an employee (aka internal customer) service philosophy?
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 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?