NEW APPROACHES IN HRM

7 excitement - and anticipates needs - before they can descend into discontent. POSITIVE EMPLOYEE EXPERIENCE Human Resources, Internal Communications and Leadership must successfully address these (and many other) touch points to drive the employee experience. The same level of critical thinking that’s been directed toward customers’ needs to be matched to meet the needs of their entire workforce. The Company’s success and the customer ’ s satisfaction depends on it. THE EMPLOYEE EXPERIENCE AND THE CUSTOMER EXPERIENCE ARE INTERTWINED LIKE A ROPE Properly aligned, the two braids make the other immensely stronger; capable of lift beyond the sum of their parts. But when mismanaged, they wear the other down, fraying both experiences and straining the company’s ability to please either. Employee Experience encapsulates what people encounter and observe over the course of their tenure at an organization. Every company invests in the customer experience. And as organizations i ncreasingly recognize people as their greatest assets, they’re investing in the employee experience as well. With unprecedented changes to our society, economy, and businesses, the way employees experience work has become more important than ever before. Yet as critical as it is to an organization’s ability to navigate disruption, transformation, and economic uncertainty, research from Deloitte shows that only 9 % of the business leaders believe they are very ready to address the issue. QUESTIONS I. How does your company represent itself to employees? What is the gap when compared to how the company presents itself to consumers? II. Are you tech-savvy or lagging behind? III. What’s the vibe of your workspace? IV. What are the perks of the job? Are they tangible or intangible benefits? V. What’s the on boarding process like for new hires? VI. Does ongoing training set employees up to succeed? VII. Is employee effort mirrored by leadership, and appreciated? Are the opportunities within the company clear and worth pursuing?