NEW APPROACHES IN HRM

15 that increasingly wants to shape their employee experiences as easily and naturally as they manage their consumer relationships. As work and workforces have grown more complex, it’s clear that Moments that Matter do not occur solely at specified career milestones. Employees experience critical moments on a continual basis, across physical, human and digital dimensions. The introduction of a mobile app that enables sales people to generate leads on the go, for example, can be a game changer. So can regular feedback sessions with your supervisor. So can the introduction of standing workstations. Each is important, and combined they can have a marked effect on an employee’s engagement and productivity. Moments that Matter are not confined within the four walls of the organization. Events in employees’ personal lives, such as the b irth of a child or the hospitalization of an aging parent, can have profound implications for an employee’s job performance and productivity. The design of employee experiences must take these external factors into account. For example, extending work-from-home options or providing onsite daycare can make it easier for employees to balance the demands of their personal and professional lives. Finally, while today’s diverse workforce has diverse expectations, there are generational similarities based on a shared age and experience. Gen Z graduates for example are looking for challenging work and career development opportunities, while preserving work-life balance. But in the end, like customers, employees want to be treated as individuals with unique skills, needs and ambitions. Companies that can provide graduates with a personalized, challenging EX will reap the benefits. Recent Gen Z graduates who feel their skills and degrees are being utilized are almost three times more likely to stay with their first employer for five or more years. Forward-thinking companies are acknowledging these increasingly diverse and liquid expectations and are taking a holistic view of workers’ needs and preferences. They are recognizing that employees want to have more choices when it comes to defining their experiences. In fact, 50% of company leaders plan to „ co-create ” experiences. In the same way that customers are loyal to brands like Zappos, Marriott and Virgin Airlines because of their people, it is the human interactions with leaders, coaches, teammates and other employees that are at the heart of workforce engagement and productivity. Human experiences are in high demand — even among digital natives. Face-to-face is the preferred way for 2017 graduates to interact with colleagues (39%), with web communication tools running a distant second (19%). Fifty-nine percent would rather work at a company with a fun, positive social atmosphere, but make a lower salary strengthening human experiences requires a culture of collaboration and HR plays an important role in this regard. Eighty-three percent of leaders agree that HR can improve employee performance by enabling and