1, the employee experience and customer experience is equally important to the enterprise
If the employees in the process of the work do not feel the enterprise's attention to their own, no sense of achievement and values, the purpose of going to work every day is just to get off work, then this state of affairs of the employee How can there be to provide quality service to the enterprise's customers?
"Haijilao's assessment of the store manager only "customer satisfaction" and "employee satisfaction" of the two indicators. And most of the catering enterprises are different, Haidilao abandoned profit, profit margin, turnover, turnover rate and other assessment indicators, customer satisfaction and employee satisfaction as the focus of the assessment. Haidilao fully respect human nature, from the bottom of human nature online to meet. After meeting the bottom of the staff's survival and safety needs, it allows the staff to have full development and respect for the staff, so that the staff can get a strong self-driven force. Haidilao puts the interests of the employees in the first place, sets up a good vision for the employees, plans the future of the employees in the enterprise on this basis, and achieves the value of the enterprise in the colleague of the employees to realize the value.
Alibaba in the 20th anniversary of its founding, announced a comprehensive upgrade mission, vision, values. Among them, "customers first, employees second, shareholders third" is listed as the first of Alibaba's new values.
Improving employee experience and productivity go hand in hand, and employees who "feel their voices are heard" will work harder even without management oversight. A study in the US showed that "happy employees contribute an average of 20% more to productivity than negative employees". Positive employee experiences are essential to developing happy and productive employees. And such employees are more likely to stay with the company and attract more talented employees, which creates more value and drives company growth.
2. Social media amplifies the impact of employer branding
An employer's branding directly determines the company's image in the labor market and whether it can continue to effectively attract talent.
"If before the good or bad employee experience was a "family matter" between the employee and the company, now, with the explosive growth of social media and its spreading power, the good or bad employee experience can be spread thousands of miles by the second. " Once a few negative reviews of a company led to several talented people turning down an offer, and according to a survey by Collingwood, 75% of candidates research a company's reputation as an employer before deciding whether or not to apply for a position at a company, and 69% of those people would not apply if they found any unsatisfactory information.
One factor that cannot be ignored in influencing the reputation of a company's brand is how good the experience is. According to some data, 62% of candidates who are satisfied with their application experience would recommend the organization they are applying to to others, regardless of whether or not they end up getting a job offer. Spontaneous recommendations from third parties are always the best advertising.
The case of Ali's female employee being sexually assaulted continues to be a hot topic, and some netizens are also picking apart many of Ali's unreasonable employee experiences, which is undoubtedly fatal for an organization.
The employee experience in an organization is becoming more and more transparent, and the true feelings of employees working in an organization are spread through social media, bringing a direct impact on the employer brand and image of the company. A bad experience not only affects how an employee or candidate feels about the company, but also plants a time bomb on social networks that affects the reputation of the organization's brand.
3. Generation Z is more demanding in terms of experience. More and more Generation Z (born in 1995-2009) is emerging as a new force in the workforce, and their qualities are subverting the logic of human resource management in organizations.
In life, they pursue independent thinking, love individual freedom, and are passionate and decisive; in the workplace, they are equal, more eager to be respected, and are a more demanding generation in terms of work experience.
First of all, they never blindly follow the authority, reject the top-down indoctrination, "leadership" and "authority" are infinitely weakened in their lexicon, and they pursue the equal dialogue, hoping to have more opportunities to express their own opinions.
Second, Gen Z employees want something very different from what they used to want. Data shows that 71% of young employees are likely to leave their jobs within 2 years because the job doesn't develop their abilities enough. For Generation Z, work is not just about accomplishing the tasks assigned to them, it's about seeking meaning and creating value. They want to gain recognition and fulfillment from their work, and to feel that they are contributing to the company.
Therefore, in the face of such a new group, companies need to consider not only meeting their "money" needs, but also exploring from the low end of Maslow's needs to meet more of their needs for respect and self-worth. "In a world where money is no longer the primary motivator for employees, focusing on the employee experience is the most promising competitive advantage an organization can create."
Second, truly employee-centric to create the employee experience
Generally speaking, the employee experience is the sum of the employee's expectations and feelings at each stage of the work journey, each event, from the beginning of his identity as a candidate want to apply for a position in the company, and has been continued until they formally leave the company, the employee experience in the employee's association with the organization throughout the entire process of the period.
1, the elements of employee experience
Employee experience is like a large net woven with all the experiences and feelings of employees in the work process, all members of the organization, tangible physical conditions and intangible cultural feelings are all wrapped in it. It includes factors such as fulfilling and meaningful work, comfortable working environment, harmonious interpersonal relationships, sustainable career path, work-life balance, sense of personal value and fulfillment, and so on. Improving the employee experience requires the involvement of all functions in the organization, and cannot be a one-man show for HR.
For example, administrative students need to consider whether the office environment is comfortable and whether the office equipment is complete; O&M students need to consider how to use technology to automate their work and reduce the complexity of processes, such as OA; and team leaders can set clear goals and give real-time coaching and feedback, so that employees can make a difference in their work and be truly empowered. The next step in my work plan will be to break down and organize my work around this Employee Experience Factor List.
2. The employee lifecycle begins the day they learn about the company and continues until the day they leave. And the employee experience, formally penetrated in this whole life cycle. In the face of the new era of diversified, personalized needs of employees, digital technology to a certain extent can help companies to enhance the employee experience, but it is not the "master key" to open the door of the employee experience.
Only by integrating technology with the corporate culture and environment can we provide an engaging employee experience at every stage of the employee lifecycle, thus enhancing the happiness of every "screw" and every "gear". And that may be the beginning of improving the competitiveness of teams and organizations. With the introduction of the company's recruitment system, Moka, and human resources system, the entire HR+digital technology change has strengthened the horsepower, through digital products to build a good work scene, not only to improve the employee experience, but also to help HR from a large number of basic work to liberate.
According to my communication with colleagues in recruitment, training, employee relations, compensation, and corporate culture, I have learned that our HR department has done a lot of things, and made a lot of efforts, and very often they are as silent "devotees" in the organization. The committee can start by optimizing the existing work, through constant communication, feedback, small steps to let everyone perceive that "we are changing".
Third, the work plan
The first stage: collect the staff's feelings and check the industry report, we are now in the process, but in fact did not do a good job first rectification;
The second stage: we have done in the past, the staff also think that good, restart;
The third stage: continue to collect feedback, research their own experience, good, friendly, big manufacturers, Netflix, five-star restaurants, and so on, and so on.
The third stage: continue to collect feedback, research their own experience of good, friendly, big manufacturers, net red restaurants, five-star hotels, etc., and constantly improve the employee experience.