The 2021 Human Capital Trends Survey shows that 61% of executives have shifted their focus to work reimagination, as opposed to 29% before the pandemic. Additionally, 75% of organizations expect 30% or more of their employees to be working remotely and 25% expect over 70% of their staff to work remotely. Yet, remote employee burnout is on the rise with 56% of employees fearing being “always on”.
This means that enhanced employee experience will have to be delivered to employees where they are, in novel ways, and tailored to their needs, across the entire employee lifecycle.
Building engagement throughout the employee lifecycle:
Key moments that matter for diverse employee groups have been identified by organizations with leading employee experience practices. These moments can occur at any point during an employee ‘s tenure with a company, including:
1. Hiring and onboarding: Most companies are already digitising their recruitment processes. 4-5 interviews have been replaced by resume masking, brief applicant videos, pre-selected questions, and multi-evaluator panels. Automation, artificial intelligence, mobility, and data analytics are being used to hire the best candidates.
A remote workforce survey found that 51% of new hires did not feel empowered to work remotely. This can be resolved with a friendly onboarding process and frequent team and manager connections.
2. Performance management and retention: Performance management is moving in the direction of agile goal setting, frequent coaching conversations, wellbeing, engagement, transparency, and honesty, and moving away from metrics of attendance and output.
To ensure employees stay longer, organizations are aligning their people strategy, policies, and programmes with employees’ changed priorities. Purpose, social commitment, inclusiveness, diversity, and equity are now more important than role, compensation, or opportunities. Recognizing accomplishments and acting on employee feedback are key retention factors. Internal and external employer branding are becoming increasingly important in retaining key talent.
3. Exits: In the virtual world, organisations are focusing on exit management because it is difficult to identify early signals of someone considering leaving and the underlying reasons to do so. Exit interviews are now more important than ever, to ensure that employees leave as brand ambassadors, not disgruntled employees. Employers are increasingly looking to lead indicators to reduce attrition, using tools like predictive analytics, active listening, and “mass customization” of actions.
4. Future Workforce: Moving beyond “wellness programmes” to integrate employee total wellbeing into work is the way forward. The objective is to make decisions based on passion, enthusiasm, and motivation.
Employee experience and engagement will become more important for people managers. Employees will be able to connect and collaborate more easily. HR will need to reimagine work as an ongoing process, focusing on the human element.
Work is changing and we are looking to accomplish new work outcomes with innovative collaboration between people and technology. This change relies on both employees and technology. The human angle is not a mere aspect but core to the future of work looking at everything from a distinctly human perspective to forge a path forward.
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