EX as a driver of workforce transformation: It’s all about people

Many organisations would probably agree a positive employee experience (EX) can foster a strong company culture and drive key business objectives. Yet, many organisations are falling short in this area due to a variety of reasons, perhaps none more so than a lack of understanding of what their employees really need.

In today’s rapidly evolving world of work, EX is defined by a holistic approach that aligns individual aspirations with organisational goals, said Parul Sharma, a HR expert with around 20 years of experience across the industry with US and Europe-based MNCs.

Speaking with HRM Asia, she explained, “It’s about creating a personalised and inclusive work environment where every employee feels valued, heard, and included. This means fostering a culture that welcomes diverse perspectives and integrates them into decision-making processes. Personalisation ensures that each employee’s unique needs and career aspirations are recognised and nurtured, driving innovation and collaboration.”

Career aspirations can also be achieved through continuous development and empowerment. Providing opportunities for learning, skill development, and career progression through mentorship programmes, feedback mechanisms, and training resources shows employees that their growth is a priority, which further creates a more compelling EX.

Parul continued, “Empowered employees, who have the autonomy to make decisions and take ownership of their work, are more motivated and innovative. In essence, a modern EX creates an environment where employees thrive personally and professionally, driving organisational performance and growth.”

Naturally, a one-size-fits-all approach to EX does not exist, neither is it feasible, particularly in Asia and its vast cultural, linguistic, and socioeconomic diversity. “With a multitude of languages, ethnicities, and religions in Asia, it is even more imperative for organisations to develop localised strategies that address specific cultural nuances and employee needs,” said Parul.

Managing cultural differences, remains one of the primary challenges for organisations, she identified.

“A modern EX creates an environment where employees thrive personally and professionally, driving organisational performance and growth.” – Parul Sharma

Aside from personal backgrounds, employees from different countries and regions in Asia bring varied expectations, work ethics, and communication styles into the workplace. Organisations must invest in cultural competence training and create inclusive policies that respect and celebrate these differences.

Economic disparities also mean that employees have differing access to resources and opportunities. Tailoring individual EX requires addressing these disparities by offering flexible benefits and support systems that cater to varying employee needs, said Parul.

“The unique challenges of tailoring EX for a diverse workforce in Asia require organisations to adopt a nuanced, culturally sensitive approach that respects diversity, addresses language barriers, and considers economic disparities.”

Bridging the EX gap and reshaping workforce transformation with technology

Currently working at The Economist Group, Parul has spent the last two decades driving talent management and organisational success and has worked closely with business leaders on organisational design, leadership development and people and culture initiatives.

These experiences have continued to develop her passion as an advocate of people-centric approach, which she believes is imperative for all organisations. “As someone deeply passionate about a people-centric approach, I have witnessed firsthand how many organisations still neglect the vital role that EX plays in workforce transformation. To bridge this gap, organisations must prioritise key trends and such as wellbeing and mental health, advanced technologies, and continuous learning.”

With more employees feeling stressed and burnt out, it is perhaps unsurprising that the discussion around wellbeing and mental health is increasingly entering into the EX equation.  “Prioritising employee wellbeing and mental health would require better resources, support systems, and a culture where mental health is openly discussed and de-stigmatised. When mental health is openly addressed and support systems are in place, employees feel more valued, resulting in a more resilient workforce.”

As Parul alluded to, organisations should also embrace technology as a pivotal tool to shape EX, integrating tools that support remote and hybrid working models, continuous learning, and efficient collaboration.

Integrating advanced technologies like AI, machine learning, and predictive analytics, can further personalise EX by offering tailored experiences, predictive insights and streamlined workflows to enhance human interaction and keep employees connected, engaged, and productive.

However, while technologies are offering more and more opportunities to empower today’s workforce, organisations should not lose sight of what their employees need or want to be successful.

Parul described, “AI-driven analytics can provide insights into employee engagement levels, helping managers identify and address issues proactively. These technologies can streamline administrative tasks, allowing employees to focus on more meaningful and fulfilling work, ultimately making their work life more rewarding.”

“However, it’s crucial for organisations to balance technology integration with a human-centric approach, which includes creating newer types of roles dedicated to maintaining this balance.”

She recommended organisations to consider creating roles such as Employee Experience Managers, AI Ethicists, and Wellbeing Coordinators to support efforts in fostering a human-centric environment.

These roles, she explained, ensure that while technology enhances efficiency, the valuable personal connections and support systems are not lost.

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“Regular feedback loops, open communication channels, and a strong focus on employee wellbeing are crucial. Organisations that combine advanced technology with strategic human-centric roles see higher employee satisfaction and loyalty.”

“By thoughtfully leveraging technology and embracing new roles that prioritise human connection, organisations can enhance EX while staying attuned to their employees’ true needs and desires,” concluded Parul.