Attract new talent by evolving employee experience

As organisations continue to shape their workforce strategies to adapt to a constantly changing world of work, the Great Resignation remains a concern as employees continue to reflect on what matters to them, both professionally and personally.

To successfully navigate this ongoing phenomenon, organisations need create meaningful work for people, seek feedback on the employee experience, and cultivate a culture where employees are engaged and fulfilled, said Gavin Morse, Senior People Scientist, Culture Amp.

Speaking with HRM Magazine Asia, he explained, “Such organisations are not only well positioned to predict and prevent employee turnover but are also well placed to secure new talent entering the market for the first time. The opportunity for all organisations now is to use the Great Resignation as the platform to secure executive commitment towards improving employee experience.”

“The opportunity for all organisations now is to use the Great Resignation as the platform to secure executive commitment towards improving employee experience.” – Gavin Morse, Senior People Scientist, Culture Amp.

Morse reminded employers that they are competing for talent with organisations that are invested in providing fair compensation, flexibility at work, and recognition for their employees. To rise above the competition, leading organisations are now taking an active role in caring about and supporting the overall mental health and wellbeing of their employees.

“More so now than ever, employees are attuned to the experiences of diverse people. Organsiations are expected to be moving the needle on creating fairer and more equitable outcomes for all people,” Morse added.

He also highlighted how attracting great talent starts with ensuring a great employee experience, where leaders have a deep understanding of the role their organisation can and should play in the lives of their employees, in terms of being a great place to learn and grow, where everyone feels included and celebrated.

“The only way to do this is through surveying your current employees, understanding where there are opportunities to improve, and then treating this as a priority in terms of creating change.”

And while surveys continue to serve as an important tool, a lack of action will render them ineffective. “Acting and communicating this to employees sends the message that their feedback is important and matters. If we survey often and fail to act, this is a signal to employees that their feedback is not taken seriously,” Morse cautioned.

Creating a great onboarding experience

For new hires, the onboarding experience remains pivotal in allowing them to be successfully integrated into the organisation that they are joining, despite the challenges posed by a hybrid or remote working environment.

New hires offer the opportunity to cultivate the culture and environment that is going to help organisations move forward in the right direction and because they are highly engaged and motivated, setting them up for success should be a high priority, Morse said.

While there is no one-size-fits-all solution, start by auditing current processes through onboarding surveys, he highlighted. “Using driver analysis, you can quickly identify which parts of the employee experience are helping to drive better onboarding outcomes, and which parts which might need a rethink. At the end of onboarding, look to ensure employees are clear on what is expected of them, that they feel confident in the role, and that they are equipped with the right tools and resources.”

The true barometer for success of the onboarding process, however, is for employees to feel like they belong at the organisation and that they made the right decision to join. To then retain this talent and ensure they want to stay and grow with the organisation, employee experience must continue to evolve.

Morse explained, “Organisations, out of necessity, are more dynamic than ever before. We can expect to see that this rate of change is going to impact the employee experience unless there is thoughtful and deliberate action designed to cultivate a positive employee experience.”

To continuing evolving, he recommended the adoption of a Collect, Understand, and Act methodology, which involves collecting feedback from employees, seeking to understand the results, and taking action to drive meaningful improvement.

Describing this as a continuous cycle, Morse continued, “We should work towards improving the employee experience with no end state to this work in mind. In the short term, quick wins can come from focusing on creating transparency and clarity for employees by encouraging candid two-way conversations that foster trust.”

He also urged organisations to use the current period of uncertainty and change to challenge the status quo, especially as it relates to flexible work. “Do employees really need to be in the office? Is that 8.30am meeting necessary to attend in person? Showing flexibility demonstrates that you care about employees and understand that work is not the most important in their lives, and nor should it be,” Morse concluded.

Join Gavin Morse at HR Tech Festival Asia 2022 on Thursday, May 12, from 2-2.30pm (SGT), where he will discuss the core aspects of the employee experience organisations should focus on in his session titled, The Great Onboarding.