员工的经验

The employee experience is everything an employee encounters, feels and perceives at work. 它包括他们工作的物理环境, 组织文化和员工薪酬, 福利和其他员工激励. 它涵盖了与员工的每一个接触点, 从他们的就业申请到入职, 培训, 发展和退出.

Three categories of employee experience contribute to an employee’s overall job satisfaction:

• 任务经验:让员工能够访问(以及使用)他们在工作中有效工作所需的所有工具和技术
• Social experience: Building an inclusive culture that gives employees opportunities to learn, 成长并与他人合作
• 实现体验:营造一种环境，让员工在工作和生活的平衡中得到他们想要的, 报酬，奖励和目标

提供高质量员工体验的雇主更有可能吸引和留住人才，并提高员工的绩效. When organizations focus on creating an experience that energizes and enables employees, 他们表现得更好，在工作中找到成就感. When employees recognize the impact of their work on their organization (and beyond), 感觉被赋予了力量并被倾听, 并因他们的行为得到适当的奖励, 他们感觉更投入.

创造最佳的员工体验, organizations need to recognize that they must start treating employees as individuals. That means they need to abandon their one-size-fits-all approach to the employee experience. 他们必须从个人层面了解员工，然后才能满足他们的需求，并相应地调整员工的体验.

你的员工经验是一个竞争优势. 你的组织只有在你的员工积极参与和富有成效的情况下才能保持高水平的绩效——如果你的组织专注于改善员工的福利. 在混乱和变革的时代尤其如此.

当组织倾听员工的担忧时, 当员工感到被倾听和被尊重时, 他们会对公司更加忠诚. 这种忠诚成为了束缚他们的纽带, so they’re a lot less likely to look for other opportunities.

更重要的是, 积极的员工体验是组织健康和可持续绩效的领先指标. 在创新方面，员工敬业度高的组织通常比竞争对手表现得更好, 生产力, 客户满意度和财务结果.

我们的研究表明，员工敬业度高的公司的净利润是那些敬业度低的公司的两倍. 他们的收入增长是2.比较低粘性级别的游戏高5倍. 当与低四分之一的公司相比时, organizations with highly engaged employees have 12% higher 客户满意度, 18% higher employee 生产力 and 40% lower employee turnover.

Engaging employees is a constant challenge — it’s not a one-and-done endeavor. 每一天，雇主都必须努力改善员工在整个生命周期中的体验.

有效的员工体验包括四件事. It balances the organization’s needs with employees’ needs and wants. It aligns with the priorities of your organization’s overall people strategy. 它对当前和未来的员工都是可信的. 和 it is meaningful to employees and drives their career decisions.

要创造一种激励员工的员工体验，请遵循以下五个步骤:

• 计划:考虑你的公司的独特之处. Consider your culture, employee profile mix and operating model.
• Design: Build the key elements of your employee experience program. 这些要素包括治理, 听节奏, 报告, 通信和经理支持.
• 倾听:通过多个接触点收集反馈, 包括脉搏测量, exit interviews and data analytics on employees who leave the organization.
• Understand: Identify critical experience gaps and pinpoint their root causes. 研究组织中不同人口统计群体之间的结果差异. 和, 当然, establish feedback loops so you demonstrate that you’re turning listening into understanding.
• 行动:制定解决经验差距的策略. 继续使用反馈循环来发现任何额外的轮班发生的地方，以及你可能需要做进一步工作的地方.

Employee experience consists of two parts: employee engagement and enablement. 即使是最积极的员工，如果他们觉得不能胜任自己的工作，也可能会对工作失去兴趣. 这就是为什么衡量员工的积极性以及员工是否在正确的角色和支持性的环境中工作是很重要的.

To measure engagement and enablement, you’ll need a variety of feedback loops. 年度员工敬业度调查可以创建一个基准. But they’re just the tip of the iceberg when you want to understand where you are today. 还可以考虑以下反馈工具:

• 脉搏测量，给你快速, continuous insight into emerging issues and areas of significant change
• 焦点小组
• Exit surveys to give you a more holistic view of the employee experience
• 候选人面试
• 表演对话
• 非正式的反馈渠道，比如社交媒体

The more real-time feedback you collect, the better chance you’ll have to correct course.

员工体验在三个层面上很重要:员工敬业度、留住和招聘.

• Engagement: A positive employee experience correlates with turnover and 生产力. 人们对自己的工作越投入, the less likely they are to leave and the more likely they are to invest their time, 组织中的能量和知识.
• 保留: It’s harder than ever to hold onto an employee today. 长期的工作任期已经成为过去. 但是，当一家公司通过一个有凝聚力的招聘过程来投资于他们的员工时，这个招聘过程将持续到有意义的, 深思熟虑的入职过程, 员工一开始就有了良好的开端，并且对加入公司和它的文化感觉更好. This positive feeling translates into continued 生产力 and happiness on the job.
• 招聘:候选人会在网上研究你的公司，并询问现任员工对公司文化的反馈. 你现在的员工越投入, 他们在网上分享负面评论或对潜在员工批评你的组织的可能性就越小.