Employee Experience at the Core of Customer Strategies
It has become increasingly clear that customer experience (CX) is not just about good sales skills or customer service. It is about the overall experience of the customer from start to post-purchase. Customers are focused on not just what they are buying but also on how they are treated along their entire journey. Good CX has consistently shown to help increase price premium, impulse buying, and loyalty. Consequently, one bad experience can drive a customer away forever. Customers pay for your products or services, but it is your people who can really deliver the experience.
Audrey says, “As it becomes clear that we are headed for a hybrid/blended model of work, employee experience (EX) has to be a key focus area for organisations. Organisations will have to support remote work and simultaneously evolve their physical workplaces so that employees have the choice to come into work. But business leaders and HR will definitely have to come together to re-evaluate their policies around employees and improving EX – irrespective of where they choose to work from.”
The Role of Productivity in the Digital Workplace
Productivity has been at the core of an organisation’s desire to be a digital workplace. Tim says, “A digital workplace is one that has the capability to support any employee to access the process, information or system they need on their device of choice, in their moment and location of need. In the wake of the pandemic, the digital workplace went from being a ‘good idea’ to an ‘absolute necessity’ – and the seeds were sown to build true digital workplaces, years ahead of plan.”
This is the time to retain that focus on productivity. A lot of energy is being spent in defining and measuring productivity. The focus seems to have shifted to how to get the best out of the remote/hybrid workforce. It is time for business leaders and HR to go back to the drawing board to re-define what productivity means to their organisations.
Tim says, “The focus should be on enabling productivity rather than on monitoring activity. Productivity is an outcome, not a process. So, measure the outcome, improve the process. Productivity will be driven at an organisational level through removing friction from overall operational processes, to make things more streamlined and effective to create more value.”
The True Implication of Flexibility
There has been a rapid shift in practices around working from home and flexibility. But it is time now for organisations to create a framework (policy, performance expectation and management) to manage these practices. Many companies do not really understand the implications of flexible working to their business. In fact, they may be unaware of shifts in work patterns that have taken place in the last few months and the impact these shifts are having on the business.
Framework around flexible working should be backed by data and an understanding of the feasibility of such practices. If your employee has to work on her compulsory day off, then you do not have a truly flexible work practice. This will have a negative impact on employee experience and ultimately on your business.
The Evolution of Employee Engagement
Audrey says, “One of the areas that business leaders and HR will have to bear in mind is that despite flexible working hours, employees might be overworked – it is emerging as a common problem with working from home. It is common that many employees are working longer hours.”
Ecosystm research finds that some organisations have been evolving their HR practices, since the start of this crisis (Figure 1).
But more needs to be done. Organisations have to work really hard to replicate their employee engagement and social hours in the virtual world. It is critical that organisations design mechanisms of keeping employees connected – to each other, as well as to the organisation. “Virtual social groups” not only provide this connection, it can also be a rich source of input for HR and wellness teams to quickly adapt their programs to meet the changing needs of employees.
Shift in Managerial Styles
Performance management has been traditionally done through annual cycles, and by monitoring and tracking. In the Future of Work, organisations will have to increasingly give their employees the choice of working from home. Meetings, check-ins, 1:1 and team huddles for close monitoring will not work in this remote/hybrid model.
It is time to stop close monitoring and really focus on outcome-based management. And this will have to start with re-skilling people managers. Training should be provided on softer skills such as emotional intelligence, being able to sense across boundaries and digital spaces, and being able to be responsive to employees’ needs. The people manager must evolve into being a coach and a mentor – internal coaching and mentoring networks will have to be established. Line managers, business leaders and HR teams will need to collaborate more to ensure that these skills are developed and that the right support system is in place.
For more insights on how organisations should evolve their Future of work Work practices to strengthen their agility and market competitiveness, read the report.
How will video calls work with employees in the office and at home? If employees in the office are docking their laptops, they immediately lose access to the camera. If they have monitors on their desk, they might not even be able to work with the laptop open. If they are in an open-plan office, the regular video calls might be distracting.
What is the role of meeting rooms in the hybrid workplace? With social distancing an expectation in many countries today, the role of meeting rooms has changed. They will cater for fewer employees, and there is a growing need for them to be video-enabled.
How do you manage hybrid meetings – where maybe 3-5 employees are on a single camera? How do you ensure every voice has equal weight – and that the right employees have their fair share of voice on the calls.
How do you support employees who are moving between locations? You must focus on self-help services and automating as much of your Service Desk capabilities as possible.
How can IT support social distancing in the office? Many companies are scaling back their hot desk environments to ensure there are fewer shared working environments.
How will the changing location of employees impact business processes? Many of your processes were designed assuming employees were on site. You then redesigned many of them to assume they were not. Do you need to rethink them again?
Does the application strategy work for all employees? There has been an increase in employees accessing applications from mobile devices – sometimes that was because it was a better experience, but too often it was because it was the only option. Is it time to rethink access and interfaces to make them relevant for all users?
How do you keep employees and their data secure? Employees might move between secure and unsecured networks, work and home devices, on-premise and cloud applications. How do you keep them secure, backed up and synchronised – regardless of their device or location?
The move to hybrid working might not be a smooth one. The last thing you want to deliver is a poorer experience at one location versus the other, so you have work ahead in keeping your employees productive and secure – and hopefully, you’ll also move further down the path towards a Digital Workplace that can enable and empower all of your employees.
If you are a Tech Buyer, you can visit the research module to take part in this study and gain access to a benchmark of how you compare to your peers in regards to your organisation’s response to COVID-19.
For more information on Ecosystm’s “Digital Priorities in the New Normal”, please contact us at email@example.com