Why should you care about the employee journey? Employees are the heart of every firm, while consumers are the lifeblood. They are the driving forces behind your business and the most critical components in developing and maintaining a healthy culture. Your employees assist in directing and driving client happiness. As a result, firms realise that knowing the employee experience is as important as understanding the consumer experience.
To understand your workers and assist them (and your business) in achieving crucial goals, you must have a clear picture of the many phases and touchpoints they encounter while working for your firm. The employee journey is a notion adopted and modified from time-tested consumer journey research. HR assists businesses in working to increase employee happiness and loyalty by mapping the employee experience in the same manner that enterprises map the consumer journey.
Companies that have explicit knowledge of the employee journey benefit from the following:
- An increased employee experience and engagement. Employee experience refers to how employees feel about what they encounter and observe during their time as employees at a company. Employee experience is a critical component of design thinking applied to employees. Empathising with the consumer is the first step in any design thinking process—understanding how an employee perceives a situation aids in defining issues and developing solutions.
- A reduced turnover. Satisfied employees are less likely to quit your firm. Ninety-three per cent of those who leave would remain longer if the company invested more in their career as building an Alliance.
- Reinforced company culture
What exactly is the employee journey?
The employee journey can be seen as a cycle with several stages.
Not every stage of the employment journey is the same. We all recall our first day at work, but not our second day. Identifying these “moments that matter” is a critical component of charting the employee experience. It may be quite beneficial in terms of enhancing employee satisfaction.
This stage starts before the recruitment process. Your employer brand is your company’s reputation as an excellent place to work. It is what potential employers and workers genuinely think about you. When you’re not there, it’s what they tell their friends and relatives. Though it may not be visible, your employer brand is a valuable asset that you must nurture regularly.
This stage refers to the recruiting process, which includes all of the processes involved in hiring a new employee. Consider the length of time it will take to employ, the cost of hiring, the acceptance rate, and the quality of the hire. Thorough knowledge of this stage enables you to optimise job postings to attract the finest candidates and uncover any friction pushing potential recruits away. To improve the recruitment process, you will also need to be aware of and limit unconscious bias.
You may also be interested to develop Values-Based recruitment.
Onboarding refers to the duties involved in bringing on a new employee and acquainting them with systems, tools, procedures, and expectations. Effective onboarding transforms the early excitement of a new job into something meaningful and long-term. The onboarding process should be tailored to the exact tasks that your recruit will be required to do. As with customers, experiences are crucial to contemporary workers. Firms must deliver onboarding experiences – not just information – that reflect their organisation’s culture. Three Questions Every Company Must Answer to Improve Onboarding
- Do new workers understand what distinguishes you? Few onboarding programs explain why a company’s mission, products, and services are unique and worthwhile. It has significant repercussions for both customers (when workers fail to represent the brand in the marketplace) and employers (when current employees cannot advocate for the organisation as a place to work).
- Do new workers understand how their work contributes to your company’s mission? Companies must link employees to the organisation’s vision or purpose and show how that individual personally benefits the brand or customer experience. Feeling important in your career is an underappreciated part of the performance. It not only impacts brand advocacy but also lowers absenteeism and enhances workplace safety and quality.
- Do new workers learn about your company’s identity, mission, and values during their onboarding process? Undoubtedly, some aspects of onboarding may differ from business to company. Still, three factors should be fundamental, independent of a new hire’s function or team: the firm’s mission, brand, and culture.
Consider the stages of the employee journey that have an impact on employee engagement. These activities should be ongoing and consistent throughout the employee experience. Communication is a critical component of this process; develop a workplace communication plan and choose when and how to interact with employees. The capacity of an organisation to successfully interact with its employees results in a better employee experience.
Develop is a continuous process as you grow individuals at various speeds and across diverse talents. To map this stage, you must assess their productivity, capacity to work well with others, and professional goals. It’s also critical to provide employees with the opportunity to broaden their skill sets—an key differentiation for individuals who want to develop a portfolio of diverse experiences.
Employees who are ramping up and growing require motivation to keep improving and contribute to a company’s success. Improve performance through motivating employees and linking them to the achievement of the company’s vision.
Exit – Offboard
There are several reasons why an employee may leave your company. While you will never prevent employees from leaving, you can better understand why they are departing and how you can prevent future employees from doing the same. Employees will depart at various phases, and exits provide an essential chance to learn what may be improved and enhanced for future employees.
“Lifelong employment might be over, but a lifetime relationship remains the ideal.”Reid Hoffman, co-founder of LinkedIn
Alumni networks keep organisations and former workers engaged, transforming a farewell into lifetime ties. Implementing a corporate alumni network for your firm helps you stay in touch with employees long after they have gone on to their new careers. Creating an alumni network is a significant milestone for companies. It demonstrates that they’ve made an essential transition from saying goodbye at offboarding to saying hello to new chances that arise from keeping alumni engaged as they advance in their careers. You want to know more read, The Future of employee networks.
Many employee experience initiatives still begin and conclude with an employee engagement survey – a single, once-a-year exercise that seeks to evaluate the condition of employee engagement and the effect of various engagement variables. However, consider your own job experience in comparison to others around you. Some employees will have only recently started, while others will have been in the seat for a long time. Each employee will have had a unique experience, whether going through a different onboarding process, attending various training courses, or reaching other career milestones by the time the following survey comes around. Everyone is at a different stage in the employee journey.
Organisations are increasingly adopting a lifecycle approach to employee experience, seeking feedback and insights at each point of the lifecycle. It enables them to understand the critical times throughout the employee journey, how they affect the experience, and what they can do at each stage. David Gousset.
You need assistance to develop, improve your employee journey, please see www.davidgousset.com and how we can help you.