Today's workforce is changing...
It's more digital, more global, more diverse, automation-savvy and social media proficient.
In an age of disruption, business owners and leaders are constantly being pressed to rewrite the rules for how they organise, recruit, develop, manage and engage the 21st century workforce. Furthermore, with increasing transparency and the growing influence of millennials, employees increasingly expect a more productive, engaging and enjoyable work experience.
In their 2017 Global Human Capital Trends Report, consultants Deloitte's estimated that nearly 80% of employees rated the employee experience as very important whilst only 22% reported that their company were delivering a differentiated employee experience.
In reality, today's business owners find themselves faced with a new paradigm where a productive, positive employee experience is the new contract between employer and employee.
Whilst many companies are only just waking up to this challenge, what is already clear is that in order to remain competitive in attracting and retaining skilled employees it is now critical for companies to both understand and improve the employee experience.
Today's employees are increasingly demanding a more holistic, end to end, recruitment to retirement approach from their employers irrespective of whether they are full time, part time, or even contracted employees.
Let's have a look at what it was like under the old rules:
- Employee experience was measured by an annual engagement survey
- Culture was a topic found on the company website or walls around the office and was rarely measured
- Wellness & health programmes were focused on safety and designed to reduce insurance costs
- HR was responsible for recruiting, defining rewards & benefits, and other transactional employee services
- Technology was employed simply to make HR transactions and reports easier.
However - as we have discussed, the increasing demands of employees are challenging today's most successful leaders & organisations to think differently;
2. Many have appointed senior leaders to be accountable the company's 'total' employee experience
3. Those same companies are having to embrace new thinking by learning what employees are doing day in and day out to discover new ways of improving productivity, performance and engagement
4. They have recognised they have to consider everyone's needs - full-time, part-time or freelance staff
5. Regularly looking externally at sites like Glassdoor or LinkedIn to see what employees really think
6. Ensuring that managers across the company embrace the new ways of working
7. The same companies think global & act local
8. Companies are moving beyond annual surveys and are now using regular 'pulse' surveys to measure engagement.