Across industries, the pandemic has left an indelible mark on how businesses operate, not just on the outside, but on the inside. COVID-19 has forced almost all organizations to double their workforce, proving that in times of crisis, companies can count on their people. When we talk about the employee experience, for us, Workplace, that means encouraging companies looking to change their culture by focusing on things that only people can answer, like purpose, trust, meaning, and pride. Organizations that prioritize listening to employees and activating leaders as drivers of change will receive guaranteed returns in uncertain times. Many employees are happy with the way their leaders have handled the shift to remote work, according to a study by the American Psychological Association. And there's a desire to see a continued commitment to the employee experience. Uniquely, the pandemic has provided a unique opportunity to rethink not only the logistics of how and where we work, but also how we think about work. IDC has found that companies that treat their employees well earn long-term loyalty, which is why investing in employee experience should be a priority for all companies now. But how can organizations create a more meaningful experience for their employees? In the shift from employer-focused values to a new system that places employees at the heart of the business, the motivations should no longer be profit, but people.
Which is the first step?
To create an inclusive culture that puts employees at the center of business decisions, leaders need to re-examine their internal processes. Employee experience isn't just an HR issue, it's a business issue that requires collaboration across departments, from communications, IT, and leadership teams, to build relationships and strengthen empathy. Organizations must be aligned with what the employee experience means to them. Only then can they begin to develop strategies to empower teams and create an environment conducive to a more meaningful employee experience. For this to happen, leaders must come to the table as true partners and begin to effect change. For example, if a CEO wants more feedback from employees, she should start by building a transparent culture where feedback is accepted and encouraged. As patrons, referees, and advocates, leaders within the organization have the power to truly shape the employee experience to fit their vision of the future of work.Learn to listen louder
Establishing a new approach can be difficult. But investing in people in uncertain times is a strategy companies can count on. For leaders, their role in improving the employee experience can be divided into two parts: what can be done and what can be influenced. When companies have defined and agreed on key areas, leaders need to consistently incorporate them. It's no longer enough to post account statements or send long corporate emails to everyone and then do business as usual. The change must be comprehensive and leaders must keep up. Companies that thrive beyond COVID-19 and inspire the highest work ethic will have leaders who execute decision-making processes with empathy for their teams, now and in the future. Leaders must also be prepared to ask uncomfortable questions, such as how positive the employee experience is for people today and whether everyone in their organization is connected in the first place. To truly listen to employees, organizations need to ensure that everyone has the right tools to connect and collaborate. No matter where an employee works—remotely, onsite, or even in a different time zone—technology that enables teams and all staff to communicate is crucial. Leaders must understand the entire picture of their business. This means actively seeking the participation of all employees at all levels and departments.How Leaders Can Influence Change
According to an MIT study, if companies can shift to deliver real business value, customers are twice as happy and profitability can increase by 25%. However, delivering real business value depends on the people behind the business. To influence change and hold employees accountable, leaders must be transparent about their intentions; this includes being honest about your shortcomings and really thinking about how far off your organization is today. Goals should also be shared to foster a culture of responsibility. By setting personal and professional goals for the employee experience, leaders can show their commitment to making lasting improvements. More than ever, visibility is essential. The current circumstances are uncertain and difficult to navigate, but leaders must not shy away from today's global challenges. Regular presence and ongoing communication will support a cohesive culture moving forward. It should not be limited to a simple written communication. Businesses need to consider the means they use to interact with employees: From images to live video, employers can send messages and create a sense of community through visual communication. Commitment is the key. Listening and collecting feedback can inform changes that have a positive impact on the employee experience. Because when people make business decisions, companies will be able to meet employee expectations and create the experiences their employees want, earning long-term loyalty.- Nazir Ul-Ghani, Facebook EMEA workplace manager.