![]() This also requires a shift in how we think about department silos. How do we want our employees to feel about working here?įor HR leaders, this shift from a benefit-first strategy to an outcome-driven, people-first strategy allows us to architect a specific experience for our employees, not just a benefits experience that’s a one-size-fits-all solution.When we think about creating an experience, it is important to ask: Shifting your employee experience to create the engagement you desire: Three areas to focus on when creating a positive and engaging employee experience Design for your people Research shows that when employers prioritize proactive and intentional employee experience and engagement, they face less employee turnover, experience greater productivity from their employees, and increase their overall revenue and profits. But when we have a great experience, it’s usually because most of the moments involved were positive, and very few were negative.Įmployees are involved in countless processes that shape their journey – from hiring to becoming alumni – and their impressions of how the organization orchestrated their experiences are what determine their overall perception of the organization. While we want to believe this is a positive experience, if it is not well designed, it can have neutral or negative impacts. Bringing co-workers together in person for the first time brings forward several different emotions. For example, how we meet and interact with our coworkers has recently required significant redesign because of the increase in remote working. This positive experience encourages employees to continue to seek those experiences, which leads to an increase in engagement.Įmployee experience is also made up of moments shaping how we feel about the organization, our work, and who we work with. A great employee experience provides a holistic and personalized view of touchpoints of cognitive, emotional, sensory, social, and behavioral responses during all stages of the employee lifecycle. This is the opportunity to connect employee experience and engagement. The time to make the shift toward creating the kind of organization where employees are engaged and connecting employee experience and engagement is now.Ĭreating the kind of organization where most employees are fully engaged requires designing and developing an engaging experience at work for each employee every day. Greater revenue and profits: experienced-focused leaders have 25% higher profits.Increased productivity: employees are 52% more likely to report high discretionary effort and are 69% more likely to be high performers.Less employee turnover: 60% of employees report high intent to stay with their employer. ![]() It takes both positive experiences and engagement to create a satisfying workplace, and research from Gartner and MIT show how impactful intentional employee experience and engagement can be: This means focusing on engagement or experience alone is no longer acceptable. While engagement is the emotional state where we feel passionate, energetic, and committed toward our work and in life, employee experience represents the entire employee journey. ![]() These areas aren’t mutually exclusive rather, all these factors play into the employee experience and how they engage with their workplace.Įmployee experience is not to be mistaken with employee engagement. Employees focus on work location and environment, change management, health, wellbeing, benefits, and feeling like they belong. While organizations focus on competitiveness, transformation, building trust, relationships, location, and talent, at Virgin Pulse, our insights show a different focus for employees. Great employee experiences empower people and give them a satisfying workplace where they are fully engaged.Ī broad set of factors have changed employee experience and engagement over the past three years, specifically in the past six months.
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