In a complex and uncertain economic and geopolitical context, leaders find it very difficult to develop strategies. Also to avoid flying blind, they rely on numerous financial indicators. On the other hand, they neglect the internal climate of their company. Or a strategy cannot be conducted without strong employee mobilization.
War, inflation, health crisis, global warming… managing a company in such a complex context requires strong responsiveness and adaptability. To develop the best strategies, managers study several KPIs: financial (turnover, gross margin, gross operating surplus, need for working capital, etc.), customers (number of customers, retention rate, cost acquisition, etc.), market (brand awareness, market share, etc.) and internal (administration, industrial process, purchasing process, etc.). On the other hand, the means to achieve these performances are only rarely integrated.
A successful business strategy therefore requires employee buy-in.
Also, just as companies use indicators and business intelligence tools to better understand, attract and retain their customers through personalized offers, they must, via the collection of employee data, assess the climate of the company, better understand employees and identify pain points. Thanks to data and AI algorithms, companies better understand the reasons for a sticking point, the malfunction of a process or non-adherence to a new offer. So much information to implement the actions necessary to create a climate conducive to employee engagement. An essential asset to the company’s performance since a 2% increase in employee satisfaction increases customer satisfaction by 1%.
Solicit staff on an ongoing basis in order to obtain objective data
How to collect employee data and use choose? If the coffee machine or the cigarette break are places and times when tongues are loosened, they are not, however, revealing of the general atmosphere of the company. Not only are these places produced by only a handful of followers – and this is all the more true since the generalization of telework – and speech is generally monopolized by a few. The resulting discourses are therefore incomplete and biased.
Other, more objective data: turnover and sick leave. These indicators make it possible to measure the quality of the work environment. Figures which make it possible to identify problems such as departures in a team, by age or by profession, but which unfortunately are only known once the employee has left or is on sick leave. So too late to react.
Finally, other moments such as the annual appraisal interview or an employee engagement survey make it possible to collect data on the atmosphere and expectations of employees. Downside: recorded once per semester or even annually, these data are analyzed too late. However, these make it possible to identify the expectations of the teams and those of each employee and thus create collective working conditions and develop a framework adapted to each profile. In other words, make HR a successful employee experience (EX).
Measure the general well-being of its employees by meeting their expectations
The launch of a new product line, the transformation of an activity or the positioning on a new market required, for a leader or manager, the need to know the level of resilience of his troops. Can they absorb such developments? Do they have the means to integrate them?
Knowing the state of mind of his teams, knowing if the objectives he sets out are understood, if all the parties concerned are motivated, knowing the points of friction, identifying disengaged teams, or quickly reporting what salespeople hear from customers in the field… are all elements to be assessed before undertaking a project.
But this knowledge requires the collection of precise data, collected via online surveys or questionnaires. Thanks to these data collaborators, the company is informed at all times of the strong and weak signals that govern the employee experience (EX), and the reality on the ground.
Another important element of the employee experience: digital tools. Accustomed in their personal lives to using ergonomic and dynamic solutions, employees expect the same degree of user-friendliness for the tools in their professional environment. From the computer to the HR software, the tools present in the company must be easy to use.
A high-performance employee experience: an essential lever for productivity
Aware of the competitive advantage of a high-performance employee experience, many large companies are organizing themselves to make the employee relationship an unforgettable experience.
Thereby Airbnb has set up a department centered on the extended employee experience, whose role, more than the traditional HR department, takes into account the issues of management of the social impact, of the premises, of the feeling of belonging or of health.
On his side, Faurecia has chosen to bring managers closer to their teams by providing them with tools allowing them to survey them regularly and communicate with them. According to a Gallup survey, managers are responsible for up to 70% of variations in employee engagement.
In a context of development with a growth of 500 employees in 3 years, AramisAuto understood the importance of regularly questioning the business climate to objectively assess the process of endogenous growth. Thanks to this measure, the HR functions were able to identify the actions to be taken to obtain the best possible integration and commitment of employees. Today, leaders can no longer content themselves with vague impressions, feelings about what is happening internally. They need facts. It is therefore essential for them to set up an intelligence feedback approach in order to regularly and quickly collect internal information in order to set up an effective EX adapted to employees. Without this approach, leaders are exposed to reluctance or even failure to transform their business.