The employee experience begins with a person’s first encounter with the company’s brand, even before they come into contact with it, and continues after leaving the company, through in particular the phase ofoffboarding. It concerns all the actors with which the company interacts: employees, customers, candidates, partners, service providers, etc.
As Anne Vonbank and Fabien Vacheret explain in their book *, from the point of view of the company, the employee experience is “A mapping of interactions with employees organized and managed by the company and their impact on their engagement”.
On the employee side, it is defined as “The physical, emotional, mental and spiritual heritage of all the lessons learned by the employee in his interactions with the company and its culture with regard to his own personal history”.
What does an employee expect from this experience?
This may seem obvious, but the employee experience must meet the needs and expectations of your employees. The authors of the book cite three main needs that this experience must meet: security, especially psychological, which is fostered by trust, human consideration and the need for meaning.
Expectations are, in essence, different from one employee to another: level of remuneration, interest in the missions, team atmosphere, pace of work, relationship with the manager, training, development prospects… A study, carried out with 13,500 employees of large French groups between June 15 and July 18, 2020, after the first confinement, by the company KPAM highlighted six lessons:
- The reaffirmation of the need for meaning and the reaffirmation of the primary need for security
- The emergence of the need for work / personal life balance
- A need for an acute social bond
- A need to improve working conditions
- The first confinement was the ordeal of fire for managers
- A reinforced expectation of fluid, reliable and shareable tools by all.
Why attach importance to the employee experience?
First and foremost, because it is an essential engine for the engagement of your teams and the retention of your talents: according to a 2020 Great Place to Work survey, a company where it is good to work has half the turnover.
It also makes it possible to offer a better customer experience and obtain increased performance. Finally, it is a marker of differentiation, quick to attract new profiles in line with your corporate culture.
How to build your experiential strategy?
Building your experiential strategy also means defining your “ Employee Value Proposition ». This concept, born in the early 2000s, describes the offers and services offered by the company in return for the skills, know-how and experience that its employees bring to it. The development of this strategy follows 6 steps.
1. Define your experiential values
These values are those that you want your employees to find in each of their experience within your organization. They must be limited to a handful and they must be perfectly compatible with each other to avoid any risk of dissonance.
2. Segment your employees
If there is a common base of experience for all the employees of the company, it is then necessary to personalize a certain number of elements according to the profile of each one.
The definition of these segments is specific to each company. Here are several characteristics that can help you build these categories of collaborators:
- Seniority in the company
- The place of residence
- Work place
- The type of trade
- Leisure activities
This then makes it possible to design tailor-made actions, according to each person’s affinities and needs. For example, training courses dedicated to salespeople or sporting or artistic events for amateurs.
“Making segments is not complicated and the main risk is also to fall into the pitfall of having too sophisticated segmentation,” the authors note. Segmentation is not an end in itself. A segment must respond to one or more strategic issues to be meaningful. “
3. Create signature moments
These are significant events, symbols of the company’s strategy. These moments include emotionality and must exceed the expectations of employees. It could be, for example, an unforgettable integration journey, a memorable outing in a restaurant, an open day reserved for the families of employees, an extraordinary company seminar, etc.
4. Set up a code to govern daily interactions
Along with these extraordinary highlights, we must also ensure that we nurture this employee experience on a daily basis. Good interaction practices (welcoming a new hire, daily greeting, managerial feedback, etc.) should be communicated to all employees upon their arrival in the company.
5. Determine performance indicators
It is advisable to build a table with indicators measuring the activity, effectiveness and efficiency of your experiential strategy:
- Activity indicators, such as the number of employees trained per year, are useful for measuring in particular external demands;
- Efficiency indicators are used to determine whether the objectives set have been achieved by checking, for example, the achievements of an employee at the end of a training course and by collecting his feelings about it;
- The efficiency indicators compare the results with the resources committed, the objective being to optimize this relationship. This may consist, for example, in verifying that the trained employees transfer their knowledge to their daily tasks.
6. Express your experiential promise
This promise is a synthesis of the value proposition in terms of employee experience. It must be brought to the attention of everyone and be frankly formulated by management.
“Work on the message in such a way as to make it impactful in a form of punch-line which marks the spirits, advise the authors. By approaching the slogan, employees will easily retain the promise and be able to live it and bring it to life on a daily basis. “With us, realize yourself! Is an example. “
* At the heart of the employee experience, by Anne Vonbank and Fabien Vacheret, ems editions, November 2021