4 Myths About ‘Employee Experience’

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Gartner’s vice president of advisory, Leah Johnson, presented the common fallacies around employee experience that HR should be aware of.


According to Johnson, there are four major myths concerning employee experience that HR should be aware of. She noted that believing these myths might be harmful to an organization’s overall performance.


“Myths are important. They have the ability to make us worry about things we don’t need to worry about, disregard the things we do need to worry about, and spend money we shouldn’t spend,” she explained.


According to Gartner research, employee experience is regularly one of HR’s top three concerns. Only 15% of workers are mostly happy with their job experience, while 63% are somewhat satisfied and 22% are substantially dissatisfied, according to the poll.


With such a big percentage of employees dissatisfied, it’s critical that HR figures out what they actually want from their companies. Johnson then went on to debunk each of the myths.

 

Employees’ expectations for their work experience have fundamentally changed

 

According to Johnson, in a consumer-driven society, it’s tempting to imagine that benefits encourage employees, but this isn’t the case.


“According to our study, more than 90% of HR directors believe that their workers experiences have altered as a result of their consumer experiences. This makes sense since firms like Amazon can forecast what consumers want and deliver it in under two days,” she explained.


“We see organisations giving a variety of benefits, such as financial incentives for taking vacations and ‘fur-tenity leave,’ which allows employees to take time off if they get a new pet.”


However, she claims that these bonuses aren’t what workers actually desire, citing studies that found that salary, work/life balance, and stability were the top three concerns for employees in 2013, 2016, and 2018.

 

It is entirely the managers job to ensure that employees have a positive experience


Employees should be given greater autonomy and responsibility in order to provide the best experience possible, according to Johnson.


“Many individuals believe that it is up to the management to provide a more personalised work experience. She stated, “It turns out that this is also about the employees themselves.”


“Employees want to be in charge of their own experience. Who knows more about what they want from their jobs than they do? Only around a third of employees believe their bosses are aware of their own objectives, so how can they know what’s best for them?”


“We also know that more than half of workers realise they are accountable for their own experiences, which is excellent news,” Johnson said, urging HR to give individuals the opportunity to design their own experiences. So, in HR, we need to make sure that we’re providing people the freedom to do what they want, to feel empowered, and to create the experience they want.”


Employee engagement tells us all we need to know about their experience


According to Johnson, it is conceivable to be extremely engaged at work while yet having a negative work experience. “We utilise engagement as a means to assess what’s working when it comes to employee experience.” But there’s a chance we’ll be disappointed. The connection isn’t as strong as we would believe. “There are still a lot of highly engaged individuals who might have a bad work experience,” she explained.


“The employee experience might feel like an intimidating issue because it covers so much area,” she stated. “HR has to assess more than just engagement. We need to look at multiple metrics, such as productivity, as well as particular questions in our surveys about employee experience.”

 

Speed and responsiveness are everything

 

Finally, Johnson cautioned against over-investing in systems that provide quick feedback since they rarely provide a whole picture of employee satisfaction.


“It’s understandable that companies believe that if there’s an issue with employee experience, they need to know about it right away and rectify it right away. We believe that speed is essential, but quicker isn’t necessarily better,” she explained.


According to Johnson, the customer experience is an excellent illustration of how employee experience is not as instantaneous as many people believe. “People have rapid responses, but what counts most is how they feel three to six months later when it comes to their memory of a customer service experience.” Employees are the same way; you won’t always obtain the most relevant or valuable input straight away “she stated


“Later on, you’ll want to record the more important relevant input. So there’s no need to stress about or splurge on real-time input, which might wind up focusing on fleeting emotions and leading you wrong.”


Find out how you can improve your company’s employee experience with HealthBoxHR – with our Performance Management tool you’ll be able to log goals and view past one to one meetings & much more.

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