Exploring Employee Experience with Human-Centric Approach

by Jody Ordioni

The contemporary work force does not shy away from demanding a positive employee experience. Their appeal has reached the ears of the HR, with 83% of HR professionals crediting positive experience as imperative to the growth of their organization. Yet, ‘employee experience’ is an umbrella term that can often get reduced to generalization of flashy perks. While cold-brew coffee or team luncheons are great team building exercises, they do not necessarily translate into a positive experience for employees. These perks can even degrade the positivity and create a culture of entitlement.

Employee experience should be understood beyond the concept of coffee cups and vacation time. It is a wholesome process that encompasses thoughts, emotions and decision. It is formed by the overall quality of an employee’s experience. The feelings of the employees during the tenure of their employment, the bonds formed within the team and the professional growth they undergo define the parameters of their experience.

Self-Management as the Best Key for Positive Experience

If your goal is to create a positive worksphere with the employee at the center, the manager must build an environment that encourages employees to work at their maximum potential. To ensure that your employees realize their potential to the fullest, the leaders need to integrate checkpoints such as continuous management of their performance.

For high performance, there is a need to focus on the factors that produce a favorable outcome. Self-management is a practice that encourages employees to evolve into their best model. This practice allows employees to achieve outstanding performance, personal and professional growth and high engagement with the organization rather than tangling them in office politics and unnecessary pressure. If managers can provide meaning and purpose to the employees, they are far more receptive to the feedback.

Change in Mindset from the Top-Down

Without the support of the leadership, there cannot be a positive change in the work culture. For this to be realized, the leadership needs to change their own mindset about how they view their employees. It is not uncommon that the leaders often only focus on producing better results. Heaped on pressure from their own superiors often results in the leaders pushing their people to meet the end goals.

However, the undue pressure to perform only means the employees exist in a stressful situation which is counterproductive to positivity. The toxicity of failure makes as many as 57% employees too stressed to function productively or engage actively with their goals. Disengaged employees produce less results which creates dissatisfaction amongst both employees and employers, and ultimately translates to poor customer experience.

To break out of this perpetual cycle, any leader has to shift their mindset from ‘maximum work from employees’ to ‘aiding employees to become the best version of themselves’. Without this shift in the mentality, the leadership only allows the rot of stress to foster, creating employees who are underproductive and uninterested.

Fostering a Culture for Positive Brain Stimulation

Positivity should also be ensured for the employees with regards to their psychological health. If employees find their work environment conducive to constructive criticism, trading ideas and creating openings, their experience is automatically enhanced. While taking the initiative or providing feedback, employees should be free from the fear of social or professional repercussions.

If employees are afraid to speak up in the workplace, it impedes the creativity and productivity of the organization itself. Your company will always suffer from a higher turnover rate if the leadership is inefficient in dispelling the culture of toxic gossip mongering or failing to provide peer support.

In support of this claim, a Harvard Business School study shows that 80% of the 60,000 employees studied threaded with trepidation of offending a toxic co-worker. Moreover, 12% of those employees leave the workplace because of such a negative environment.

Double-down on Positivity Inducing Processes and Systems

Positive change is an on-going effort, but any headway made culturally and socially is rendered useless unless backed with sufficient tools, systems, and practices. In practice, this implies that the leadership has to set up a cycle of continuous feedback.

It can include weekly check-ins and can move on to self-reviews, so that the mindset of professional growth can be adopted throughout the organization. By allowing the employees to introspect, you can allow them to evaluate their role and impact within the company.

The Bottom Line

If workers are embedded with the drive to strive to become the best version of themselves, they better align their unique strengths with the goals of the company. A positive culture, which is centered on the growth of employees can see the returns in the form of loyalty, passion, and determination of the employees. Instead of catty problems, organizations can better resolve the customer problems.

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