Let’s imagine the following: December arrives and we proceed to decorate the Christmas tree with its ornaments. Many of us respond to spontaneous impulses such as “I’ll put one little ball here, the other one over there, the little lights this year because I saw them I don’t know where and they look really cool… no, wait… I’ll put the other little ball up and the star down, not so high this year… anyway… let’s see how it looks”.
This way of doing things, in my opinion, is replicated in different areas of the corporate world and is what I call the “Christmas tree decorator” syndrome. This syndrome consists of a way of generating and implementing initiatives that is not entirely based on a systematic or systemic process, but rather on carrying out specific actions with a certain timeliness criterion.
The EX Employee Experience (hereafter EX) is often still treated as something ethereal and intangible. In some organisations it consists of a series of isolated, one-off actions with the laudable aim of seeking improvements that positively value people, actions that obey the “Christmas tree decorator” syndrome. We find one-off initiatives such as: creating a wow moment in onboarding, launching an app that facilitates HR procedures, setting up ceremonies and various recognitions, … actions that are commendable but that do not follow a systematic work plan or a holistic approach.
Jacob Morgan, in his book “The Employee Experience Advantage”, presents a framework of 3 key areas of action to optimise EX: physical workspace, technology and culture.
Physical Workspace COOL
According to Jacob Morgan, the physical space in which an employee works can account for up to 30% of the EX. To create a better environment, it can be useful to focus on the following characteristics, which are summarised in the abbreviation COOL:
- Chooses to bring in friends or visitors. Facilitate access, at different times and in different ways, for family, friends and acquaintances (open doors).
- Offers flexibility. Offer flexibility in workspaces as well as training to take advantage of it.
- Organisations Values are reflected. Are the company’s culture and values reflected in the facilities?
- Leverages Multiple Workspace Options. Let’s stop thinking about open vs. closed spaces and think more like a house with its different spaces, each designed for different tasks.
ACE Technological Environment
In the modern world of work, technology plays a crucial role in enabling employees to perform their work more efficiently and to collaborate effectively. But often, the use of some of these technologies generates moments of pain. What to do?
- Availability to Everyone. Let us democratise access to technology as much as possible. Let us be careful not to create grievances with groups that systematically have better means than others.
- Consumer Grade Technology. Let’s consider the user experience of technologies in our personal lives, and let’s make sure that the user experience with corporate technologies is not much worse (which they are!).
- Employee Needs versus Business Requirements. Let’s generate more multidisciplinary teams between IT and HR to integrate business requirements with human expertise.
It is advisable to adopt tools and platforms that facilitate collaboration and communication, and to consider the use of emerging technologies such as artificial intelligence and data analytics, which can provide new levels of work efficiency and personalisation.
Cultural Environment CELEBRATED
Culture is the only area that cannot be touched or seen, and it is the only one that can be “felt”. It is like breathing oxygen – what to take into account?
- Company is Viewed Positively. Let’s start by recognising our company’s reputation on networks like Glasdoor, let’s listen to employees’ informal conversations, let’s work together with HR and Marketing, …
- Everyone Feels Valued. Let’s keep employee satisfaction correlated to compensation, let’s make employees feel heard, let’s …
- Legitimate Sense of Purpose. Let’s strive for employees to visualise how their work positively impacts the company’s purpose, customers, society, …
- Employees Fell Like They’re Part of a Team. People should feel that they are part of not just “their” team, but several teams, depending on needs and opportunities, inside and outside the company.
- Believes in Diversity and Inclusion. Let’s define what we mean by diversity and inclusion, and how it is evidenced in the company.
- Referrals Come from Employees. Let’s encourage a referral programme, not just linked to monetary incentives.
- Ability to Learn New Things and Given the Resources to Do So and Advance. Let’s facilitate employee growth and connect with the true and diverse motivators in them.
- Treats Employees Fairly. Let’s eliminate “bias” where possible and communicate a clear policy of fair treatment, not “coffee for all”.
- Executives and Managers Are Coaches and Mentors. Let’s spot the managers who help their teams grow and succeed individually, and replicate.
- Dedicated to Employee Health and Wellness. Let’s think and rethink real employee health and wellness programmes, inside and outside the company.
In conclusion, improving EX is a multi-faceted process that requires attention to corporate culture, technology and the physical workspace. By addressing these three areas, organisations can create a positive work experience that attracts and retains top talent, driving performance and long-term success. Every company is unique and what works for one may not work for another, but Jacob Morgan’s approach provides a useful framework to start thinking about how to improve EX in any organisation in an orderly and sustained way.
