The shift in mindset has already happened. In the modern society we tend to expect the same level of service and personalization as professionals in the workplace as we do it as customers in our private lives.
Corporate internal services do often drain managers and employees in administrative and repetitive work. And we all know that bad experiences tend to have a negative impact on the level of engagement. There is a huge potential in making services effortless and experiences world class!
Do not get ready, get started
As an employer, are you prepared for this shift in expectations? As Digital natives will join your workforce in 4-5 years it is time to start the transformation necessary to meet the demands of top talents. Being an attractive employer in terms of modern user experience becomes a competitive edge.
And just a reminder. The technology is no longer the issue, it is ready for you.
Where to start?
The Employee Experience (EX) value stream consists of all touch-points between the employee, manager and supporting internal functions that deliver something that enable the employee to work, develop an perform efficiently. HR is owning 60% of these touch-points while IT, Finance, Facility own the rest. Of the most crucial touch-points 97% are between the employee and their manager! This is a key part of the Employee Experience. Are your managers getting the right support and the means to act in these touch-points? (Link: TI People research report – State of EX)
Given this context to Employee Experience it comes naturally that HR and IT need to collaborate in the Employee value stream. Getting a common view on the most important Employee journeys and Moments that matter are key when building a joint EX roadmap. (Link: Why HR Service Delivery is the foundation to a successful Employee Experience )
A strategic EX initiative needs to be properly managed, structured and continuously improved to be relevant and on target. By adopting an EX framework, HR organizations can really work in a structured way to transform the Employee Experience and move from a “random experience” to an intended – or “desired experience” – in each touchpoint with the employee. If doing so, HR can really take control of, and drive, transformation of the employee service experience. It is key to let the employees representing main personas be part of the design.
Ask your employees, get to know their expectations and perspectives – and Measure experience data! The focus on your employee’s expectations in the most important moments and touchpoints must be central in the design and continuous development of great employee services! (Link: EX & the Future of Employee services)
The rise of Employee experience platforms / the War of platforms
We often get the question from our customers what platform they should use for internal capabilities and functions. What platform enables an efficient service delivery? Well, that is a matter of your service strategy. Overlapping platform capabilities is a strategic question. We have learned that cross department processes such as on- and off–boarding must break the internal silos to be efficient. Driving these cross-department workflows put requirements on the platform that will support this. ServiceNow is in our view a “Service Enabling platform” ready to be used for all internal support functions. We see most core platforms, such as HCM or ERP, as “Function enabling platforms”, meaning that they are excellent to run core functional processes and hold employee master data. However, the employee value stream requires a holistic platform and solution approach. To get started, organizations should evaluate their platform strategy and make sure to cover Employee Service Experience, HCM and Automation.
We want to get started – Now what?
- Set am employee-centric vision
- Elevate your service functions – Especially HR
- Lay a foundation for increased collaboration HR + IT + Facilities around Moments that matter
- Build a joint Employee Experience road map
- Implement new Employee Experiences
With that in mind: Work in sprints. Nothing should take more than 3 months from idea to valuable outcome.