Factors That Contribute to a Positive Employee Experience

 

In a changing world of work, formulating a strategy to improve the employee experience is critical to attracting, retaining and getting the most from employees. Focusing on the experience for every employee should be a priority if an organization wants to thrive.

This article discusses the factors that contribute to a positive employee experience.

 

 

A range of factors contribute to a positive employee experience. While what makes a great employee experience differs between employers and between employees, the 12 areas outlined below are likely to be critical within any context.

 

For many employers, these key aspects of the employee experience ought to be considered through a hybrid working lens, where managers are less likely to be present with their team, and employees are often remote from one other. This places an even greater focus on communication and collaboration, and the ability of managers to support and engage with their teams wherever they are.

 

 

A primary consideration will always be an employee's core job role, and whether this is enjoyable, makes use of their skills and abilities and enables them to use their strengths. Employees who can see their efforts making an effective and valued contribution to their employer's success will likely feel a sense of satisfaction and fulfillment.

 

Employees need to have a clear understanding about what they are required to do and where they should be focusing their time on a day-to-day basis. This requires employers to communicate these expectations clearly with employees at the outset of their employment, and then reinforce them regularly during one-on-one meetings with line managers. Helping employees to prioritize their workload helps ensure their time and energy is spent on the projects that will have the most positive impact on the employer's performance, in turn making them feel like a part of the success story.

 

It is also important that employees have a degree of autonomy in their roles - employees do not want to feel like they are micromanaged and have no input in how they do their work. Research shows that employees who have the freedom to make decisions in their role and have some flexibility over how (and where) to do their job are more engaged.

 

Likewise, the level of challenge is also an important factor. Too much and workplace stress may rise; too little and boredom may set in. Either way, productivity will likely decline.

 

 

The relationship between employees and their line manager is critical, with line managers having a significant impact on employees' engagement levels. Because of this, companies should strongly support their managers. Employees work with their managers to set clear objectives and rely on their line managers to check in on progress, communicate regularly, recognize good performance and coach and train them.

 

Employees generally do not respond well to micromanagement and expect a relationship with their manager based on trust and authentic communication. Line managers need to be supportive and open, rather than issuing orders and expecting obedience. This means focusing on people management skills, such as effective communication, listening and empathy.

 

The introduction of remote and hybrid working has shone a light on the importance of all managers having strong people skills and being able to engage their employees wherever they are based. Managers need to be intentional about their communications to ensure everyone is included and to treat employees fairly regardless of work location or hours.

 

 

Employees need the information to do their job effectively and be kept up to date with employer and departmental news. Well-informed employees are better able to align their efforts with team goals and objectives.

 

Communication should be continuous, transparent and authentic, with opportunities for employees to raise questions and provide feedback.

 

With employees who work remotely, effective communication plays an even more integral role in the employee experience.

 

 

One concern that employees have at work is that their voice will not be heard. Keep lines of communication open and encourage discourse and feedback.  Be open to employee suggestions and ideas for improvement. Listen to what employees tell you that they want. This can take the form of employee opinion/pulse surveys, focus groups and one-to-one meetings. When employers listen to and respond to employee feedback, employees feel more empowered and valued, and the employee experience is likely to be better.

 

Employers need to create a psychologically safe environment where employees feel able to share their thoughts and suggestions, which can help them feel more involved in the success of the business. Multiple research studies, including by McKinsey, show that psychological safety drives greater productivity, better learning and performance, and more innovation.

 

 

Trust goes two ways. On the one hand, employees need to feel their manager and team trust them to do their best; on the other hand, they need to feel confident that their manager and senior leaders are doing the right things to ensure the organization is successful.

 

Trust will rise if senior leaders are authentic and communicate clearly about the employer's objectives, mission and purpose, and the important role employees play in reaching them. Trust is also needed for psychological safety, where employees feel empowered to honestly share their thoughts and ideas, without feeling that it will be held against them.

 

 

Social connections are an important part of the employee experience. Many employees perform at their best when they can work with others. Some employees enjoy working within a team; others enjoy regular interaction with customers.

 

Employees also want to know that they have access to support when needed. Feeling connected is fundamental to employees' well-being, so regular dialogue within teams and with line managers is essential to providing a great employee experience.

 

 

Everyone wants to be appreciated for doing a job well. Employees get a sense of achievement when they meet goals or reach targets. When employers celebrate these milestones, it helps employees feel recognized and valued and can motivate them to continue to perform well.

 

Recognition does not need to be anything grand. Try to recognize employees in the best way that they would appreciate. To have the greatest impact, recognition should be timely, multi-layered (e.g., peer-to-peer, manager and employer-wide) and personalized.

 

 

Most employees want to feel that they are making progress, whether that means mastering their current job or progressing to the next level. To enable this to happen, provide access to job training and growth, sufficient time for self-directed learning and access to mentors and coaches.

 

Also, recognize and accept that employees sometimes make mistakes. Turn mistakes into learning opportunities. This is a key ingredient of a psychologically safe working environment.

 

 

Employees typically work best when they can find meaning in the work they do. In some occupations the purpose is very clear, such as for doctors or teachers.

 

Where meaning is less obvious, a well-developed, clearly articulated and inspiring organizational mission helps give employees something meaningful to work towards. The disruption caused by the COVID-19 pandemic sparked a renewed focus on purpose, with many employees questioning aspects of their working lives, including how purposeful their jobs are. Nearly two-thirds of US-based employees surveyed by McKinsey in 2021 said that COVID-19 caused them to reflect on their purpose in life, and nearly half said that they are reconsidering the kind of work they do because of the pandemic.

 

Employees who have meaning and purpose in their lives are happier, feel more in control and get more out of what they do. This comes from being connected to something bigger than themselves. It is also something that younger workers increasingly look for in an employer. Research by Gallup shows that Millennials and Generation Z employees look for an employer with a purpose they can identify with, seeking out employers that allow them to work for a greater cause.

 

 

To ensure all employees have a great experience, it is vital that everyone feels included and valued for their contribution regardless of their role or personal characteristics. This involves creating an organizational culture where employees feel that they can be authentic and bring their full self to work.

 

Leaders play an integral role and should demonstrate behaviors and competencies that seek to include everyone. Employers operating a hybrid working model must ensure that employees are treated fairly wherever they are working. Putting people first helps enhance the employee experience, improves talent attraction and retention, and prepares the organization for long term sustainability.

 

 

To work effectively, employees need to have the appropriate resources, whether tools and equipment, technology and software or information. Without these, employees will feel frustrated, undervalued and unable to perform to an optimum level.

 

 

The employee experience cannot be optimized if employers do not prioritize well-being and do not understand that, to do their best work, employees need to have the opportunity to rest, relax and recharge. The best employers offer flexibility, actively discourage a culture of working long hours and have initiatives in place to support employees' physical, mental, emotional and financial well-being.

 

This begins at the top, with senior leaders modeling the right behaviors and taking part in well-being initiatives.