What we do

Employee experience

You can’t create a high-performing organisation without creating a great employee experience. This needs to include three elements of relationships, tools and processes and the work environment.
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Why have a good employee experience?

Employees want to work somewhere that cares about them. They care about what happens to those around them, in their team and in the organisation and how you develop and nurture talent is a big factor in retention.

Having a good employee experience means that people know what you stand for, you have managed expectations of people who want to join you and work with you and your reputation matches the reality.

What does a bad employee experience feel like?

Mapped to the employee lifecycle, it’s when there has been little or no thought to each stage and this leaves people feeling confused, sometimes angry and disappointed. If we let things happen organically, we risk them getting chaotic.

Managers don’t have time to spend with their team. There is little consideration for their development and growth, no conversation or support, and individuals feel that their opinion and ideas are not valued.

People don’t care. Why should they when the organisation doesn’t care about them. This might not even be intentional but when there is a misalignment in expectations between the individual the organisation, there is only so long the relationship can survive.

Download - How to create your employee experience strategy

When we talk about the employee experience, we consider three key areas: relationships, tools/processes and the environment. Download now to create your employee experience strategy.

Common problems in employee experience

If people aren’t following you and you aren’t working as a team, it’s team to look a little deeper into leadership alignment and we have a variety of ways we can help.

You don’t have an Employee Value Proposition (EVP)

For some organisations this is a completely new concept. Knowing what you offer employees in exchange for the work they do – the promise between you both - is an important part of the employee experience and the employee lifecycle

People aren’t staying with the organisation

If people are leaving without an exit interview or any understanding about why, you can’t prevent it happening again. Culturally, how do you manage the separation of employees when they do leave? There is a need to be intentional here for existing and future employees.

Leaders don’t understand the employee experience

If leaders aren’t curious, don’t understand the different aspects that make an employee experience and the role of individuals and the organisation as a whole, there will be issues with employee relations across the organisation.

Reputational damage to the brand

People talk. If what happens inside isn’t the same as what is projected outside, the alignment is off and expectations aren’t matched. People talk to friends, online and to anyone who will listen when they have had a bad experience and the risk is high for brand damage.

People aren’t joining the company

If people don’t know what you stand for, your culture, your values, how things work etc. then they won’t join you. Knowing what the process is for joining and what’s expected to make sure values are aligned between the individual and the organisation is key to a healthy start.

Engagement scores are low or falling

If people are disengaged it’s because they don’t trust the leaders, managers or the organisation. This can be because of a poor experience and that could be for any number of reasons around relationships, the environment they work in and the tools an processes in place. Get to the root cause to fix it properly.

Our happy clients

We have worked with nearly 100 organisations around the world. From San Francisco to Morocco to London and the rest of the UK, we have supported organisations in defence, public sector, charity, technology, finance and more. We have implemented The Field Model around the world, run online and in-person events and supported projects to improve engagement and organisational change.

FAQ on employee experience

We use the definition from Maylett and Wride: The Employee Experience is the sum of perceptions employees have about their interactions with the organisation in which they work. They go on to explain three different types of contracts between employees and the organisation: Brand, Transactional and Psychological. We explore these in workshops and strategy days with clients as we explore how to improve the employee experience. Ultimately this links to culture, the employee lifecycle and requires strategic internal communication.

MacLeod and Clarke view employee engagement as:
“A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success, and are able at the same time to enhance their own sense of well-being”.

When you work with us as your employee engagement consultant, we’ll want to explore the employee lifecycle, the organisational culture and the employee experience. Employee engagement objectives need to be linked to the overall organisational strategy and the culture you’re trying to achieve.

The employee lifecycle typically consists of six stages: attraction, recruitment, onboarding, development, retention, and separation. Each stage presents its own challenges and opportunities, so it’s important to focus on them individually rather than one big, long journey. We have shared more about it in this blog post: redefiningcomms.com/what-are-the-stages-of-the-employee-lifecycle/

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