Redefining The Employee Experience Through Another Covid Year And The Great Resignation

3 best practices

Are we officially in the post-pandemic era?

Will we experience another version of the outbreak?

Will the demand for remote and hybrid work increase?

How should companies keep employees engaged when the global workforce seems to be in a retention crisis?

These are just a few questions that continue to challenge HR practitioners in redefining the employee experience. As we head into another year of ambiguity around the Covid-19 pandemic, it's more important than ever to understand the needs of employees from the start. One way to do this is by looking at why employees are leaving their current roles.

A recent study by Gallup found that the number one reason employees leave their jobs is due to a bad manager. In fact, this has been the case for the past 10 years. This finding is even more prevalent now as we come out of the pandemic and into a new normal. If managers are indeed the culprits for this uprising, then surely there is an opportunity for greater collaboration between HR and people leaders to change the narrative. This article includes three best practices for maximizing that relationship to redefine the employee experience.

Understand the Key Drivers of Employee Engagement

As data scientists continue to study culture and engagement in the workplace, what has become clear across research from McKinsey, Gallop, and the Human Capital Institute are the top three drivers of engagement. These drivers are solely based on the employee's perceived reality in the workplace and include:

(1) opportunities for career progression,
(2) having a trusted friend or companion in the workplace, and 
(3) working for a company with a strong sense of purpose. 

While these three issues can stand alone, there is certainly intersectionality between them.  For example, a company that truly operates its business based on mission-driven philosophies that translate into measurable outcomes across the employee life cycle will most likely own a talent management strategy to support the mission. That strategy would also most likely speak to the opportunities for career progression. When that information is made visible to employees, they can clearly see where they fit in the big picture and make life decisions that render a mutual win for both the company and the employee.

Having a trusted friend at work in tough times is also a huge engagement factor. Oftentimes, employees may not want to always rely on some AI approach to assess their mood, especially if the work environment is a factor in it changing so frequently. When employees feel like they have a friend at work who can regularly check in on them, and actually mean it, the experience not only contributes to their sense of engagement, but it can also make all the difference. 

Leveraging these kinds of relationships can be a challenge, but there is a way to do so. HR teams should be more intentional about having tough conversations with leaders who may not have the people skills required to lead inclusive and collaborative teams. In the same way, leaders need to understand that their role in supporting employees during tough times is critical to engagement and retention.

Create an Employee Experience that is Both Inclusive and Engaging

As we move through the rest of 2022 and beyond, it is more important than ever for HR and people leaders to work together to create a positive employee experience.  This can be done by focusing on inclusion as a way to create organic engagement. For clarity, inclusion means that everyone feels a sense of belonging in their respective work environments. While inclusion is not a new concept, it has taken on new importance in recent years as the workforce has become more diverse.

As HR and people leaders continue to partner in their efforts to redefine the employee experience, they should be mindful that inclusion is not a one-time event or initiative. It is an ongoing journey that requires commitment from everyone in the organization. While there are many ways to promote inclusion, one of the best ways to do so is to encourage employees to share their stories and experiences. People love to share the highlights of both their personal and professional experiences. In some cases, they may just need a direct invitation to do so. That invitation may need to be prompted and demonstrated by HR and leadership teams.

Focus on Retention through a Data-Driven Approach

It's true. Data doesn't lie, but perhaps the way it is often interpreted can be a little misleading.  Human Resources teams are in a unique position to use data to their advantage when it comes to employee retention. By analyzing data, HR can identify potential problems and investigate the root causes of them. Additionally, data can be used to create targeted solutions that address specific issues. For example, if data shows that employees in a certain department are leaving because of their inability to connect with their manager, then the company can focus more on creating relevant training and tools to address that specific gap. 

Looking at data can also help Human Resources professionals understand which employees are most at risk of leaving. This information can then be used to create targeted programs and initiatives to keep those employees engaged. For example, if the data reveals that employees are leaving because of a lack of career opportunities, then the company might benefit from creating an internal career pathing program that allows the employee to not only see what could be on the horizon, but also upskill, reskill or cross-skill in the areas that would position best for career advancement opportunities.

When it is all said and done, employees want to feel welcomed, valued, and supported even in a post-pandemic climate. Additionally, every situation is unique, so there is not a “one size fits all” solution. HR practitioners must be strategic and deliberate when it comes to crafting the employee experience, as it can make all the difference in employee engagement and retention rates, as well as company culture and morale...even in times that feel like the Great Resignation.

Dr. Kristal Walker is the VP of Employee Wellbeing at Sweetwater. Connect Dr. Kristal Walker