Editorial
You need thick skin to be an experience management leader. We are master negotiators, sales people and researchers. However, we need a strategic plan and the right tools to succeed. Unfortunately, the one word we hear the most often is 'NO.'
There are a lot of misconceptions and misunderstandings around experience programs. Having personally built and led Customer and Employee Experience programs, I have experienced the resistance and seen how (and when) progress can emerge.
Either there are programs in place or a belief that there's nothing to fix because things are currently working well. Why fix what isn’t broken? Getting leadership to understand that just because things are good and quiet now, does not mean that a significant market event won’t push employees out the door or that a disruptor won’t poach your clients. Without a clear definition and agreement on the outcomes and goals, selling true change will be challenging, and NO will make an appearance many many times.
Step One: Sell the Vision
To sell the vision, you need absolute clarity on the definition. You need to be able to state your purpose in a short and concise manner. A consistent vernacular on the “WHAT” is essential before any strategy can be discussed. This is critical, because without a clear definition, executives with preconceived assumptions will define it for you, which risks that any strategy will be immediately blocked.
Experience programs are challenged by the fact that so much ink has been spilled about programs that speak to impossible success stories, nonsense statistics and specialists calling themselves “gurus.” But at no point did the term “Employee Experience” get broadly defined or organized. Each consultancy has developed their own definition, but there is little consistency. EX articles are mostly stories of employee “happiness,” looking for “employee love” and other softer examples which are then difficult to sell as a definitive revenue generator.
Each executive and leader presentation I have led (and repeated at every meeting) had a clear and unwavering definition. The clarity on definition also helps ensure the practitioner is clear on what the outcomes, goals and strategy is based on and keeps them accountable to the defined scope which helps structure the sell.
Once the definition is clear and articulated, the strategy discussion can begin. Many organizations are happy to start with some simple programs which prove initial value and get those quick wins in place.
However, implementing programs that go beyond basic surveys and high level insights is essential in order to drive real change. While survey results are critical to understanding where employees are, the key obstacles to productivity and more, the numbers on their own won’t drive lasting change or adjust the culture in ways that drive business forward.
Step Two: Demonstrate the Vision by Aligning Data
Organizations often struggle to align their employee experience initiatives with their broader business objectives. A disjointed approach can result in initiatives that lack direction and fail to create a meaningful impact. To overcome this challenge, organizations must develop a clear and well-defined strategy that integrates the employee experience seamlessly with overall organizational goals. This entails understanding the unique needs and preferences of the workforce, the client base and then aligning the program's objectives accordingly.
Effective EX programs rely heavily on data collection and analysis to identify areas for improvement and measure the impact of initiatives. However, gathering and analyzing employee feedback and performance data can be a time-consuming and complex process. It’s also challenging trying to teach leaders how to interpret the data in a consistent way. Leaders are held responsible for revenues or cost effectiveness, growth and other core business metrics. Ensuring the measures you are collecting align directly to business metrics helps leaders understand the direct impact this work will have on their bottom line and help you better set goals and success measures that resonate.
For instance, start by connecting employee engagement, customer satisfaction and revenue growth. A study by Harvard Business Review found that companies with high employee satisfaction scores had, on average, a 10% higher customer satisfaction rating. When net promoter scores (NPS) align to incremental sales growth, or highlights new growth segments, the business value of CX can be found. Likewise, employee net promoter scores can predict attrition by aligning detractors to leavers using the intersecting themes from exit surveys and detractor comments.
Another opportunity is to look for metrics business leaders already use to measure employee productivity and retention. What measures are consistently used across the place? Metrics around promotions, career mobility and retention are common and can be aligned as a consistent dashboard, with eNPS and Intent to Stay as the common key KPIs. The EX programs can then target existing business metrics, helping set prioritization and leader engagement.
Related Article: Watch These HR Analytics to Improve Retention and Engagement
Step Three: Think Globally, Act Locally
Maintaining consistency in the employee experience can be a significant challenge for organizations with multiple locations or diverse departments. What works well in one context may not be as effective in another, leading to disparities in the employee experience.
If this applies to your organization, start by clearly defining your objectives for each location as you did for the overall strategy. Or at least for small departments. Local wins can help set the stage for broader ones. As programs prove out in small segments, the value builds to then further convince business leaders who might be more reluctant. To engage local or regional offices, start with the key strategic questions — what are you trying to achieve in each market? Are you looking to increase brand awareness, boost sales or expand your customer base? Do you want to stomp out turnover, improve engagement or build culture?
Get clear on the goals, so you can then track and highlight successes. Then ensure you are tailoring your messaging and communication to resonate with the local audience, whether they are your customers or employees. Critically though, for any program, while tailoring your strategy, ensure that your core brand identity and values remain consistent across all locations. This helps maintain brand recognition and trust.
Related Article: How to Put the Human Back in Your Human Experience Programs
Step Four: Managing Resistance to Change
Implementing an EX or CX program often requires significant changes to existing processes, policies and company culture. Resistance to change can be a major obstacle, as employees may be comfortable with the status quo and reluctant to embrace new ways of working.
To address this challenge, organizations should focus on effective change management strategies. Communication is key, and employees need to understand why changes are happening, how they will benefit and what their role is in the process. Involving employees in the design and implementation of the program can also help mitigate resistance.
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Ensuring clarity, aligning data to existing business KPIs and creating a clear communication plan for the changes is essential. You may still be blocked and hear the dreaded NO, but perhaps these steps can help get some proof of concept underway and start showing the work.
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