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Home » Employee Wellbeing » Making ‘employee experience’ an attractive offer for current and future staff

Kalle Ryan

Executive Lead, INSIDE by TBWA/Dublin

The experience your employees have at your organisation will be affected by many factors, big and small. Getting the balance right will play a massive part in their wellbeing and your business.

The phrase ‘employee experience’ is getting more traction among companies these days. However, not everyone understands what it means, admits Kalle Ryan, Executive Lead of employee experience business, INSIDE by TBWA/Dublin.

What is employee experience about?

“It’s an umbrella term for every touchpoint an employee has at your organisation — from the minute they walk through the door to the day they say goodbye,” he explains. “That can be everything from the software you give them to the diversity, equality and inclusion programmes you run or the communications you send.”

To deliver a good employee experience, a switched-on business needs to be genuinely interested in the wellbeing of its staff. Tick-box gimmicks won’t cut it, warns Ryan. “You can’t give your people the odd perk like free drinks and wonder why they’re still unhappy. You have to be authentic and proactive.”

Do it right, and you’ll create a positive work environment and have happier, more empowered employees. Ryan adds: “If an employee feels a sense of belonging and purpose, they’re more likely to pay their employer back by engaging more deeply with their work.” Offering a good employee experience will also attract and retain the best talent.

You can’t give your people the odd perk like
free drinks and wonder why they’re still
unhappy. You have to be authentic and proactive.

Crafting the ideal employee experience

Yet, according to creative consultancy Lippincott, only one in four companies deliver it successfully. Where should a business start? Unfortunately, the answer is: ‘It depends.’ “While ‘employee experience’ is everyone’s responsibility — because everyone has their part to play, from leadership down — it’s often no one’s job,” says Ryan.

“It’s an inherently tricky thing to figure out a good plan for the collective that also works for the individual, but there are strategic steps every organisation can take to transform the employee experience,” Ryan explains. “We have the methods and tools to create a shared purpose using the world-renowned Disruption® process, and we have deep experience building companies and their brands from the inside out.

Greater awareness of employee expectations

Fortunately, many companies are more aware of the shift in their employees’ values and expectations; they recognise the profound impact that mental and emotional wellbeing has on staff performance.

“There’s a resounding — and very valid — call for a balanced work-life dynamic, unparalleled flexibility and an emphasis on overall wellbeing,” says Ryan. “The challenge for businesses today is to align with these shifting values and communicate them effectively, ensuring the employee experience they offer is an attractive proposition for current and prospective staff.”

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