In the last article of this blog, I stated that “…in organizations, HR managers must increasingly be concerned with updating skills related to user experience and behavioral economics.”

Now we will try to understand to what extent this statement corresponds to a reality felt by organizations and how we can improve those skills.

This reality is already felt, as we can see, for example, through Busigners, which clearly leads us to the implementation of the “employee experience”, highlighting the loyalty of employees, attractiveness of the organization and the motivation of employees and consequent increase of productivity.

But let’s look deeper! A first aspect, which jumps to the desk when we try to follow the experience of each employee, is the need of personalization at the expense of mass treatment.

We must devote an individualized attention to the flows of each employee in order to allow the construction of a robust, agile and learner whole, that is, in order to shape the new skills in the work structure of each employee. It is not possible to adapt the same menu of competencies for all elements of the organization, as if it were a formative offer from a “work school”.

This process may seem expensive and time-consuming, but its application at the organizational level is fast and costs are clearly diluted in the result obtained.

A second aspect to work on is simplification. The useless complexity often supported by the bureaucracy in organizations to justify increased difficulty has to be converted into accessibility and easy integration, with higher levels of execution and learning.

Simple is beautiful and desirable!

There are, however, situations that will always remain complex by nature, but in these cases it is not a useless complexity, rather it is a feature of the system, which will lack a particular ability to become simple and understandable. Complexity is not necessarily complicated.

Transparency is another aspect we must consider to improve skills.

Transparency should be part of the company culture because it contributes to the perception of organizational trust.

Transparency helps build bridges of trust that bring people together and create cohesive nets to get results across the organization.

Of course these aspects show unmet needs within organizations, but those needs will only be satisfied when the organization as a whole is able to respond effectively (quickly and assertively) to the challenges of its purposes.

An organization must function as a living organism and maintain a healthy balance between all its components.

A living organism has a physical environment where it moves and was usually created new or has been adapted in the environment where it is installed. By observing the experience of employees, organizations can contribute to the well-being of their employees, adapting the existing to what they value or want, but also reflecting the organizational culture in that environment.

As we continue to observe employee experience, we can easily see that not everyone is extroverted, introverted, or has thousands of daily interactions. The observation of the existing links between the different employees, as well as the touch points with the outside world, is essential to develop an improvement in the working environment.

An important part of employees’ motivation or discouragement during their work day results from the positive or negative balance of the social connections that they establish in the organization.

To feed this motivation, that is, to provide the energy needed to “the work to be done” is only possible if there is:

– Constant monitoring of data on the employee’s experience and its transformation into useful and accessible information.

– Explanation of each employee’s journey and identification of the different touch points internally and externally, in order to ensure effective communication, flows of creativity and efficiency in the processes’ implementation.

– A clear awareness of the significance of each role in the organization and a deep knowledge of the individual responsibilities as well as of the expectations created for each team or functional part.

– This feeding is part of an iterative process that is intended to exist in the continuous improvement of the organization’s performance and constant adaptation to the environment or environments in which it may be inserted.

Finally remember that:

Journey maps are a powerful tool for diagnosing and fixing interactions. They’re valuable for understanding both customer and employee experiences, which is why customer experience (CX) pros along with their colleagues in human resources (HR) should use the discipline of journey mapping to look at critical journeys like hiring, onboarding, and evaluating performance.”

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