Some of the big companies that operate in the global market consider that the most important skills to be developed in their employees to promote their growth in the next five years (according to Flux Report by Right Management) are Leadership, Management, Interpersonal, Innovation and Creativity, Resilience, Techniques, IT, Sales / Marketing and Customer Management.

When we verify that the HR of these organizations establishes as desirable to ensure results at these levels, we cannot stop thinking about how this path will be done from the hiring or through the inventory of the existing skills in their employees at a given moment, and their consequent development.

Reconciling organizational desires with employee needs may not be an easy marriage, but there are promising engagements!

Developing skills implies somehow inspiring the commitment. This means that HR must seek to improve people’s lives and remove obstacles by building environments and tools to facilitate and improve the performance of their work.

Providing magical experiences to the organization’s employees means getting them to find meaning in what they do and to have the autonomy to do the best. It also means making them feel that they can grow, show that their actions impact the organization and that they are in connection with the world around them.

This is MAGIC “Meaning, Autonomy, Growth, Impact and Connection”

Looking beyond efficiency and focusing on the employee involves understanding their needs, whatever their physical, cognitive or emotional nature. In this way it is possible to develop “personas” that guide the delivery of services and / or products successfully.

Organizations use the “persona” of their employees to discover their unique needs. This can mean defining the employee’s functional identities (for example, a manager, a senior specialist, or a T, etc.) by identifying the most important moments for these employees and creating journey maps of their work experience.

The experience of the collaborator is not a single thing; it is actually a set of experiences gathered in a continuous movement that arises in three distinct environments, namely: Physical, Technological and Cultural.

Employees respond to the stimuli of these environments and their responses must be analyzed by the organization.

How is seen publicly the organization or the team?

Do employees feel comfortable to talk and share their experiences? If they talk, the employees feel that something will be done?

How is the employee’s commitment inspired?

Do employees want more autonomy and responsibility? How to turn this will into reality?

Do employees feel that hierarchy is jamming decision making? How do you solve this problem?

What does the organization give the employee in return for his or her work?

What has the organization learned from these responses?

Now is the time to act and make changes based on the ideas the organization has captured.

Using transparency, the organization has to define what to do and also what should not be done in order to move to its implementation of change. It is crucial not to forget that it is a process of change and in this sense everything must be taken care of from clear and universal communication to the achievement of a healthy commitment. For example:

“In order to drive employee self-service and enhance the employee experience, the Telstra HR innovation team has introduced multiple new digital channels and apps over a short period of time. Over a year or so they’ve launched or updated an HR knowledge portal, a digital ticketing system, an on boarding app, an employee benefits site, and a general HR app.

An existing personalized dashboard has also been enhanced. The net result is an engaging user experience for HR services.”

We all need our interactions with technologies and other more complex systems to be simple, intuitive and enjoyable.

Design thinking, because it is empathic, is an approach that allows us to understand the needs of an organization’s employees. This understanding arises when we analyze the sum of the various perceptions that these collaborators have about interactions with the organization, that is, their experience as collaborators.

In this way, it is possible to think of reconciling the desired competencies of the organizations with the potential of their employees and to develop a magical organizational environment and mutual growth.

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2 Responses to How to provide magical experiences to the employees of an Organization

  1. My phd-research concerned about whether aesthetic experiences of employees positively affect their affective commitment. They did! Aesthetic properties like coherence, collaboration, accomplishment, identification and mystery contribute to positive emotions, See http://repository.tue.nl/774529

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