Decoding the Employee Experience Journey
Every marketer strives for the big wins. It could be an uptick in sales as a result of the value generated from marketing efforts or a well crafted campaign that seems to tick all the boxes with the stakeholders. Resonance and loyalty are keywords that fuel our passion and vigor while we draw elaborate strategies and tactics for deployment.
We base our year end success on achieving the KRA’s and Instill the belief in our teams that it is only these big wins that matter. But the reality is far different. Don’t take it from me. Take it from a HBR study that describes how innovation and progress is fuelled by celebration of the smaller milestones and wins.
Big wins are often difficult to come by. It is a case of a black swan, a redemption that augments and cements your initiatives. Very often, our battles are in the trenches and among the mundane set of tasks which seem to drown us in the misery of being monotonous, uninspiring and feeling ordinary. Here is where we need to make a difference.
When was the last time you celebrated a well drafted email from your colleague that clearly underlined the project and its objectives or a colleague who voiced out his idea no matter how contrary to popular thought it was.
We emphasise heavily on understanding the customer experience journey to devise tactics to masterfully cater to every touch point of our user base. But we seldom realise that there are touchpoints too in every employee’s journey. Burnout and employee absenteeism are in reality a form of brand loyalty turned indifferent. How do you ensure your employee is still part of your tribe? How do you ensure that he still feels valued and connected with your brand? By showing him his efforts matter. By celebrating his little wins and creating a consensus that the little wins are the pieces of the puzzle that lead to the bigger wins.
Celebration of the smaller wins internally holds more relevance in a post pandemic environment.Disconnected and distant from the larger teams, the purpose and vision that bound the employees together has been laid waste. There is a greater emphasis on personal branding by the organisatio n leadership who have climbed the ladder of Maslow’s hierarchy to achieve self actualisation, made possible by leading brand driven virtual keynotes and collaborated podcasts.
While extensive surveys have been mapped out to understand the evolved consumer, only a handful have highlighted the needs and demands of today’s employee. Why is this relevant for a marketing leader you ask? Because today’s employee is also an evolved consumer who demands hyper personalisation accountability and can influence perception about your organisation and personal brand.
How do you achieve this sense of hyper personalisation in your team? What are some bespoke tactics that you can deploy to create a sense of oneness in this remote working environment? How do you make the employees feel encouraged and accountable for the smaller wins? Do run of the mill internal virtual engagements provide the answer or does a tailored HR driven communication campaign achieve the objective?
More often, the response is no. Every organisation needs a custom approach to achieve this.I will take you through a framework that outlines how you can achieve this in your organisation in my next piece.