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4 ways to personalise the employee experience | Ascender

4 ways to personalise the employee experience

Talent acquisition and management have the power to make or break a business, especially when you consider how mobile the current generation of workers are. Today’s workers are not afraid to move around to chase their careers and find the best company fit for themselves. For employers, the process of attracting and retaining the best talent requires the perfect blend of people, work-place culture and support. Meanwhile, we cannot forget the employees; they expect a personal and flexible work life, accompanied by a healthy work/life balance. For HR professionals, this can seem like an overwhelming responsibility. In this article we’ll discuss four ways to successfully personalise the employee experience.

1. Remain flexible and keep employees happier and more productive

Gone are the days of the traditional ‘9 to 5’. How many of us check our emails, social and business networks as soon as we wake up? And, how many conference calls have you taken after hours? Increasingly people are working in global teams, across time zones and outside standard business hours – a trend that is set only to continue. Whilst workers are happy to embrace this demand, they also have a heightened awareness of work/life balance and aren’t afraid to ask for it in return for their hard work.

This has resulted in a significant shift towards casual and contracted work, as well as a higher call for working from home type initiatives. If an employer wants to attract and retain talent, they must embrace these new ways of working and the contracts that individuals require. Learn from the many organisations that have already put working-from-home initiatives in place and have reported benefits like increased productivity and employee retention rates.

2. Nurture a collaborative company culture

Individuals within an organisation yearn for a sense of belonging. Engaging staff from day one with a company is key to delivering this. Workplaces that nurture a sense of company culture and camaraderie between colleagues provide a greater sense of community. In turn enhances how people collaborate and work together.

Creating this workplace culture is vital to getting the most from your employees. If they feel like they are part of something bigger, they feel compelled to go beyond the general expectations of their role. At the same time, don’t underestimate the value of “face time” (not FaceTime) with peers – one-on-one time with senior members of the team is a critical part of learning about company culture.

3. Drive talent management and development

In the same way that employees want to be in control of how and when they work, staff also want to hold the reigns when it comes to the development of their careers. As companies adopt fluid workforces, learning programmes tailored to individuals instead of entire offices or divisions are becoming increasingly necessary.

It’s foolish to assume that all employees will want the same training at the same time. Businesses should allow for deviation within the workplace and be flexible. Doing so will increase engagement and foster a culture of independent learning and empower staff to take control of their career paths.

4. Change your barometers for success

Wellbeing and engagement should be key measures to HR. Demonstrating to your employees that you care about their personal wellness through programmes shows you care about them as individuals.

Furthermore, stress management and mentoring programmes give employees peace of mind and demonstrate that they are valued within the workforce. The wellbeing and engagement of staff should be the key barometers to success for an HR department. The fact is, happy, healthy employees who feel taken care of are more loyal.

The need for a personalised employee experience is vital to talent management today. There is no one size fits all approach to attracting, developing and retaining employees. Companies are fast recognising that if they want to attract the right people, they must accommodate employees’ personal lives and career aspirations into their talent management strategies.



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