Develop your business with committed employees

In a complex and uncertain economic and geopolitical context, managers find it very difficult to develop strategies. Also, to avoid flying blind, they rely on several financial indicators. On the other hand, they neglect the internal climate of their company. However, a strategy cannot be implemented without strong mobilization of the employees.

War, inflation, health crisis, global warming… managing a business in such a complex context requires strong responsiveness and adaptability. To develop the best strategies, managers study several KPIs: financial (revenue, gross margin, gross operating profit, working capital requirements, etc.), customers (number of customers, retention rate, cost recovery, etc.), market (brand). awareness, market share, etc.) and internal (administration, industrial process, purchasing process, etc.). On the other hand, the means to achieve these achievements are only rarely integrated.

A successful business strategy therefore requires employee buy-in.

Likewise, in the same way that companies use indicators and business intelligence tools to better know, attract and retain their customers through personalized offers, they must, via the collection of employee data, assess the company’s climate, better understand employees and identify pain points. Thanks to data and AI algorithms, companies better understand the causes of a problem, malfunction of a process or non-compliance with a new offer. So much information to implement the actions necessary to create a climate that promotes employee engagement. A significant asset to business performance, as a 2% increase in employee satisfaction increases customer satisfaction by 1%.

Obtain ongoing staff to obtain objective data

How to collect employee data and which ones to choose? If the coffee machine or the cigarette break are places and times when tongues are loosened, they do not, however, reveal the general atmosphere of the company. Not only are these places visited by only a handful of followers – and this is all the more true since the generalization of telecommuting – and speech is generally monopolized by a few. The resulting discourses are therefore incomplete and biased.

Other, more objective data: staff turnover and sickness absence. These indicators make it possible to measure the quality of the working environment. Figures that make it possible to identify problems such as departures in teams, by age or by profession, but which unfortunately are only known when the employee has left or is on sick leave. So it’s too late to react.

Finally, other moments such as the annual employee interview or an employee involvement survey make it possible to collect data on the atmosphere and expectations of the employees. The disadvantage: collected once a semester or even annually, this data is analyzed too late. However, these make it possible to identify the teams’ and the individual employee’s expectations and thus create collective working conditions and develop frameworks adapted to each profile. In other words, make HR a successful employee experience (EX).

Measure the general well-being of employees by meeting their expectations

The launch of a new product line, the transformation of an activity or the positioning in a new market requires for a leader or manager the need to know the resilience of his troops. Can they absorb such a development? Do they have the means to integrate them?
Knowing the state of mind of his teams, knowing if the goals he sets are understood, if all stakeholders are motivated, knowing the friction points, identifying disengaged teams or quickly reporting on what salespeople are hearing from customers in the field… are all elements, must be assessed before starting a project.
But this knowledge requires the collection of accurate data, collected through online surveys or questionnaires. Thanks to this employee data, the company is informed at all times about the strong and weak signals that control the employee experience (EX) and the reality on the ground.
Another important element of the employee experience: digital tools. The employees, who in their personal lives are used to using ergonomic and dynamic solutions, expect the same degree of ease of use for the tools in their professional environment. From the computer to the HR software, the tools available in the company must be easy to use.

A high-performance employee experience: a key lever for productivity

Aware of the competitive advantages of a high-performance employee experience, many large companies are organizing to make the employee relationship an unforgettable experience.
Thereby Airbnb has created a department centered on the employee experience, whose role, broader than the traditional HR department, takes into account the issues of managing the social impact, premises, sense of belonging or health.
On his side, Faurecia has chosen to bring managers closer to their teams by providing them with tools that allow them to regularly survey and communicate with them. According to a Gallup survey, managers are responsible for up to 70% of the variation in employee engagement.
In a development context with a growth of 500 employees in 3 years, AramisAuto understood the importance of regularly questioning the business climate in order to objectively assess the process of endogenous growth. Thanks to this measure, the HR functions were able to identify the actions that needed to be taken to achieve the best possible integration and engagement of employees. Today, managers can no longer be satisfied with vague impressions, feelings about what is happening internally. They need facts. It is therefore essential for them to set up an intelligence feedback approach to continuously and quickly collect internal information in order to set up an effective EX adapted to the employees. Without this approach, managers are at risk of reluctance or even inability to transform their business.

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