Evolving the employee experience — Q&A with Limeade Global VP of Customer Success, Steven Parker
By: Mady Peterson
75 percent of employers deal with overwhelmed employees. Leaders are struggling to provide employee engagement programs that put people first and really work. Meanwhile employees continue to expect a more personalized and positive employee experience. This disconnect means productivity and engagement are more at risk than ever.
We asked Limeade Global VP of Customer Success, Steven Parker, to answer real questions from real HR leaders on the state of employee engagement, the evolution of the employee experience and how to take your people programs to the next level.
Check out the highlights from our Q&A with Steven Parker:
Q: How do your customers work with others in their company to advance the employee experience? How do they get buy-in from the C-suite?
A: Our most successful customers make the business case for improving the employee experience about increasing engagement and productivity. They focus on the top line impacts — imagine if everyone in your organization felt good and was living with purpose. How much more productive could they be? How much more focus could they put on your customers and your business? Although it’s true that bringing siloed technologies and functions together can help you reduce costs, the real impact isn’t just on cost reduction.
When I think how they measure the employee experience — they’re tying people results to business results. Take turnover for example, we know turnover has a huge impact on business continuity as well as cost to replace employees — so we help customers create great places to work because people who are having a great employee experience are less likely to leave. Then there’s the people who aren’t having a great experience — let’s go fix that! As a result, they get a lot of buy-in from leadership just by the fact they can make a meaningful impact on metrics that the C-suite care about. What it comes down to is deciding whether the current employee experience is or isn’t enabling key metrics and having the mindset of: we could be better.
Q: What are the most natural programs to combine or integrate to create a better employee experience? Where do you start?
A: Start at the baseline — ask your employees. When you combine well-being, engagement, social recognition, inclusion & diversity, performance management etc., start with the employee in mind first so that you’re able to create a positive experience for them.
Employee listening is more than a once a year survey, it’s day-to-day management of the employee experience. Companies who put employees first outperform organizations who don’t. Operating in silos can disengage your employees — putting employees first should be “how you do things around here.”
Q: How do you introduce a new approach without the changes getting “squashed” by the existing culture?
A: Tying things leaders care about to what’s going on with the employee experience can help get leaders on board and championing these efforts. Try a couple different things to use as a proof point to then drive forward.
How do you sustain it? Look for “little groups of paratroopers” — five or six people who really care about that thing in the employee experience — and figure out what you can do to enable them to flip the switches on what matters most. So when they do those things, they feel support from each other and HR to enable them. Start enabling topics and bring people together — find employees who want to take initiative and watch it expand.
Today, more and more employees are expecting personalized, culturally relevant, consumer-grade HR experiences at work. And some HR technologies are stepping up to deliver employee-first solutions that meet these expectations.
The model in this e-book illustrates how any employee program can evolve into a fully integrated, supportive and consistent employee experience that’s truly relevant for employees.