Monday, February 11, 2019
We've reviewed the trajectory of Workforce planning for ages: Employee Recognition gave way to Employee Engagement which is now being called Employee Experience. These phrases more-closely resemble buzz words but there is a distinction to be made in the verbiage.
Engagement references an arrangement to do something in a fixed time while Experience tilts toward observation; one interactive the other somewhat passive. These are not competing ideologies.
People still like to be rewarded. People want to learn. People want to develop. People want to be part of a culture that elevates their work beyond their personal goals. Transactions happen, systems track said activity, and it all becomes part of a greater cohesive strategy.
Each organization's Employee Value Proposition (EVP) is a six part strategy to synchronize base line objectives (work content and compensation) with the elevated goals of employee growth and development.
Wrapping the collective arms of the Human Resource function around an all-encompassing EVP is an unenviable challenge: there are years of process to streamline (or undo), legacy systems and people who seek to disrupt where others see no need to rock the proverbial boat.
Such is our conundrum.....
But we can start with a systematic approach to progress.
Scaling to Audience
System limitations almost always guarantee program failure. Users want a platform that is designed with some flavor while promoting objectives centric to their core job function. If reward options are limited, users will plateau and stop using the system. If the design looks like it was created in 1977, program interaction will wane. If initiatives are limited to a few "pat on the back" functions, excitement for appreciation will be replaced by resentment of "another leadership initiative designed without compassion for those in the trenches".
Multiple Avenues of Attraction
You can build the best system in the world but if communication, training and intrigue are not part of your program strategy; your eco-system will remain dormant.
Does your program have a title replicated in 12 other companies in your industry?
Is finding the site difficult?
Does it take 2 days and 5 approvals to recognize a colleague?
You'll need a branding strategy specific to your organizational culture, paths to intrigue that keep users coming back for more, and challenges that engage the competitive and collaborative motivational set in equal time.
Do the hard work: dig into every corner of the culture and develop a strategy that synchronizes Human Development with Organizational Purpose.
Don't Forget to Remember,