Organizations need to be more authentic and transparent about employee experiences if they want to attract quality talent and reduce the attrition rate.
It is good to see many organizations especially startups aiming to be more transparent and authentic about their services, products, and commercials, however, when it comes to communicating authentically about the employee experience, it still seems like a long road to cover.
What employees saw on a careers site or on their company’s social channels, or what they heard from recruiters, was o!en inconsistent with what they experienced when they joined the company, thus leading to infant attrition and voluntary attrition. These are the types of attrition which might have a severe impact on co-workers morale and might lead to disharmony in customer relationships as well. In this digital age where employee reviews are highly detrimental, a bad review just inhibits an organization’s ability to attract talent.
A survey by Indeed shows that 83 per cent of job seekers are likely to base their decision on where to apply on company reviews, and 46 per cent will weigh a company’s reputation heavily before accepting a job offer. If a company’s online presence shows a pattern of negative feedback, candidates quickly move on to the next offer.
“Employees go that extra mile but only if they feel they have ownership. For few, it comes naturally, only if you are lucky, but for many, it is that clear sense of purpose and that feeling of what they do indeed matters the most. “
On the other hand, an organization which delivers on the experience they promise, enjoy attracting better talent, and talent is more likely to recommend their employer as the place to work and put in that entrepreneurial spirit in the job they deliver.
Is Your Employee Experience = Consumer Experience?
- Engagement is not soft; it is both measurable and powerful
Your promise to the talent at the time of hiring, in other words, what employees heard of you through channels like careers site, social handles & from your recruiters, is that consistent with their current experience as your employee?Employers who deliver on the experience they promised exercise authentic engagement leading to lasting advocacy. Therefore, the distance between your recruitment marketing and employee experience must be as minimal as possible. - Let your human capital do the talking
Start small, think big and scale up fast, start to rely on your employees as your spokespeople on employee experience. Employee generated content works as the most powerful source. Being authentic is not a choice, it is imperative. - Deliver on the promise but firstly assess the gap
What are you talking to the external talent? How are you talking to your new hires? What does your employee engagement survey say? What are the inputs from your exit conversations & engagements in social listening?“In this digital age where employee reviews are highly detrimental, a bad review just inhibits an organization’s ability to attract talent.”
- A balance between “Organizational Culture” & “Employee’s Own Culture”
Should be made such that both of them are inseparable. Clearly articulate your organizational culture & values & have a well defined recruiting process to understand candidate’s aspiration & his/her values, understand the gap or intersection points. - Deeper And Meaningful Engagement
Nobody washes a rental car, right? Employees go that extra mile but only if they feel they have ownership. For few, it comes naturally, only if you are lucky, but for many, it is that clear sense of purpose and that feeling of what they do indeed matters the most. Create employee advocacy and not merely be stuck to employee satisfaction, advocacy is when:
- An employee goes that extra mile.
- When an employee recommends his/her workplace to his family, near and dear ones.
We are in a world where most of the organizations meet at a common juncture to find the right talent. In my opinion, organizations will only succeed by keeping employees meaningfully engaged, happy & fulfilled.
