Key Takeaways from the Employee Experience Summit 2021
We wanted to start with a friendly hello 😊👋 In this article, we want to share one of our most exciting community experiences so far with you, recall what happened, and summarise the key takeaways.
The Employee Experience Summit 2021, which we held for the first time on September 22nd, was met with greater interest than we expected. Our 4 speakers brought different perspectives and shared unique insights into different employee experiences across the globe.
At our summit, we were delighted to welcome;
- Laura Eelmaa - People Partner at Bolt
- Ozlem Salur - Head of People at Getir
- Asha Wilde - Employee Experience Manager at BT
- Kate Faxen - Head of Employee Experience at UCL
What Employee Experience means to you?
We kicked off the event by asking our 4 speakers to define what employee experience (EX) means to them as both employees and leaders.
Employee experience is a top priority now for all forward-facing organizations. It is the most important factor in the measurement and creation of productivity and company success. The question of whether employees would recommend the company they are a part of to their friends is one of the most telling indicators.
When we think of the employee experience as a puzzle, we can say that our 4 wonderful speakers talked about each piece. When we examine it from different perspectives, we reach the following conclusions.
One of the most important elements in creating a culture of transparent communication and feedback. It is very important that employees can communicate with their managers, give positive or negative feedback, and vice versa. Of course, being constructive and honest is the key to achieve this. It is also impossible to talk about EX without considering the work environment, in which employees should feel happy and comfortable as a bare minimum. Interaction and recognition in this environment are other important issues, as well as celebrating success together and being appreciated by internal leaders. The final piece is providing a support framework for your people, and making sure that career progression is clear and personalised to each person’s strengths and weaknesses.
When we consider all of them, we can list the items required for a positive employee experience as follows.
- A feedback culture created with open and transparent communication,
- A fun working environment where teamwork is done collaboratively,
- Celebrating successes together, and recognising contributions,
- Supporting career development at all times.
Does a positive employee experience affect, and is it possible to measure it?
When the question was directed to our speakers, there was a clear theme: happy employees do their best for the organization they are a part of. They always do their best if they fundamentally adopt the purpose and culture of the company and match it with their values and are overall happy. If someone feels that they are supported and that importance is placed on their career development, that employee will work in the most efficient and adaptable way possible for that organization.
Employee experience can be broadly defined as all the processes from the moment an employee starts to work until the moment they leave the job. As we moved on to individual sessions at the Summit, we continued to discuss parts of the employee experience in-depth with each of our speakers.
A fundamental step is that a person does not feel alone or confused when they start at a new job. Contrary to the traditional orientation processes that everyone applies, value-oriented studies can be done. Transferring company culture and values to the employee in the simplest way ensures that the first step is positive.
It will never be possible to orchestrate all the experiences of an employee perfectly. However, feeling valued and believing in the organizations they work for can make the net experience happy. This is possible in employee-oriented organizations where people are involved in the decision-making mechanism. As Asha Wilde from BT, said in her 4 steps: exploring, empathizing, co-creating, and ensuring continuity can be the formula for human-oriented decision-making.
Strong internal communication also ensures that pieces of positive employee experience are combined. Employees should feel free to expect different needs or express a negative opinion. They should be able to provide feedback to their managers - transparency and openness are key.
Each employee may have different cultures, experiences, and ideas. The important thing is that each person can make their voice heard within the organisation. They can add a different perspective to the project they contribute toward. Leveraging this allows companies to expand their diversity and inclusion, bringing creativity and adaptability to the forefront.
Key Takeaways for the Employee Experience Puzzle
When we look for patterns in our conversations during the summit, we can put together all the pieces of the puzzle, the necessary elements for a successful employee experience, as follows:
- An orientation process that prevents feelings of loneliness and confusion.
- A working environment where employees can freely express their ideas and ideas is considered important.
- A strong feedback culture with open communication between managers and employees.
- An internal communication environment where all employees are aware of each other and can communicate comfortably.
- A consciousness that always supports learning and development and cares about career development.
- People-centric decision-making.
To summarize the lessons from the whole day in 3 words; We can say respect, belonging, fulfilment.
Thanks to our speakers who shared their valuable experiences at the first EX Summit, to our participants who shared with us so much positive feedback, and to everyone else who wanted to keep their finger on the pulse of the employee experience.
Together we will shape the future of work!
See you next April…