HUMANS ARE AWESOME
By definition, ‘Experience’ forms in ‘journeys’ and occurs at ‘touchpoints’, defined as interactions at a point in time, in a context, with a goal, visible to customer and company. By applying this definition from the outside to the inside of an organization, the customer becomes the employee.
At &humans we focus on the design the Customer Experience of HR, together with HR, its customers and its business managers. Why business managers? Data from research shows that 78% of all touchpoints with HR are emotionally charged and matter to employees – we call them – Moments of Truth. The surprising bit is that these Moments of Truth are not owned by HR but by business managers.
Employees, managers, candidates, alumni, vendors and freelancers are all customers of HR. Their expectations of HR are now shaped by ever-improving experiences as consumers. We believe that investing in managing the customer experience of HR will come back in impressive ROI. Higher employee engagement leads to better attraction, retention and performance of talent and higher productivity. Effortless HR experiences will provide managers and employees with additional time to focus on their business goal and a more efficient HR function, when supported by the right technology tools, will simplify HR tasks and place them in the hands of managers and employees.
We focus on the organization's internal customer perspective: employees, or customers of HR services. The Customer Experience of HR (CxHR) is then defined as the interaction between employees and HR. &humans applies design thinking to design the customer experience of your HR function. Our approach is structured, iterative and sustainable and constitutes of 4 steps:
We embed with our clients to understand what differentiates them...
We embed with our clients to understand what differentiates them as a brand, how their employees interact with the organization, HR, customers and each other. We study the existing employee journeys and seek feedback from customers of HR about the current journeys. We take the feedback and gather insights. Our tools include analytics, empathetic research and workshops.
This is the step when we ‘go out there’ live...
This is the step when we ‘go out there’ live with the change prototype for employees to actually “experience” whatever the new change is. Whatever “it” is, employees will have the opportunity to also provide feedback about it.
We combine the insights we gain with the your company’s...
We combine the insights we gain with the your company’s vision, strategy and goals, to design a plan that inspires your leadership, employees, and HR. We apply design thinking process to design with HR and the employees their own experiences.
This is the step where we implement final design after...
This is the step where we implement final design after incorporating feedback from the pilot and handover to HR.
Designing the employee experience is not a linear process. There can be movement back and forth through any of the steps based on feedback that is gathered. This is intended to be an iterative approach.
Organizational goals are reached in a culture where employees feel cared for, are engaged and appreciated.
We help you institutionalize such culture. We design, develop and deliver customized and effective reward and recognition programs that work for you.
Our solutions are aligned with best practice and comprise of four critical components:
promote the organization’s culture, strategic mission, and values. By aligning the programs we codesign together with the values and culture of your organization, your employees are able to clearly see the link between acting as stewards of the organization and receiving desired rewards and recognition.
Industry leaders suggest that organizations should design and develop a rewards and recognition program that follows SMART (specific, meaningful, adaptable, relevant, and timely) logic. One of the most vital aspects of any program we design is to reward specific behavior. We believe that the programs we design should ensure that recognition occurs as close to the behaviors you desire to institutionalize as possible. This supports the tie between the behavior and the recognition, and enables powerful engagement and change.
Successful reward and recognition programs involve buy-in from both employees and management. We involve all levels of the organization when developing and executing the program because this will then encourage engagement and acceptance early on.
Successful organizations establish a robust communication and internal marketing strategy to increase transparency and promote participation in reward and recognition programs. To support program understanding and perceptions of fairness, we ensure the communication strategy discusses the rationale for the program and the relevant policies and procedures throughout implementation.
" There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: employee engagement, customer satisfaction, and cash flow… It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it. "
– Jack Welch former CEO of GE
79% of employees at companies with above-average customer experience are highly engaged in their jobs, compared to 49% of employees at companies with average or below-average customer experience scores.