By Claire khoury, head of marketing, communication et rse - February 20, 2018
Research shows that employees’ absence or lack of motivation is a concern for business managers and is resulting in higher costs. A separation has developed between companies and their staff, which is manifesting itself in the form of a loss of trust and growing disengagement among employees.
Employee experience has therefore become a key priority in companies’ strategies for acquiring new talent and motivating existing staff. It encompasses a wide range of areas such as company culture, reporting relationships, work environment and even professional development.
Professional motivation is directly influenced by:
These key factors of employee experience drive companies to acquire new management tools and systems which foster collaboration, improve employee satisfaction and even boost productivity.
In the fully digital age, employees expect to have the same level of comfort at work as they do at home and to benefit from flexible working conditions. The transformation of work spaces and equipment is blurring the boundaries between organisational hierarchies and geographical location. Companies are using the advances that digital has brought to open themselves up to new workplaces, innovation and collaboration. They are allowing their staff to choose a method of working that is compatible with their individual lifestyle as part of a revamped employee-employer relationship that is yet to fully take shape. Employees can now work from anywhere and are doing exactly that, whether their job requires it or not.
The digital revolution is providing companies with powerful levers for change in terms of their operating models and methods of working, but these new practices call for a structured response. Ensuring employee well-being at work and channelling their engagement into a real source of innovation as well as economic and human performance requires long term commitment and clarity on the part of companies.
There are three essential levers for sustainable motivation (meaning, recognition and trust) and they must permeate all dimensions of the company (strategy, culture, organisation and employee relations). It is by reproducing these three levers in a meaningful way at the organisational, operational and relational level that one strengthens employees’ connection to the company, resulting in individual and collective performance gains.