The Employee Factor of a Successful Strategic Plan

Employee Experience Strategic Planning

Successful organizations know the tried-and-true formula of an effective marketplace strategic plan.  1) Gain deep insight into the market to be addressed.  2) Define and develop products, services or programs to address these needs or eliminate a frustration.  3) Measure and analyze performance to determine if desired outcomes are achieved.  4) Course correct or even undertake a major pivot to achieve defined results.

But in today’s market environment, there are additional, critical internal factors impacting an organization’s likelihood to succeed —- employee expectations of their employer and limited work experience. Now that Millennials are the largest generation of the workforce, it is more important than ever for employers to understand their employees’ attitudes and desires. As the most academically educated generation, today’s employees feel empowered to prompt change in the workplace, certainly in ways not believed by older generations.

At an organizational level, this intellectual generation wants their employer to have a meaningful purpose and they want to be empowered to contribute to its success.  At a human level, they want to feel valued and cared for.

What they lack however, is work experience.  For many Millennials, and now Generation Z workers, they first entered the workforce at age 22, after graduating from college.  Maneuvering and influencing different personalities and generations is something they did not broadly experience in their academic life.  A Randstad and Future Workplace study reveals they feel unprepared to solve conflicts, negotiate, and manage other people.

Businesses who extend their strategic development chops internally to focus on their employees’ desires, who gain a deep understanding of their employee competencies and then invest in additional career development will succeed.

So how do you address these diverging factors?  With the same strategic methods undertaken to meet the varied needs of your customers.

Let’s break down the current desires of employees and tactics you can take to address these needs.

  1. Sense of purpose: Start by communicating and providing on-going updates on your company’s purpose, values and annual objectives.  More than ever before, today’s workers want to clearly understand their employer’s purpose and how they contribute to its achievement.
  2. Cared for: This category reflects this generation’s blending of work and personal life.  It is no longer work/life balance, but rather work and personal life integration — it is just life.  Employees now expect support in areas that were formally viewed as a personal life focus, specifically health and wellness.  This is where your physical, nutritional, mental and financial health campaigns meet your audience’s (employees’) needs.
  3. Career Development: Admittedly, the largest generation feels ill-prepared to ultimately lead today’s organizations.  They desire additional career development to prepare them for their responsibilities today, as well as in the future.  And they expect frequent, on-going feedback on how they are performing, so they can continue to improve.

The varied elements requiring support can seem overwhelming at first.  And organizations are at different stages in the journey to developing a comprehensive employee experience. To help demonstrate how integrating these multi-faceted topics can be achieved in practice, we have developed three sample 2018 Employee Experience Plans.  Take a look to spark ideas on how to enhance your approach, and then help achieve your external growth objectives.

Getting Started

Intermediate

Progressive

Amp-It is an employee experience platform that leverages expert educational content, practical application experiences and data analytics to enable individuals to develop positive habits to live a more productive life.  And organizations create a deep sense of community among employees, establishing a culture where everyone will want to work.   

Amp-It empowers Chief Employee Experience Officers’ strategic, data-driven company culture and employee experience decisions.