疫情恢复期人力资源从业者引领员工体验的提升（Boosting Employee Experience for HR Leading Through the Pandemic Recovery）Boosting Employee Experience for HR Leading Through the Pandemic Recovery
疫情恢复期人力资源从业者引领员工体验的提升
作者：Maggie Sun
Introduction 引言：
The COVID-19 pandemic and its side effects have changed the focus of employee experience to maintain the performance and engagement of the distributed workforce — where certain number of employees work fully remote or partially remote while a small portion still at the workplace. To evaluate employee experience during the pandemic disruption, HR professionals should figure out three key issues for his or her organization: Organizational trust，Commitment to co-worker and the right capabilities.
新肺疫情大流行及衍生作用改变了人们对员工体验的关注，为了维持分散式员工的绩效和敬业度—换言之，大部分员工完全远程或部分远程工作，而小部分员工仍在工作场所工作。为了评估员工在大流行期间特殊的体验，人力资源从业者应为他或她的组织找出三个关键问题:组织的信任，同事们的承诺以及应拥有正确的能力。
Body正文：
Let ‘s look at the definition of “Employee Experience” together. 首先让我们一起来看看“员工体验”的含义吧：(资料来源：维基百科及Kincentric . Source: Wikipedia and Kincentric)
Along with the notion of experience economy, employee experience is defined as a set of psycho-cognitive sentiments about the experiential benefits of employment. Employee experience is formed when an employee interacts with careers’ elements (e.g., firms, supervisors, coworkers, customer, environment, etc.) that affect their cognition and attitudes and leads to their particular behaviors, related to their job and company. 与体验经济的概念相一致，员工体验被定义为一组对于雇佣体验有益的心理认知情绪。员工体验是当员工与职业的因素(如公司、主管、同事、客户、环境等)互动时形成的，这些因素影响他们的认知和态度，并指引了他们与工作和公司相关的特定行为。
Employee Experience Management (EEM) was conceptualized by Kaveh Abhati as an approach to deliver positive experiences to employees, which leads to positive customer experience by emphasizing their experiential needs - like experiential marketing for external customers, Harris hinted “It (customer experience) begins at the heart of an organization. It begins with employees who are being the strategy and living the brand”. EEM, same as Internal marketing, is an internal approach by focusing on employees (internal customer) prior to external customers. 员工体验管理(EEM)是由Kaveh Abhati提出的概念，作为一种向员工传递积极体验的方法，通过强调他们的体验需求，导致积极的客户体验-就像外部客户的体验营销，哈里斯暗示“它开始于组织的核心。始于员工，并作为战略的一部分，是品牌的生命。” 员工体验管理，和内部营销一样，是一种内部方法，关注员工(内部客户)而不是外部客户。
The notion of EEM comes from the question of how firms make sure that employees create the desirable customer experience, whenever they interact with customers or provide the information and services to them. 员工体验管理概念来自于这样一个问题:企业如何确保员工在与客户互动或向客户提供信息和服务时创造出理想的客户体验。
EEM also goes beyond standard Human Resource Management by rewarding more employee-experience in form of both professional and personal development. 员工体验管理还超越了标准的人力资源管理，以专业和个人发展的形式奖励更多的员工经验。
Employee experience covers how employees perceive all events throughout the employee lifecycle from pre-hire interviews to exit. 员工体验包括员工如何看待从入职面试到离职的整个生命周期中的所有事件。
Consequently, maybe you’re curious about the key benefits of EX, let us look at “Why Employee Experience Matters?” Today, experiences are the currency of the competition realm for businesses and organizations. According to Forrester, businesses with experience-based differentiation outperform others by nearly 80%. A recent MIT study shows Top performers in employee experience gain a 200% advantage in customer satisfaction and innovation, and a 26% increase in profitability. 也许你会对员工体验比较好奇，让我们一起来看看“为什么员工体验很重要?”如今，体验在一定程度上可以理解为是业务和组织在竞争领域的货币。根据Forrester的数据，基于体验的企业比其他企业绩效高出近80%。麻省理工大学近期的一项研究显示，在员工体验表现最好的公司，员工在客户满意度和创新方面获得了200%的优势，盈利能力增加了26%。
After that, let me to look at a couple survey conducted by Gartner for HR professionals and employees before and after the pandemic. 接下来，让我们一起来看一组Gartner在疫情前后对于人力资源从业者和员工的调研：
We could tell from the result that Employee Experience still stands on Top 4 despite of rest of priorities sequence may with significant changes. 我们可以看出来人力资源从业者在疫情前后的优先工作事项中，大部分顺序都有或大或小的调整但是“员工体验”一直站在第四的位置上不变。
Regarding the organization dealing with the pandemic and employees’ perception on his or her productivity change over the months, we would understand that still 80% employees are satisfied with it to large extent, which the productivity without significant changes. 总体来说，有八成员工对于其企业对于新肺疫情响应举措是比较满意的，而对自己的工作效率没有感觉到显著的变化，所以调研结果分布很均匀。
In this way, let us look at some of the key drivers for various employee experiences. If he/she work onsite only, certain percent of employees are concerned the possibilities of infection exposure on his/her way to his/her workplace. Meantime, he or she were wondering what to expect when going back to his/her workplace. And then, staff work interchangeably between workplace and home, seems behave more bungling and awkward at his/her workplace than WFH (working from home). And in the parallel, he/she is not sure about his/her stability to keep healthy as always and with his/her family. Regarding the rest part of employee working remotely, he or she considered the line between work and life is more blurred. At same time, certain percentage of people need more than average time to familiar with fully remote working since it is totally brand new to them. 鉴于此，让我们来看看不同员工体验的一些关键驱动因素。如果他/她只在现场工作，一定比例的员工担心在他/她去他/她的工作场所的路上接触感染的可能性。与此同时，他/她也在想，当他/她回到他/她的工作场所时会发生什么。而且，员工在工作场所和家庭之间交替工作，他们在工作场所的表现似乎比在家工作的员工更笨拙和尴尬。与此同时，他/她也不确定他/她是否能像往常一样和家人一起保持健康。至于员工远程工作的其他部分，他或她认为工作和生活的界限更加模糊。与此同时，一定比例的人需要超过平均水平的时间来熟悉完全远程工作，因为这对他们来说是全新的。）。
针对上述这些情形，让我们来了解一下国际上有标杆作用的管理咨询公司怡安对于胜任力相关的研究图表吧：因为胜任力被定义为“对一个员工在组织心理上的投资水平”，所以胜任力在办公场所有五大驱动因素：敏捷性，管理层的投入程度，对人才的关注，和工作任务相关以及相关的基础内容（如职位安全性）等，从而员工愿意在组织中畅所欲言，在公司始终追求卓越的工作和在公司留任。从而会给业务带来积极的结果，包含四个维度：人才（更少的旷工，更多的福祉等），运营上的（更高的生产力和安全生产等），客户端（满意度，客户净推荐值和保留）以及财务上（销售增长，营运收入和股东总回报）。
Considering the above mentioned information, let’s dive in the new approaches throughout employee lifecycle in details. Recruiting: Adjust sourcing & attraction strategies and EVP branding strategies. Virtual Onboarding: Implement virtual onboarding delivery to reduce costs and permit individual tailor-made onboarding experiences. Well-being: Analyze the current health and well-being strategies, proactively collaborate with related authorities’ guidelines and measures, identify improvement areas and optimization the organization’s offerings. Performance Management: Educate managements on how to revise goals, and manage by those goals or key results as needed. Total Rewards: Decide how to adjust compensation, rewards and recognition strategies to support and compound workforce while ensure fairness. Communication& Collaboration: Rollout technology solutions to improve and employee’s connectivity, virtual team celebrations. Talent Management: Carry out virtual learning solutions and adjust talent management practices to maintain talent pipelines in a hybrid environment. For instance, many organizations have made adjustment to remote work policies, increasing flexible work policies, and paid time-off policy changes.
考虑到上面提到的信息，让我们详细地研究贯穿员工生命周期的新举措。招聘:调整筛选和吸引的新战略和雇主价值主张的品牌战略。虚拟入职:实现虚拟入职交付以降低成本，并允许为新员工个人定制入职体验。福祉:分析当前的健康和福祉战略，主动与各级政府机构的指导方针和措施合作，鉴别可以改进的领域并优化组织可以提供的。绩效管理:教育管理层如何修改绩效目标，并根据需要根据这些目标或关键结果进行管理。全面薪酬:决定如何调整薪酬、激励和认可策略，以支持和复合劳动力，并同时确保公平。沟通与协作:推出新的/优化技术解决方案以提高员工联系的便利性，例如可以增加虚拟团队庆祝的活动。人才管理:实施在线学习解决方案，调整人才管理实践，在更复杂的环境中保持良性的人才发展通道。政策上：多组织对远程工作政策做出了调整，增加了灵活的工作政策，并改变了带薪休假政策。
Carrying out such approaches in organizations, how to evaluate Employee Experience throughout the pandemic? As mentioned in the beginning of this article, 3 dimensions with 9 questions could help us to manage, let’s illustrate as following:
1) Organizational Trust：The extent to which employees believes the organization values people and is working to ensure well-being.
Do you believe the organization has your best interests in mind when making business decisions?
Are you satisfied with the way your organization has managed both its business and people during this time?
Has your organization maintained adequate communication with all its employees?
Commitment to Coworkers: The degree to which employees are collaborating with and learning from team members
Have you continued to collaborate with your team during this time?
Does your team inspire you to do your best work?
Does your team help you complete your work?
The Right Capabilities: Employees’ understanding and use of resources to help navigate work (e.g., skills, networks, expectations)
Do you have the appropriate amount of information to make correct decisions about your work?
When something unexpected comes up in your work, do you usually know who to ask for help?
Do you have a good understanding of informal structures and processes at the organization?
通过上述这些举措的开展，我们在疫情中和疫情后期的员工体验可以有更加全面和清晰的评估和衡量。我们不妨从本文开头的介绍中提到过的3个方面和细化的9个问题来阐释一下：1）组织信任: 员工认为组织重视员工并努力确保员工福祉的程度。
你认为组织在做商业决策时是否考虑到你的最大利益?
你对公司在这段时间内管理业务和人员的方式满意吗?
贵组织是否与所有员工保持足够的沟通?
2）对同事的承诺: 员工与团队成员合作和互相学习的程度
在这段时间里，你还和你的团队合作吗?
你的团队是否激励你把工作做到最好?
你的团队是否帮助你完成工作?
3） 正确的能力: 员工对资源的理解和使用，以帮助其更好掌控工作(例如：技能，网络和期望)
你是否掌握了足够的信息，以便在工作中做出正确的决定?
当你的工作中出现意外时，你通常知道应该向谁寻求帮助吗?
你对组织中的非正式架构和流程有很好的理解吗?
After that, I would like to guide you have a case study which exemplify the great example of adopting the flexible initiatives successfully and demonstrating the strategic remodeling during the pandemic. This company called Geely, a Chinese based automotive MNC, which invested hundreds of millions of CNY to start the research and development of "all-round healthy car" with virus prevention functionalities; Through all the links of "cloud car purchase", consumers could complete the purchase procedure from online ordering, home trial, contract till delivery. CaoCao Travel (Wuhan), a brand of Geely Group, has set up an emergency prevention and control support fleet to provide free travel services for residents in various communities in Wuhan. E.g. CaoCao Travel Operation Center and special dispatching team of customer service department collaborated with the vehicle dispatching of epidemic prevention and control 24 hours per day. In order to reduce the risk of the epidemic, employees of all subsidiaries of Geely Holding Group adjusted their working hours, reduced the use of large public transport and adopted remote working.
了解了疫情中和疫情后期员工体验的衡量标准，让我们来学习一个成功的战略重塑案例，这个案例正好来自“吉利”汽车，总部在杭州的民营跨国汽车巨头：疫情期间，吉利汽车投入数亿资金启动了具备病毒防范功能的“全方位健康汽车”的研发工作；打通了“云购车”的所有环节，消费者完全可以通过线上下单，家门口试车、签约、交车来完成购车。吉利集团旗下品牌曹操出行（武汉）成立了应急防控保障车队为武汉各社区居民提供免费出行服务，曹操出行运营中心和客服部门专项调度小组将24小时配合疫情防控用车调度。为了降低疫情风险，吉利控股集团下属所有公司员工调整上班时间，减少乘用大型公共交通工具，采用在线工作的方法。(信息参考：https://www.sohu.com/a/401157680_120023750)
Last but not least, as a seasoned HR practitioner who worked for 3 Fortune 500 and 2 startup MNCs over 1.5 decades, leading numerous change initiatives, I would like to wrap up some tips for HR professionals on employee experience throughout the pandemic and facing the new normal: please be more agile and employee-centric.
HR leaders had to respond in an agile way, while rethinking roles and responsibilities across the HR operating model at lightning speed.
Boosting Employee Experience is a future-oriented transformation, organizations need design the employee engagement strategies from employees’ perspectives
Improve employee engagement and stimulate organizational vitality by proactively boosting employee experience, and sustaining the existing achievement will be vital as well in the new more and make sure that these moments are transformed into a lasting redefinition of work and working relationships.
写在最后：作为一个在人力资源管理领域工作了15年的专业人员，先后在3个”财富500强的“欧美资行业巨头以及2个跨国初创企业供职，引领和参与了许多变革项目,我想在这里分享给人力资源同行总结几个聚焦员工体验的小点子，让您和您的组织在经历和面对新肺疫情以及“新常态”更加从容和有效，概括来说：更加敏捷和深度以员工为核心。
人力资源领导者必须以更加敏捷的方式做出回应，几乎以闪电般的速度重新思考人力资源运营模式的各种角色和职责。
提升员工体验是面向未来的转型，组织需要全面从员工的角度设计员工敬业度策略
通过积极改善员工体验，提高员工敬业度，激发组织活力，维持已取得的成就在新常态也至关重要，并确保这些举措持久地重新定义今后的工作和各种工作关系。
作者简介：
中国第一个国际顶级人力资源管理和人才发展领域双认证持证人：美国人力资源管理协会认证高级专家（SHRM-SCP)和美国人才发展协会的认证人才发展专家（CPTD by ATD)
咨询顾问一年，为各类型企业提供基于定制化项目的顾问咨询服务，涵盖人力资源全盘
提供教练辅导服务，主要面向各种人力资源职能模块的从业者，包括基于项目的辅导项目.兼职SHRM认证培训师3年多, 培养数十位华人考生通过认证.
10年财富500强人力资源管理经验，包括沃尔玛, 诺基亚，安富利以及5年跨国初创公司，在硅谷工作代理总部HR总监，带领多样化的团队。
10余年作为公司内部顾问和项目首席负责人，与国际顶级跨国人力资源咨询公司合作多个组织发展，人才发展和全面薪酬项目，包括：埃森哲，光辉国际，美世，怡安和智睿等。
引领若干变革管理项目，从规划到实施落地评估，尤其是组织架构重组(并购，拆分和遣散等），得到一致好评，积累大量项目经验和实操.
多次撰写人才管理文章在亚太HR核心刊物发表，并且“战略管理”系列文章获得国内外高度认可。
观点
观点
观点
观点
观点
观点
观点
观点
观点
观点
扫一扫 加微信
hrtechchina
