In a previous post I argued the case for investing in transitioning HR teams to People Experience teams.
For organisations to enable this transition––beyond just a change in naming convention––involves the following steps:
- Shift to view Employee Experience as a strategic advantage,
- Train team members in Experience Design to address employee needs,
- Build team capacity for Employee Experience Design through structural changes
Let’s unpack each of these.
Shift to view Employee Experience as a strategic advantage
The mindset shift requires adopting a view that leading businesses have a strategic advantage because they invest in Employee Experience as a way to improve Customer Experience. With this mindset the function of a People Experience team is expected to offer more than just human resource management and legal compliance.
This is achieved with a Design Thinking mindset where the starting point for generating value for the Business and Employees is to assume that you don't know the answers and need to experiment towards a solution.
Train team members in EX Design to address employee needs
The next step is to train team members in Experience Design in order to adjust the team’s processes for determining all the policies, procedures, and frameworks to be employee-centric. Experience Design subscribes to Design Thinking, which has become important outside of the realms of Design in other areas of the business.
This is a suitable and effective way of understanding and addressing employee needs because it is an “analytical and creative” process, or a “set of principles”, whereby customers/employees are involved in the generation of insights and an experimental approach that inform decisions that will influence their working lives
Design Thinkers possess the ability to uncover and visualise problems, concepts and ideas for exploration, definition and communication. As traditional HR teams are unlikely to have had this kind of training, there is also a need to train staff in Employee Experience Design to set them up for success.
Build team capacity for EX Design through structural changes
Lastly, the structure of these teams needs to enable capacity for continuously iterating on and improving the employee experience, while accommodating the operations of traditional HR. This means ensuring that People Experience teams are structured to include separate roles for:
- People Operations: ensuring employees have everything they need to do their job well
- People Partnering: ensuring HR strategies and guidelines are in line with business needs
- People/Employee Experience: ensuring the products and services across all stages of the employee lifecycle create a meaningful employee experience
Without this structure, the employees within People Experience teams will be overburdened and the employee experience will suffer.