How do you maintain a positive employee experience?

The best advice I've ever seen around this is to communicate as openly and as honestly as you can, as early as you can. There is a saying that "the building knows", and while many of us now have a more remote/hybrid view of work, the fact of the matter is people are great at spotting patterns and identifying when something is up. By being open and honest we foster trust, and by doing this as early as possible we reduce the opportunities for people to generate rumours or incorrectly (or correctly) connect dots.

Effective communication is key to ensuring alignment between staff and the company. Clear and open communication helps staff feel valued and can build a shared vision/purpose, boosting engagement and productivity. Tips: - quality 1:1 contact with your manager boosts engagement so schedule weekly check-ins with staff - have regular team meeting where staff are involved in decisions that affect their job - ensure staff have regular development conversations so managers can understand and help support employees’ individuals goals/aspirations - Town halls can help demonstrate management’s commitment to clear and frequent employee communication - use emails, newsletters, intranet, chat groups and surveys to foster open communication channels.

The value of communication is often overlooked. An important part of that is listening. How we listen can cultivate or destroy trust just as much as how we communicate. Understanding that people listen and communicate with their own filters helps to cultivate communication that is respectful and compassionate. When we communicate in this way, we build trust and psychological-emotional safety.

One simple rule: Be a positive person. Optimism is contagious. You can help your employees see the silver lining of any situation. If you are negative, it's likely that they will be negative too, Because negativity is also contagious.

This is key. If some people receive information and others don't then information does not cascade equally and some people feel left out. Also, finding out information from the media instead of from the powers that be is almost guaranteed to have a negative effect on engagement.

Repeat what you say. Each time you repeat it, see if you can make it simpler. Keep repeating, keep simplifying. You'll have to say it 7 times to be heard. Usually the 7th time works, because you've finally got it to be simple!

So much of communication is not even the words but the tone of the conversation and a persons body language. Subtle signs that you are either being listened to and forgotten or listen to and heard. They are two very different things

Ich finde es vor allem wichtig, wie die Kommunikation formuliert wird. Unabhängig von dem Kanal den man verwendet. Spreche ich den Mitarbeiter sachlich oder emotional an. Steht der Mitarbeiter oder das Unternehmen im Fokus. Was möchte ich mit meiner Kommunikation letztendlich erreichen. Erwarte ich eine Aktion oder ist es nur eine Information. Alles wichtige Aspekte, die einem die gesamte Kommunikation kaputt machen können, wenn sie nicht richtig rüberkommen, obwohl man es vielleicht anders vorgesehen hatte.

Effective communication is vital for companies to regularly and transparently share their vision, goals, expectations, and progress, enabling employees to understand the purpose behind actions. It serves as the backbone of a cohesive and engaged workforce, as employees who comprehend the why behind actions feel more connected to the company's mission and goals.

Frequent one-on-one conversations with each of my team members offer numerous benefits. While time-consuming, providing employees with dedicated time to share their thoughts, ideas, and concerns, fosters a culture of open feedback. Regular interactions provide opportunities to discuss goals, progress, challenges, and feedback in a focused manner, fostering clearer communication. Building rapport and trust is easier, leading to stronger manager-employee relationships. Individual needs and concerns can be addressed promptly and more effectively, preventing them from escalating.

In my experience the best companies at maintaining a positive employee experience create a culture of recognition that everybody owns - not just managers. Empowering employees to recognise one another, and in a public forum such as on an onsite or online social wall, makes employees responsible for their own experience, as well as their colleagues. By doing it in a social space it shines a spotlight on what good looks like and encourages others to do the same. This can also be connected to your values and mission, supporting the increasing desire for employees to do work that aligns with their own purpose. Plus, who doesn't love making someone else feel good?! Spread the good vibes and more good vibes will flow.

I agree reward and recognition plays a big part when improving employee engagement, but would suggest other factors also add to an employees level of engagement with an organisation. Including; - the culture and environment in which people work. - leadership and management capability: vision, mission, strategy, goals and ability to communicate - individual purpose (role understanding, accountability and autonomy) and development opportunities - reward and recognition - and underpinning everything, communication in an open, honest and transparent way.

Hier zählen schon kleine Aufmerksamkeiten. Ein einfaches "Danke", "Toll gemacht", "Starke Aktion", "Vorbildlich" oder eine Tafel Schokolade, die auf einen wartet, wenn man morgens ins Büro kommt. Ein gemeinsames Essen, Teamevent, um die Gemeinschaft zu belohnen und weiter zu stärken.

Implement an employee recognition program where exceptional performance is acknowledged publicly. For example, offer a sort of "Employee of the Month" awards or recognize outstanding achievements during team meetings. Additionally, provide tangible rewards such as gift cards, extra paid time off, bonuses or personalized notes of appreciation. By regularly recognizing and rewarding employees, you foster a culture of appreciation, motivation, and loyalty, ultimately enhancing the overall employee experience.

Recognition is a powerful benefit. Giving your employees a voice, helping them feel heard, whether introvert/extrovert, whatever background, or level within the hierarchy - it's an underutilised benefit that any company can offer without big plans and strategy. Encourage ownership from all areas and give space for those that might not already have it.

Often times during employee and team evaluations leaders focus what needs improving, and forget to recognize what is working and being done well. The feedback sandwich is a very powerful way to always be recognizing the good that your employees are doing. Furthermore, taking specific time to recognize exceptional work will keep employees motivated and empowered to continue to do their best work and be their best self.

Recognising and rewarding your employees is crucial for success. It's important to acknowledge the hard work of individuals within a team. However, I've seen situations where only one person gets recognised out of a whole team, which can be demoralising and unfair. This negativity can affect the entire business. To balance employee engagement and recognise outstanding contributions, it's essential to be creative with awards. If individual recognition is necessary, my suggestion is to involve employees in the decision-making process. Let them vote for who they think deserves recognition and then have a committee finalise the decision behind closed doors. Think about how you recognise your employees. Are you being fair and inclusive?

Team members want more than just access to training modules. They want learning that directly aligns with their roles and aspirations. This means providing targeted resources, personalized coaching, and real-time feedback that addresses their current challenges and prepares them for future opportunities. Provide the employees exposure to diverse, challenging assignments. Give them projects that match their strengths and push their limits. Pair them with mentors who can offer insight into guide them through complex situations, and create pathways for them to step into new roles or take on leadership responsibilities.

Als Führungskraft und im weiteren Sinne auch als Unternehmen muss einem bewusst sein, dass Weiterentwicklung der Mitarbeiter kein Kostenfaktor oder Zeitfresser ist, sondern eine Investition in die Zukunft des Unternehmens, des Mitarbeiters und besonders in dessen Arbeit.

Offer opportunities for professional development, such as workshops, training sessions, or online courses, tailored to their career goals. Provide mentorship programs where seasoned employees can offer guidance and advice to newer hires. Additionally, encourage employees to pursue certifications or further education relevant to their role. By investing in their growth, you demonstrate a commitment to their success and well-being, fostering a positive and fulfilling work environment.

An organization cannot grow and thrive if they are not supporting the growth and development of their talent. The most successful organizations are constantly providing opportunities for growth for their employees. What's important, however, to remember is to provide these opportunities for growth in an equitable manner. All employees deserve to grow.

Employees should be set up for success. Help create an environment they can thrive in by helping them uncover their 'BHAGS' or Big Hairy Audacious Goals, and work with them to see how your company can help them achieve them - in full or at least contribute. It helps create a sense of purpose and their growth will accelerate.

Kindness. Kindness. Kindness. Often processes and procedures can dilute human connection and empathy, and in my experience, leading with kindness should always be the priority whenever environments and cultures are objectively reviewed. Kindness is not only a skill that is challenging to consistently lead with, but it should also be the forefront of talent management, professional development and even more importantly: leadership.

Meiner Ansicht nach muss es ein gesundes Gleichgewicht aus einem positivem und angenehmen Arbeitsumfeld für den Mitarbeiter sein und gleichzeitig müssen die Bedürfnisse des Arbeitgebers erfüllt werden, welche zumeist Produktivität und Leistung sind. In den meisten Fällen erfüllen sich die Anforderungen des Unternehmens durch die Schaffung der angenehmen und vielleicht auch individuell gestalteten Arbeitsatmosphäre für den Mitarbeiter.

Encourage open communication by holding regular team meetings where employees can voice their ideas and concerns freely. Create opportunities for social interaction through team-building activities, such as group lunches or after-work events. Additionally, promote work-life balance by offering flexible scheduling options or remote work opportunities. Implementing a wellness program with initiatives like yoga classes or mindfulness sessions can also contribute to a positive atmosphere. By prioritizing the well-being and camaraderie of your employees, you cultivate a workplace culture where positivity thrives, enhancing overall employee satisfaction and productivity.

Part of fostering a positive work environment is cultivating psychological and emotional safety inside of the organization. This helps employees feel included and empowered to create, learn and take moderate risk that leads to innovation, and to give feedback to continually improve the organization.

Don't let anyone tell you there is anything wrong with Positivity at work. Positivity is infectious, it breeds positivity amongst others. Being positive doesn't mean you suppress other emotions (yes, I have heard of toxic positivity), it means looking at a situation to figure out the best possible outcome. Being positive can still include challenging the status quo, getting upset, being passionate, or having 'just one of those days', but when positivity is lost it's not just hard for you, it's hard for those around you - so look for positives, and if you can't find them, seek help from others to find them.

Often times we spend too long focusing on how to make people feel heard rather than actually listening to them, and by far the best way to show someone you heard them is by actions. Demonstrating a sequence of 'you said, we heard, so we did...' is critical her.

Acting on feedback ensures employees feel valued and heard, fostering a culture of trust and continuous improvement. Without visible changes in response to their suggestions, employees might disengage, feeling their voices don't lead to action. Utilizing tools like Pulsy, a Slack app for running polls and surveys, at the end of this process can streamline the collection of insights, making it easier to gather and act on employee feedback efficiently.

Listening and implementing your employees' feedback is arguably the most important aspect of maintaining a positive employee experience, especially in our increasingly remote world of work. Many employees now often work in silos, and without a clear funnel to receive and provide feedback, they can quickly fall into overwhelm, resentment, and burnout. Your employees are the first line of defense for your company, and thus, should be the first people you call on to implement improvements and ideas.

Agree with you @Anais. The challenge with listening though is to find the right balance between how regularly we collect feedback without causing a feedback fatigue. This is where a good designing principle for EX could make a difference.

Ich finde es wichtig, dass Mitarbeiter jederzeit die Möglichkeit haben, Feedback zu geben und es auch Gehör und Anklang findet. Feedback darf nicht nur über jährliche Umfragen oder Jahresgespräche eingeholt werden. Die Führungskraft kann durch ein vertrauensvolles Entgegenkommen dem Mitarbeiter signalisieren, dass er jederzeit mit seinen Anliegen zu seiner Führungskraft kommen kann. Gleichzeitig ist es wichtig, dass Maßnahmen auf Basis des Feedbacks abgeleitet und umgesetzt werden. Am besten fragt man den Mitarbeiter, was er dafür vorschlagen würde. Sollte etwas nicht verändert werden können, dann bedarf es immer einer logischen und nachvollziehbaren Erklärung.

Most companies I've come across 'act on feedback' when really they are just doing as they think (rather than basing what they do on any data) Gathering data on your employees needs and wants must become the first step to improving experience. Otherwise at best you might get lucky! It's not hard. Start with what you already do, and ask simple questions "how good is this?" and "do you care about this?" - try not to be anonymous, so you can take more action (and communicate that's why) - your actions will back up the more open responses required.

You must build trust first. Companies often expect projects to begin with an employee engagement survey. I diverge from that practice in favor of leveraging previous survey findings that were unaddressed. Through transparent communication, employee feedback is acknowledged, actions to address it are developed, and the results conveyed, once implemented. This proactive approach fosters trust and demonstrates commitment to change. By establishing this foundation of trust and transparency, the likelihood of receiving honest and more detailed feedback in subsequent surveys is enhanced. It also increases future survey completion rates.

This is important - why ask for feedback if you're not prepared to act on it. However, remember that acting on feedback can also include 'doing nothing, but explaining why'

Agree with much of what’s here and want to add that many organizations already have feedback that is untapped. This “unsolicited” feedback lives in internal public channels like help tickets, HR service centers, chatbots, collaboration tools and messages (public). By using NLP/NLU tools and analytics many insights about the Employee Experience (EX) can be surfaced and routed to the right stakeholders for action, without adding any fatigue or additional “burden” on employees. Many leading EX programs already incorporate unsolicited feedback into their listening ecosystem and strategies for improving their EX.

Maintaining a positive employee experience is all about celebrating and having fun together. Tools like Billy, the birthday bot for Slack, automate the celebration of birthdays and work anniversaries, adding a touch of surprise and delight to the workplace. Meanwhile, Clappy transforms the act of giving kudos into a fun and rewarding experience, allowing employees to earn and redeem points for rewards. The use of these apps not only simplifies recognition but also injects a sense of playfulness and joy into daily work life, enhancing team spirit and connectivity.

Focus reward and celebrations on individual contributions to hitting goals, no matter how small (think the Janitor at NASA who put the man on the moon), and be consistent in those celebrations at all levels. Recognise on a more individual basis those that made the biggest difference, and bring them in to help others see their contributions!

It is crucial to celebrate achievements and have fun in the workplace. Host themed days or dress-up Fridays to inject some fun into the workweek. Consider organizing optional team-building activities like escape rooms, scavenger hunts, or sports tournaments to foster camaraderie and teamwork. Moreover, celebrate milestones like work anniversaries or project completions with cake, balloons, and personalized messages. By prioritizing celebrations and fun activities, you create a vibrant and engaging work environment where employees feel valued, motivated, and connected to their colleagues.

Celebrating and having fun shows your employees that you are human, and it is okay for them to be human too. Modeling authenticity lets them know it's safe to bring their authentic self to work. However, It is important to cultivate an environment, however, where being oneself doesn't get weaponized later to avoid destroying trust and safety in the organization.

Not all experiences are equally important. People tend to remember key moments like beginnings, peaks, troughs, endings, and transitions. I've always liked this quote from Chip & Dan Heath in their book "The Power of Moments" that “moments give shape to time." When it comes to creating a positive experience, it's critical to understand which moments are the most important for your employees and to involve people in finding ways to elevate them.

There are many factors impacting a holistic employee experience. That’s why it’s key to learn from employees about the moments that matter to them and co-create solutions that truly make an impact.

Just focus on your people. Experience, conditions and a culture of open communication and collaboration. It really is that simple.

In my perspective to maintain a positive employee experience, companies can allocate personal growth funds, offer flexible work locations, and encourage mental health days. Allowing employees to work on passion projects and organizing team volunteering can boost morale. Personalizing office spaces and implementing peer recognition programs foster a supportive culture. Surprise time-offs show appreciation, while family and pet-friendly policies acknowledge personal priorities. Interactive learning opportunities and wellness challenges promote development and health. Lastly, transparent communication ensures an open environment where employees feel heard, contributing to a holistic and positive workplace experience.

The concept of EX has become much more complex now. Thanks to the pandemic. Before 2020, EX was thought of as an experience we give employees in a physical set up like an office. Now, more of us are working in a distributed hybrid/virtual set up where right design principles and tools need to come together to create that positive experience. IMO, a great EX design should solve for facilitating effective collaboration and ways of working between distributed teams, while ensuring folks feel connected and have a sense of belonging, and all this, while feeling supported for one's own learning and growth irrespective of location barriers. In EX, we have our work cut out for the next few years to add the much needed business value.

The 3 factors that define Employee Engagement is Cognitive Engagement, Emotional Engagement, and Physical Engagement. -Cognitive (focus, though process toward work) -Emotional (connection toward job, company pride, sense of belonging) -Physical (effort/energy) To simplify, think of these three things as hands (physical), heart (emotional), and mind (cognitive). Fostering a culture that elevates a staff member in these areas is the first step to "real" employee engagement. (Communication, transparency, values, psychological safety, inclusion, etc.). Supplement with the fun stuff. Double down on the human connections.

Ask the employee what would make it a positive experience for them and act accordingly. Ask before and during their employment rather than after they decide to leave....

The most important aspect of a positive employee experience is missing: the employee-manager relationship. The cornerstone of employee experience and employee engagement lies in relationships. Ensuring capable individuals fill managerial roles is crucial. To begin gauging managerial fit, I ask candidates to, “Tell me about your people.” This simple ask can reveal their suitability for managerial roles. In cases of incapable managers, the goal is to transition them to more fitting roles within the company and offer alternative advancement paths. Interestingly, their teams often have an informal leader who should be empowered to lead formally.