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People Experience – the key to a successful hybrid world.
People Experience – the key to a successful hybrid world.

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People Experience – the key to a successful hybrid world.

In a world where the best of people processes can be replicated fast – experience around those processes becomes a differentiating factor. As we debate on what the new hybrid workplace of the future will be like, the key focus area for anything people related has to be the experience provided to them.  

Today, diversity is gaining ground in its true sense in more and more organizations – including demographics, different cultures, different priorities, and so on. To address the needs of this workforce, there will be people related processes which will either see some tweaks or a complete redesign. The process of making these changes will need to address the diversity in the workforce and differing expectations that these groups will have.

A focus on experience means a need to have an added dimension to the different policies and processes. It will not be just about having a specific policy – in fact, most organizations will have almost all the usual people related policies. It is about how these policies are implemented at the ground level and the experience of the end user. This will determine people’s perceptions about them and in the process add to or detract from the employer brand.

The obvious aspect about improving an experience includes deployment of technology to make things easier and simpler. However equally important is the type of interaction with every stakeholder in the organization. Whether you think of the hiring process or the onboarding process or a normal workday – the concept remains the same. Are our processes making life easier for the employee or more complex? Is it a standardized process applicable globally or is there scope to tweak it to meet local/employee cohort group nuances? Is it all technology or do they get a chance to experience the human touch too?

The point on experience needs to extend beyond the obvious – to areas like career development, learning, growth, team dynamics, and the working environment. There would be no debate on the fact that the best of processes would fail the “experience test” if the employee has to run between different departments to get a query solved. Or an approval process (for a deviation) that is so complicated that even after the approval the employee may still walk away without feeling good about the company.

However equally relevant is the experience around a learning plan or the team dynamics or the career that an employee charts within the organization. This is probably where it gets more complicated and is very strongly dependent on the manager and their people centric capabilities. With many team members remote, it may not be easy to catch on to things that could disrupt the team working in the long run or to have the conversations to understand the learning and career aspirations of a team member. Yet on a regular basis, this is what is contributing to that positive/not so positive experience for an employee.

All of this is a continuous balance between customization and standardization. Obviously, every process cannot be customized to all and that would be unsustainable. However, the reality is that there are many different people with different priorities out there and as the diversity in our workforce increases, this complexity will only grow.

So, while this may be complex, the continuous need to balance the organization’s priority with individual aspirations, craft out customized solutions, and create an equitable experience in a diverse workforce will become the fulcrum to employee engagement.

Written by Rosalee Mohapatra Kombial, Chief Human Resources Officer, HTC Global Services


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