The digital at the service of the employee experience
Thanks to digital technology, human resources can now respond to the major issue of employee loyalty.
According to Markess, only 32% of the HR managers surveyed consider that they have acquired these types of skills that will enable them to guarantee the company an e-reputation and a reliable employer brand. 40% of the HR managers surveyed by Markess see the development of both as a challenge for 2020, a figure that is up from 2019.
Externally, it is a question of ensuring that the company has a relevant “e-reputation” and “employer brand” in order to attract talents who often have several offers that interest them. 40% of HR managers consider the development of a tangible “employer brand” as a challenge for 2020. This requires a thoughtful presence on social networks and the development of coherent “school partnerships”. Thus, attracting new talent in an increasingly competitive market remains one of the key challenges of 2020 for 38% of the HR managers surveyed.
Internally, the development of HR marketing should enable employees to invest more and more throughout their life in the company. This is done through new tools, increased flexibility, training and professional opportunities. Today, 54% of the HR managers surveyed consider the development of the employee’s sense of belonging to the company to be the primary objective.
Engaging employees on an ongoing basis
82% of Markess HR managers surveyed consider employee engagement to be a continuous process, while only 17% of respondents believe that their teams are truly engaged on a daily basis. There is a definite willingness to engage employees throughout their lives and to get them to go beyond the idea that they are just one job, one job. This also involves the company’s commitment to involve and inform everyone in strategic choices, mergers, acquisitions, …etc.
Moreover, work flexibility becomes an indispensable element in everyone’s commitment. The possibility of telecommuting or of adapting one’s working hours to personal obligations is now possible thanks to increasingly efficient tools. The generations of Millennials who are highly dependent on digital technology and sensitive to social causes are accentuating this phenomenon and pushing companies to modernise their tools and review their equality policies.
According to Markess, 82% of HR decision-makers see automation as a means of improving the daily lives of employees. Today, 62% of them would like to invest in digital tools by 2020 and consider them as the first factor of employee satisfaction in the company. The interest in digitising processes is fourfold.
- Limiting errors and source of financial gains
- Giving employees autonomy and flexibility
- Free up time to focus on value-added tasks
- Enable the HRD to collect the necessary data to support him in his decision making.
Major asset of the digitalisation at work, 81% of HR decision-makers believe that the Digital Workplace contributes to the modernisation of the working environment. This tool offers a digital, personalised, secure environment with a single point of entry and facilitates collaboration with teams.
The aim of this tool is to break down the barriers between different teams and to enable a totally transparent and cross-functional work environment. 78% of the HR managers surveyed by Markess believe that the digital workplace facilitates and simplifies the daily life of the employee.
Improve the knowledge of the collaborator
Today, this is largely done through an analytical tool and artificial intelligence. For 58% of HR decision-makers surveyed by Markess, the objective is to provide a personalised and contextualised service to their teams. Today, only 19% of HR managers have invested in AI but a large majority are aware of the need to invest in technology in the near future.
This technology must provide a 360° vision of the employee to the HR department. It should enable the best possible response to the needs and expectations of everyone in the company in terms of skills to be developed, personal objectives or career plans.
In terms of recruitment, HR analytics makes it possible to link the Soft Skills of each individual to the Hard Skills essential to the position and thus limit hiring errors. This ensures that the employee is in line with the company’s operations and culture. For organizations, taking soft skills into account allows them to go faster in the selection of candidates and allows the manager to have a more personalized approach to each member of his team. The 360° vision they provide to HR is so strategic that it gives depth to the HR department by making it a privileged partner of the CEO, in a demanding regulatory context (RGPD).
- According to Markess, in 2020, 52% of HR decision-makers consider the employee experience to be crucial for their company. A figure that has risen steadily over the last ten years.
- 56% of HR decision-makers believe that a relevant employee experience means improving the quality of daily working life.
- 54% of HR decision-makers believe that it is necessary to refine everyone’s knowledge to enable a personalized employee experience.