I love the quick calls I get as my youngest preps for her shift because I get a glimpse into her mood for the job. She has a new-ish job, and the pleasure in her voice when she is getting ready is lovely to hear.
“I am learning so much!”
“The people are really interesting and helpful.”
“There’s this regular customer I just love.”
I saw it happen again today as I visited my niece, who was chatting with her Mom on her way to her job as a lifeguard on Cape Cod.
“Today, I teach one of my favorite students.”
“I’m meeting friends before work to work out.”
“Even if it rains, I’ll be working.”
These are young workers, a demographic labeled “unmotivated” or “unwilling to work.”
Job engagement is an issue for every worker and should be a top priority for every employer.
(We’ll address that generational myth in another newsletter.)
People with a positive workplace experience put in extra effort, energy, and enthusiasm. They do more than”put in their time,” guaranteeing better outcomes and performance.
But what is a “positive employee experience”?
Myths about “employee experience”
Let’s start with what it’s not:
- Workplace experience is not about surface perks. While these bells and whistles can be fun they ultimately count for nothing.
- High pay doesn’t make people happy. Believe it or not, pay is only a showstopper when people feel they are paid unfairly compared to others like them or they can’t meet their basic needs.
The primary determining factor in “positive” employee experience.
The single most important factor determining a positive experience of work is…
drum roll, please…
Connection with their boss through frequent, relevant, compassionate two-way conversations.
We define “connection” as the feeling of being seen, heard, and valued in a way that benefits both people.
Business owners should invest in their people’s capacity to make meaningful human connections.
When the connection between a boss and an employee is palpable, the employee…
- feels a sense of purpose (their work matters),
- knows how to succeed (with role and expectation clarity)
- can flux with dynamic changes coming (which only happen faster and more relentlessly)
- experience well-being or at least feel supported in pursuing it
- trusts that senior leaders walk their talk in a consistent and authentic way.
When employees feel this way, they are willing to work harder, care more, and bring their best every day.
Are you getting “employee experience” wrong?
Why are so many organizations struggling with this simple skill?
First, most organizations promote functional knowledge, skills, and experience over connection skills.
Second, remote work and flexible work hours make it more challenging to create meaningful connections.
Third, middle managers get caught balancing expectations from the top and pressure from the bottom. As a result, they have precious little time to build “connection muscles.”
Finally, we have not taught emotional, relational, and social intelligence in schools.
Five things you can do to leverage employee experience for your business.
- Embed concrete connection skills into your training. Things like coaching, care, and two-way learning.
- Expect your leaders to use and develop these skills often. Make them part of regular conversations between employees and supervisors.
- Commit to invest in communication skill development for leaders at all levels.
- Senior leaders and business owners must practice and model connection in their relationships. Measure and show visible improvement over time.
- Have STAY conversations with employees. These show you where people feel awesome about their employee experience and where they don’t. Use this feedback to focus your effort and investment.