Author: Chris Lee
Now more than ever, the focus of communications should be on how to create a meaningful employee experience. Communication goes beyond well-crafted emails, eye-catching newsletters and words on a wall. It is key in helping design the employee experience from interviewing and onboarding through to promotions and exits. By making the employee experience the focal point of communications, organizations can reimagine ways of working, create memorable experiences, drive engagement and productivity, spur innovation and support employee wellbeing.
According to Gallagher's State of the Sector report, the number one priority for organizations is engaging people around strategy, purpose and value, with the biggest challenge being reported as disengaged employees.
So, when we look at these two points, we need to think about who is on the ground interacting with the team on a day-to-day basis and who has the most influence on employee engagement and understanding of the organization. The answer? Your people leaders.
Apps and intranets are not solving your problems
Every few years there seems to be a must-do employee experience initiative, with most involving technology. About 10 years ago, we saw a real push towards intranets, and then we saw the move to Office 365 and instant messaging platforms, and finally the drive towards apps.
For some, these tools have a place and purpose. However, if the team is not engaged and is lacking the information to feel part of the team and execute on their work, the tools are missing the mark. No matter how many emails and technology solutions an organization offers, they will not be effective unless the team knows the "what, why and how" required to fulfill their responsibilities and be an active member of the organization.
By relying less on catch-all solutions and more purposely weaving these elements into the relationship of the manager and direct report, organizations can better help shape the daily interactions and overall experience of their employees.
The greatest influencers of the employee experience
One of the best ways for people to engage with and remember information is through storytelling. And who tells the best story? A real-life person. We have all heard that a message must be conveyed seven times to stick, so we cannot just drop all other communication channels; however, reinforcement is key. And when a message is conveyed by a direct manager, this message is likely to have the best result.
It is not just about communication or the emails that are being sent. It is about how we interact with one another and the ways that we share information. By creating a culture and environment where transparent, safe and multidirectional dialogue is practiced and encouraged, leaders can foster greater emotional wellbeing within their teams. And when employees feel safe and supported, they are more likely to remain committed to their role and the organization.
Leaders are the key agents of change. As such, they should be supported to deliver high-quality touchpoints and initiatives that make people feel secure and rally them around the organization's objectives. By recognizing and leveraging the key role of people managers in the employee experience, we can drive more innovation, engagement and collaboration.
Helping your people leaders thrive
Another data point from the State of the Sector shows that 31% of organizations listed communications for their people leaders as a top priority, but many have questions around how best to support them. Managers are often promoted to their position because they are strong performers with strong technical skills — not necessarily because they are great leaders or communicators by nature. Sometimes they are uncomfortable with communicating themselves and typically do not have the time to commit to mastering the art of it all on their own.
To help people leaders play a more effective role in shaping the employee experience, organizations should offer training that touches more broadly on leadership and communications best practices:
Communicate key events and topics.
Information is key, so first make sure that your people leaders are equipped with what they need to effectively communicate. A helpful tactic is to create a round-up email that includes a summary of key events and topics along with what managers need to be discussing and reinforcing with their teams. This tactic is an effective and easy solution that can go a long way in terms of supporting your leaders and ensuring they are creating a positive experience for their teams.
Help leaders share with each other.
Peer-to-peer learning and sharing can also be a great solution to support your people leaders. Consider creating safe spaces for leaders to share conundrums and best practices and to brainstorm collaboratively with their peers on how to create a more meaningful employee experience. These gatherings can be set up as virtual groups or in-person meetings or using other forums. This avenue can be a testing ground for new ideas, a place to get feedback on one's leadership approach and a forum to discuss challenges they are having with their teams.
Create a guide.
Lastly, it can be helpful to put together a guide for people leaders that outlines their role and expectations in shaping the employee experience. Include tips and reminders around the importance of active listening as well as key features of the organization's strategy, vision and values that you want them to impart. Include sample questions they can use with their team such as:
- Do you understand what this means?
- How does this resonate with you?
- How are you feeling about this?
- What do you need to help you personally with this change?
- Do you have what you need to support your team?
At the end of the day, the heart of communications is about driving engagement and helping shape the employee experience. While every employee has a role to play in this effort, you should pay special care and attention to your people leaders. Whether someone managers one person or a team of 20, by equipping them with tools and knowledge they need, they can play a pivotal role in helping the organization be recognized for its great employer brand.
