by Claudia Quinton, Head of Workplace Transformation
A happy employee is a productive employee: one likely to stay with you for the long term. I think we can all agree with that sentiment. But what does it take to make your employees happy?
In a new opinion paper on HR transformation and employee experience*, I consider the commercial impact of keeping your workforce engaged and yes, happy. I look at the business case for the HR and business process transformation needed to put your employees at the heart of today’s increasingly digital workplace. And I ask whether the enabling technologies underpinning this transformation are worth investing in.
The truth of the matter is that, in the battle for talent, a heightened employee experience is everything. I argue that with outcomes such as improved productivity, reduced employee attrition rates and an empowered workforce committed to your customers, the transformation business case pretty much writes itself.
Re-designing services demands teamwork
But pulling together all the different elements of this business case is not just the task of HR. The outcomes are clearly strategic, so the onus is on HR to work with business, finance and technology leaders. Together, they must balance the cost of what it will it take to deliver re-designed services (process automation, self-service, etc.) with the commercial outcomes. And the scales are weighted in favour of those outcomes.
As an example, let me take the reduction in employee attrition resulting from people feeling empowered by simple, standardised processes that are easy and quick to engage with. One estimate suggests that UK organisations alone are losing £340bn from employee attrition. Thus, the longer you can retain talented employees, the better for your bottom line. Here we can see HR (employee retention) combining with business (improved productivity), technology (automation) and finance (the bottom line) coming together within a single business case.
Using technology to improve processes
Outcomes are pivotal in all of this. For example, the deployment of robotics, automation and process improvement can reduce HR Back Office administration by 50% or more. HR managers freed up by robotic process automation taking over labour-intensive tasks, or robots (chatbots) handling simple queries, can play a more strategic role in the business. And, a process by which an automated artificial intelligence (AI) tool checks a leave request against a team’s booked leave will give an almost real-time response to the employee, enabling people to better manage their time.
These examples are just the tip of the iceberg. I believe that by using automation, smart tech and AI, it’s possible to help smooth the flow of processes and remove unnecessary manual activity, making people happy to come into work. But these outcomes must be clearly communicated and understood across the organisation. This will ensure, firstly, that there is board-level acceptance of the need to invest in change, and second, that those people using the improved, automated process and enabling technology – your employees – understand the impact (and value) of this transformation on their own workplace experience.
For more on this, read my opinion paper ‘A transformation business case that writes itself – download here.