Transforming the Employee Experience

employee experience » Transformando la experiencia de los empleados

If we’ve learned anything over the past decade of digital transformation, it’s that employees can be the biggest inhibitors or the biggest enablers of transformation success. As a result, companies have begun to pay as much attention to the employee experience as they do to the customer experience. Three elements of employee experience transformation have emerged in recent years:

Workers at Huntington Ingalls Industries’ shipyard in Newport News, Virginia, use augmented reality to help build giant, complex vessels such as aircraft carriers and submarines. They can “see” where cables or pipes should be placed or what’s behind a wall before they start drilling.
This system and others improve team performance and worker satisfaction by reducing trips to consult plans and documentation, facilitating continuity between shifts, and showing workers how their work fits into the overall project.

1. Augmentative Tools

Warnings that robots would replace humans have given way to a more nuanced and productive discussion: now, companies are considering how robotics and other digital technologies can increase employee productivity and performance, enabling people to work faster, smarter and safer.
faster, smarter and safer.

Workers at Huntington Ingalls Industries’ shipyard in Newport News, Virginia, use augmented reality to help build giant, complex vessels such as aircraft carriers and submarines. They can “see” where cables or pipes should be placed or what’s behind a wall before they start drilling.
This system and others improve team performance and worker satisfaction by reducing trips to consult plans and documentation, facilitating continuity between shifts, and showing workers how their work fits into the overall project.

2. Preparing for the future

The dynamism of today’s competitive environment highlights the urgency of providing employees with the skills they need to keep pace with the pace at which things are changing. In recent years, this has given rise to new models for managing learning and
new models for managing learning and development in organizations, led by a new type of Chief Learning Officer (CLO), which we call the transformational CLO. The
Transformational CLOs reorient a company’s capabilities and culture by revamping learning objectives, to help employees develop the mindset and skills needed to perform well now and adapt smoothly in the future; learning methods, to create more atomized, digitized, and personalized learning experiences; and Learning departments, to become more efficient, agile, and strategic. By transforming the role of learning and development, these leaders are ensuring that employees have the skills they need to embrace digital technology and drive business transformation.

Julie Dervin, Cargill’s Global Head of Learning and Corporate Development, told us, “We were inadvertently creating a learning culture where only a select few had access to high-quality training. We have fundamentally changed the way we design, conduct and shape those learning experiences so that we can offer an exponentially larger number of participants high-impact learning.” This agri-food company now offers more digital experiences than face-to-face ones – even for senior executives – and participants value that change positively. It is also introducing new learning opportunities, such as “application challenges,” in which workers receive a short lesson, apply it immediately and immediately receive feedback from their peers.FLEXIBLE TEMPLATES

3. Flexible Templates

To respond to rapidly changing digital opportunities and threats, companies must also develop agility in their talent sourcing systems. Over the past decade, outsourcing provided a partial solution to this challenge, but with not always good results. The creation of company ecosystems has also been used to provide talent on demand, but managing such ecosystems requires large investments in resources and attention. We are now seeing some companies seeking talent agility in other ways.

As automation and artificial intelligence applications take over tasks previously performed by humans, some companies are preparing their employees to multitask in order to make the organization more agile. For example, oil and gas companies have broadened the occupational scope of their geoscientists through intensive multi-skill training in subjects such as geology, geophysics, reservoir engineering and geochemistry to develop a team of agile specialists.

Other companies are using contingent workers, who can represent up to 40% of the workforce, to supplement their talent, generating a variable cost. Some, such as UPS and DHL, are organizing their own pools of casual workers, encouraging former employees and retirees to return on a contingent basis to fill important gaps in available skills.

Post tag :

News