There’s no such thing as ‘just a job’ anymore. The average person spends over a third of their life at work and people are now demanding more from their employers than ever – and many would argue rightly so.
Today it takes so much more to keep a good employee in a role than it did 5 or 10 years ago. What were once seen as ‘solid’ benefits – competitive salary and holiday allowance – are now seen as the bare minimum. And big brands are increasingly competitive when it comes to bagging top-tier talent across the globe.
This article will cover the key milestones in the employee journey, but also delve into some of the lesser considered areas within each to ensure that you can push employee experience to the next level.
The hiring stage
Role advertising
An employee’s experience starts far before they get through the door; it begins as a candidate. And even if they are unsuitable for a role, or aren’t going to apply for your vacancy, the way you advertise needs to cover all bases to ensure that – if they become suitable or interested in the future – their initial perception would be a positive one.
Here are some must-haves for your advertising:
- Clear information on what the role is and how to apply
- Don’t be coy about the wage – people deserve to know what their prospective salary could be
- Use honest and diverse imagery in your campaign
- Don’t just talk about what they need to be, but what the company can offer them
Role consideration
When a candidate shows interest in a role, a lack of time or resources in your office could leave them feeling a little unloved. While having too many tasks to complete may have an impact on candidate communication, it is important to ensure consistency is as smooth as possible.
Here are some easy ways to make that happen:
- If you don’t have time to respond to all applications, make this clear on the job role itself
- Ensure you have additional details about the role put together in a nicely presented yet simple PDF – that way if a candidate calls to speak to someone about the role, but the team are all busy, the PDF will make them feel like their questions have been answered
- When candidates enquire why their application was unsuccessful, it’s best to give as tailored feedback as possible – if you’re too short on time, compose a generic response as the bare minimum (this means the candidate won’t discount you should they be more suitable for another role in the future)
Pre-interview and interview
When a candidate is invited for an interview, there are lots of ways it could go wrong if they are not properly prepared. While some bad employers might see this as the candidate’s fault, in reality it’s usually because they have not been sufficiently briefed.
We’ve put together our tips to keep everyone on the same page:
- Determine whether an in-person or virtual interview would be better
- Ensure the candidate is aware of all the stages in the interview process
- Provide an agenda for the interview beforehand
- If the interview is being carried out via video conferencing, ask the candidate which tool they prefer to use
- During the interview, ensure the candidate is welcomed properly and full introductions are made
- Give them plenty of time to talk about their experience, but also include some time to talk about themselves as a person – get to know them and put them at ease
- Be open and honest when giving responses to candidate questions (for example, if they ask for a higher salary and you know this isn’t possible, don’t set false expectations)
Post-interview
The period after an interview can be one of the most nerve-wracking times for the candidate. If you don’t keep communication up with them, they may lose interest, react negatively towards your company or take an offer elsewhere.
This is our advice when trying to keep talent on the hook while you make your final decision…
- Give them an estimated timeline of when they can expect to hear from you – it will put them at ease and prevent them from chasing you
- If the candidate is unsuccessful, detail why this was the case in an email
- Offer a follow-up call to chat through the feedback
- If a job offer is made, give the candidate time to read through their contract and to ask questions to relevant people
- If any benefits are subject to specific circumstances (such as years of service), make sure this is outlined before the candidate takes the job offer, or they could end up feeling misled
- Once contracts are signed and a start date agreed, give your new employee a timetable or agenda of what their first few weeks will look like – they will feel much more confident on their first day when they know what they’re walking into
The onboarding stage
Onboarding can literally make or break a new employee’s perception of a company. If they aren’t made to feel welcome, they feel abandoned or they are overwhelmed with tasks that haven’t been properly explained, they will be out of the door before they have had a chance to shut it on their way in.
Going the extra mile at this stage will give your new employee the welcome they crave and set them off on the right path. These are our tips for making it as smooth as possible:
- Put together a welcome pack for the new employee – stationery, water bottles, notepad, sweets – anything that will make them feel appreciated
- Give them information on their colleagues, such as names and job titles – you may want to include a welcome card with messages from their team and their photos (to help them get to know people better)
- Buddy them up with a colleague for lunch so they don’t have to sit alone (ask them if they would like this before committing to it as some people may prefer to spend lunch on their own)
- Set out their training schedule and what kind of tasks they will be expected to complete week-by-week – this will help them understand how long they have to get up-to-speed
- Give them a company handbook that instils your core values, mission, etc.
- Ensure they know who they should go to if they have any concerns
The progression stage
There’s little worse than being in a role and feeling like you’re not going anywhere. Just because your team put a lot of effort in at the onboarding stage, that doesn’t mean an employee should be left to just get on with it. The Employee Retention Report from the Work Institute found lack of career development was the number one reason for employees leaving a company – and this has been so for over 9 years.
Ensure you don’t make this mistake with your new recruits by following some simple but vital steps:
- Set out clear KPIs for your employee and if these KPIs are linked to pay rises or bonuses, ensure that these KPIs are achievable – you can do this by presenting the goals to your employee and giving them the opportunity to provide feedback
- A dedicated learning and training allowance will show you care about your employee’s growth – you could let them choose which course they want to take, ask them to select them based on a predefined list or link the courses with KPI improvements that are needed
- Even if an employee is working exceptionally well and hard, performance reviews are still just as important – people need to know that they’re appreciated on a regular basis
- Consider introducing a dedicated career management conversation, this provides a chance for employees to feedback on THEIR goals and gives you a chance to shape their KPIs accordingly
The ‘moving on’ stage
It can be devastating when an employee leaves a company – whether they’ve been there for 10 years or 10 months. The time and commitment invested will always leave a hole in their department until you can get someone else in and up-to-speed.
When someone quits…
- Conduct an exit interview and give the employee time to vent their issues
- Ensure you let them know how much you value them and their time at the company
- Ask them if they would like to make an announcement along with management about them leaving, or if they would prefer just a member of management to communicate this
- Give them a ‘phase out’ agenda of when they can hand things over to other colleagues
- Throw them a leaving event or provide a card and gift
When someone retires…
- Give everyone the opportunity to show their appreciation for the colleague – this could be at a social event or through a gift
- Ensure they are involved in training the next generation to take on their role
- Ask them if they would like to make a speech before they leave
Day-to-day extras to consider
Receiving a payslip
A simple gesture that happens once a month – but imagine if the accounts team sent them out with a note from the CEO or manager? A generic or personalised message to show appreciation for all the hard work completed in the month will help employees associate their pay with being valued beyond just financial remuneration.
Calling in sick
People get sick, and it can’t always be helped. If an employee is nervous about calling in sick, reassure them about their performance, and advise them you hope they get better soon. If their sickness is particularly low, you could specifically mention this to help put them at ease.
Birthdays
Companies with hundreds of employees may struggle to keep on top of birthdays, so if you’re in the position to do so, an extra day off on your birthday can serve as a powerful reminder to your employees that their work is appreciated. If an extra day off isn’t on the cards, you could make sure they get a cake, card and small present to make their day at work feel special!
Company updates
When meetings take place behind closed doors, speculation can run rife in an office and even virtually. Where important company updates are available, ensure that employees are kept in the loop – this could be in the form of a quarterly newsletter or quick announcement on Friday afternoons.
Show off their expertise
Give employees the chance to share their knowledge with colleagues and the world. If there are events they can be guest speakers on, podcasts they can get involved in, or even internal CPD sessions they can hold, asking them to take part will give them a confidence boost in their abilities.
Working environment
Consider the physical environment your team operates in. Are the chairs comfortable enough? Are there enough breakout areas? Do they have a quiet space to go to when they need to concentrate? Is there enough fresh air? Not only will a properly considered environment make working a more pleasurable experience for employees, but it will also help them be more productive and deliver their best work.
Raising issues/improvements
Introduce both an open-forum style meeting to do this and an anonymous route, as this will help cater for every type of employee. Feedback surveys can also help you gauge answers to exact questions you may have.
Mapping your employee journey
We hope that you’re feeling inspired and that we’ve opened your eyes to just how broad the employee journey spans.
If you would like to enhance your employee journey with dedicated employer brand communications, take a look at BAM by Papirfly™. We help the likes of Vodafone, Unilever and more deliver infinite employer brand assets every month. Videos, social, emails, print and more – all made possible with BAM.
Read our customer stories or book your demo today.