#5: Employee needs are evolving. That’s why it’s time to rethink your employee experience.
Over the past few years, the way we work has been evolving at lightning speed. From the Great Resignation and quiet quitting to remote work and the rise of the four-day week, decades-old structures that upheld traditional workplace values and culture are being dismantled. Employee needs and the contexts in which they arise are becoming increasingly more complex due to external shifts and an internal reassessment of how and why we work.
This means that the way we approach employee engagement and rewards needs to change too, and it starts with re-evaluating your employee experience and how it needs to adapt.
1. Place more emphasis on human needs vs material perks
In today’s job market, employees are looking for more than just financial rewards. The modern workforce is seeking a holistic work experience that offers a balance between their personal and professional lives, opportunities for career development, and work that aligns with their values and sense of purpose. Financial incentives such as bonuses and material perks may have been effective in the past, but they are no longer sufficient for attracting and retaining top talent.
There’s also a great deal of research that shows that extrinsic rewards can actually be counterproductive. For instance, studies have found that offering bonuses for tasks that require creativity and imagination can actually decrease the quality of the output. This is because the focus shifts from the joy of creating to the financial reward, which stifles creativity and imagination.
2. Segment your employees
A one-size-fits-all approach to employee support and motivation is unlikely to be effective, as different groups of employees have distinct requirements. For example, working parents may require flexible schedules or access to backup care in order to effectively balance their work and family responsibilities. This is where segmentation comes in. By dividing your workforce into smaller groups based on factors such as demographics, job roles, or personal circumstances, you can gain a better understanding of their unique needs and tailor your approach to build an employee experience that better meets the needs of each individual or group.
3. Pay attention to the psychological contract
The psychological contract was first conceptualized by Denise Rousseau, a Professor of Organizational Behavior. It refers to an implicit understanding between an employer and an employee, and encompasses shared beliefs and values that may not always be explicitly stated or written down. When employees feel that the psychological contract is honored—meaning their expectations are met—they are more likely to be engaged in their work, feel a sense of belonging to the organization, and experience a safe and supportive work environment with their colleagues.
4. Take advantage of technology
Use internal tools such as open communication channels and pulse surveys to gain insights into the diverse challenges that individuals and teams are facing, and identify ways of supporting them where they’re struggling the most. You can also go one step further and employ more sophisticated programs (such as Attuned) that use AI to identify patterns, highlight problem areas, and provide suggestions for improvement.
5. Collaboration vs deep work
The ways individuals and teams work can vary based on factors such as their job function, type of task, and individual preference. Determine the optimal balance of deep work, collaboration, client interactions, socializing, etc. that your teams need to flourish and design your physical or virtual environments, processes, and cultural norms to foster this.
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Attuned is a research-backed, AI-driven platform that uses intrinsic motivation to make work more meaningful. Discover what truly motivates you by trying out Attuned’s Motivator Assessment.