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Engagement to Experiences

Employee experience has always been the end objective to make a difference in an employee’s perception and on the overall work experience with the company. Employee experience has now become an important aspect in every corporate culture and to achieve this, companies usually go through different phases to build that positive experience for their employees.


  • Phase I is when companies want to control attrition or plan to improve the productivity of their employees. They look for activities that would help reduce stress, make employees feel happy at work and would also build a strong collaboration with their teams and colleagues. They start ideating strategies that are feasible and where maximum participation can be expected.


  • Phase II: Once companies are done with their engagement activities, they need to analyze which activity needs to be looked at closely taking into consideration what was the return and how much money was spent on this outcome. To achieve the returns basis the activities initiated, companies need to understand and evaluate which activities would be helpful and more engaging. This evaluation could help in measuring the ROI, and accordingly, certain activities could be made redundant and this could help make room for new engagement ideas that would be more - engaging, resourceful and accurate to measure.


  • Phase III: Here, companies come to a realization that it was not only about activities such as corporate outings, get-togethers or even one-on-one with the supervisor but also about the engagement levels of an employee. In this ever-increasing technology influenced world companies are now able to touch and understand more aspects of an employees experience through digital platforms that are able provide answers and give a glimpse of:What did the company’s social media say?

  1. What do the media say?

  2. What is the success of the company?

  3. What is the purpose of the company?

  4. What benefits does the company provide?

  5. What is the onboarding and joining experience?

  6. What is the day-to-day working environment?

  7. Do the individual goals and ambition match something that the company provides?

  8. All of this is something which impacts on how engaged is the employee?


Hence, Employee experience has moved beyond a mere activity for a company. It has become part of the core belief and values of a company that the employee sees day in and day out and influences them.


An Employee experience helps in building a company’s culture. It is these behaviors and the common value that the companies share to create a positive environment that is then identified as a form of culture. . The right duplication of culture only allows the employee to grow and allows the culture to be reaffirmed.


Technology here plays a vital role in replacing the quality of interactions between employees rather than facilitating them. We may see an increase in the interactions between people because there is a lot of information or connections to be made or it is so easy to interact. However, there could be a reduction in some form of interaction as now instead of asking any colleague or peers, employees refer to self-help books and policy guides. Thus, companies will see a reduction of interaction or connections with people for certain reasons, but mostly an increase in the connections as it (technology) allows so much to do and so easy to do. It is clearly highlighted in our Global Culture Report 2018 that despite the tsunami of digital connections, we’re not making the connections that matter. As per the data, 42% of respondents do not have a close friend at work, 46% percent of respondents reported feeling lonely and Gen Z is the loneliest generation of all.


However, there is still a question mark left that needs to be answered. In addition to being clear, purpose must be articulated in an inspiring way that any employee sees, hears, and feels the purpose, resulting into their employee experience. This will ensure that they understand how their specific work contributes to purpose and in turn, organizations must ensure that their purpose is made clear in employee and customer value propositions.

Authored by: Zubin Zack, Managing Director, O.C. Tanner