Retaining employees post-pandemic: Focus on the employee experience
Laine Thomas Conway of Alight Solutions explains how new technology and communication strategies can drive employee engagement.
The start of the COVID pandemic in the United States coincided with a surge in unemployment, peaking at 14.8% last April. Responding to chaos and uncertainty, as well as state-wide shutdowns, businesses tightened their belts, cut wages and hours, furloughed and laid-off workers.
Over the past year, many Americans with steady employment have counted their blessings, but they’re also thinking about their futures. The post-pandemic world will offer new job opportunities, as well as new career fields. This will also mean a new threat for employers looking to retain their top talent.
Related: Remote work has tax risks, talent opportunities
So what steps can businesses take to dissuade their talented employees from seeking greener pastures? Laine Thomas Conway, vice president and communication strategy and total rewards product leader for Alight Solutions recently shared some insights with BenefitsPRO.
Alight’s latest Workforce Mindset Study finds that only 27% of employees consider their overall workplace experience to be great. How does this compare to 2019 findings – has the pandemic played a significant role?
Despite changes to day-to-day reality spurred by the pandemic, the employee experience continues to hold steady, as 27% of employees said their experience is “great,” and another 27% said it’s “good.” This is largely unchanged from what employees reported in 2019. Employees took notice of how employers responded to the pandemic and appreciated the efforts made. The option to work remotely was a big factor, as 78% of employees were able to maintain normal levels of productivity, and 38% said they were even more productive being remote.
That said, the economic crisis created an environment where employees experienced a range of workplace repercussions, including layoffs, furloughs and reduced compensation. While employees are staying in their jobs for the time being, they are thinking long and hard about the future. Half of employees said COVID-19 will affect the way they think about their job and employer, even after the pandemic subsides.
What does the growing desire for long-term job stability among employees mean for employers? Do you think this desire will change in the post-pandemic market?
One of the most significant uncertainties that emerged in 2020 was long-term job security. Alight’s research found 4 in 10 employees are moderately worried about their employment prospects and nearly half are more concerned than before COVID-19. Job-hopping has also slowed this year as economic uncertainties weigh on employees—61% of employees said they have no plans to leave their current employer, and this percentage jumped up significantly from 48% last year.
But this dynamic may change once the economy and job market improve, especially if those employees aren’t feeling supported by their employer. Employees crave a rewarding and purposeful workplace atmosphere. Now is the time for organizations to evaluate what is working well for their people, and what’s not resonating—ranging from remote work, to technology systems, and benefits offerings. When employees feel their employers are continually improving their offerings and working to enhance the employee experience, they are likely to remain positive and committed to their organizations, and in turn, employers can better retain top talent.
Communication has been key over the past year, largely driven by the evolving COVID-19 crisis. Are HR and benefits communication efforts resonating with employees?
Organizations needed to communicate effectively as they reconfigured and retooled their workforces and operations in real time. While just over half of employees reported their organization does a good job communicating overall, this was a jump from 42% in 2019.
Another 54% said the communication they receive is open and honest (vs. 46% in 2019). This was likely due to communication being more consistent, frequent and authentic in its tone. Just over half (54%) felt well-informed on organizational matters related to COVID-19 and its impact on work and business. Employees have valued the increased communication from their employers related to the pandemic—ongoing updates and easy access to the latest information have been well received by many employees.
Another bright spot is that 67% of employees said they know where to go to find information related their health, wealth and wellbeing. This is good news, as it indicates that HR communication efforts are getting through to employees. However, communication needs to be an ongoing dialogue. Change is constant, so organizations must check in with employees frequently and stay connected to get an accurate read on what their employees are feeling.
Although progress has been made related to benefits communications, Alight’s research found that employee understanding of total rewards is at an all-time low at 49%, dropping from 77% in 2015. While it’s easy to suggest that total rewards communications aren’t resonating, employees who have total rewards statements said they have a better understanding of their total rewards. Employers who provide thoughtful and innovative total rewards statements may see a larger return on the programs they offer to employees.
How are employers incorporating new technology into their efforts?
The pandemic prompted unprecedented changes and technology was essential in keeping employees connected and productive. While 1 in 3 said their employer introduced new technology and tools, only 56% said they have effective tools to communicate with other employees beyond email. To drive output with technology, employers must stay agile and embrace new programs that help employees communicate effectively.
Employees also reported low perceptions when it comes to their HR technology platforms, as only 4 in 10 agree they are effective or easy to use, a troubling trend for the last four years. Employees prefer to make benefits, pay and other HR changes themselves on a website or through an app, and having a virtual assistant or bot increases this appeal. Employers should identify strong partners and implement new policies to ensure workplace technology is at the core of supporting their people.
What are some ways employers can continue to accommodate employees and improve efforts to create a great overall experience?
In addition to technology and system improvement, employees want a more “human” work experience. Balance was the top desired employer attribute for the fourth year in a row, and the pandemic has only made it more challenging to manage work and personal commitments. Employees also want flexibility and wellbeing commitments, and they want to work for organizations that go beyond monetary rewards and inspire them to be productive and engaged. Embedding and powerfully expressing a sense of real care and support into employer-offered programs will go a long way.
This year has also shown that every employee’s experience has been unique and significantly impacted by the pandemic. Employers should look carefully at important subgroups within their workforces, such as working parents, single individuals or communities of color, and understand the unique needs of these populations to optimize their employee experiences. Reacting to the needs of special groups with targeted benefits, programs and communication will show intention and compassion.
As we enter the post-pandemic workforce, organizations are starting to recreate their new normal and workplace experiences. To that end, they should open that process to employees who bring diversity of perspective and may feel increased ownership. Organizations who get employees involved in the future of work will likely experience the benefit of employees who feel their voices are valued.
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