It is widely acknowledged that employee retention is significant – and the turnover is tremendously costly for businesses. Nevertheless, financial and human costs are typically reported in generic terms. Little attention and time are paid to the employees, and actual experience candidates have that unswervingly influences their decision to join an organization, and eventually, whether they leave or stay.
The mockery is that it is challenging to imagine a scenario where the “user’s experience” is more substantial than in the case of an employer-employee relationship. This is precisely accurate about retention, where it is instinctive to accept that user experience is the dominant – and conceivably only – element in decision-making.
Who is the “User”?
The needs of both candidates and employees – the users – must be considered to build a model for a retention-oriented user experience. On account of their capricious junctures of engagement with an organization, their needs will be very different in others and similar in some instances.
This also underlines the significance of thinking about retention even before someone joins the organization just as one contemplate about retaining a current employee.
The Basics of User Experience for Employee Retention
In literal terms, user experience commonly refers to a single service or product. However, the case of retention is rather different. In this scenario, a candidate or an employee’s all-inclusive experience must be considered – initiating with the moment a candidate first learn about the company all the way through an exit interview.
Consequently, the user experience is essentially a collective series of people, interactions, touchpoints and places that outline individual’s engagement with employer brand.
The employee retention-oriented User-Experience model should profile all of the following:
1. Content Requirements
An enhanced understanding of the user helps to update content needs. For instance, before applying for a position candidate might be searching for more information on company culture. Once the candidate joins the organization, employees seek more content related to personal development, expectations, and future opportunities. These types of content needs can be garnered through interviews and surveys with employees and candidates.
2. User Needs
This is as much about comprehending your value propositions and your organization as it is about understanding the aspirations and requirements of your candidates and employees. Companies must know where to find their candidates and employees, what they want in their careers and what drives them. It is vital for business leaders to understand what might cause them to leave (and compels them to stay) with an organization.
3. Visual Experience
It is one of the most unnoticed traits of forming an employee engagement culture. It is required for today’s organizations to extend their brand marketing efforts and should be developed in a mindful way. Business enterprises that prioritize retention will validate their allegiance through words and actions, additionally through a substantially visible presence (for instance, through social media and in workspaces, online branding) that steadily promote the opportunities and employer brand for people to involve more profoundly with the organization.
It is a right time for organizations to ask their candidates and employees the question, “Is this working for you”? The building a system is critical, as are continuous communication to understand – where, when, how and why retention is breaking down.
Why organizations underinvest in their “user experience” model for retention?
External and internal factors often shape the propensity to ignore the investment need in retention. Organizational cultures do not regularly accentuate the importance of retention in actionable ways.
Typically, the hiring managers and recruiters are left without a workable model for employee retention, setting the platform for addressing the near-term pain points.
1. The emphasis is on the job, not the organization
Organizations talk about retention in their board meetings, policies, and events. However, the recruitment culture does not always support that. The culture, rewards and measurement often recommend retaining people in a job, instead retaining the talent within the organization.
2. Conformist perception guides decision-making
It is widely acknowledged that retention is always a must-have, when this is not essentially the case. On the contrary, business leaders often make the case that lower employee attrition is impossible to accomplish in a setting where competition for the talent is costly and intense or job hopping is a norm.
3. Filling the Job Requisition is a No. 1 Priority
The supervisors or line managers are often taking the role of hiring managers who are hiring for a particular role in their department or teams as a whole. Their priority is to fill the gap, and their needs are often immediate. Consequently, their spontaneous focus is to fill the open job requisition, which could come at the cost of strategic, long-term hiring.
In our knowledge and information based economy, talent has become the vital competitive asset. It is an about time for employers to create a retention mind-set across the organization and shape it around candidate/employee (user) experience. This brings a prospect to cultivate one-size-fits-one solutions that are adapted to the requirements of a specific organization.