Posted by Sandy Yu on 7.19.2018
Every single one of your employees is unique. That means the road to creating a positive employee experience has many twisted paths with various options. To ensure you know where to go when you hit the fork in the road, turn to internal communications.
The best way to understand the ins and outs of employees’ expectations is through frequent and effective communication. Knowing your team beyond everyday work details gives you the power to create a unique experience, making each employee feel like they truly belong.
Here are three expert employee communication tips for getting to the bottom of a positive experience:
1. Start communicating before Day One
Have you ever had an employee quit shortly after they started and say, "This job was not at all what I expected!”? This indicates that right from the interview process, the good, bad, and ugly details of the job were not effectively communicated.
Because this, now, former employee had a bad experience, he or she will mostly likely tell friends and family, both in person and on social media, about how the job was “not what they made it out to be." From the first contact with potential employees, be honest about the job, the work environment, the schedule, and so on.
In order to understand employees’ needs from the start, ask them these questions:
To be effective, employees need to know the desired outcome and why the goal exists. Employees who are being told why their work is so important tend to be more motivated.
Use several touch points to communicate your point, and keep the message consistent across the board. We use company-wide emails, desktop alerts, speaker announcements, whiteboards, Intranet, slideshows on TV, social gatherings, and large and small company meetings to keep everyone up-to-date on company news.
It’s important not to keep communication in silos by department. If a promotion happens in sales, the accounting department should know about it.
We have many programs and have made efforts toward maintaining open lines of communication and a high-level of satisfaction based on recurring internal surveys. One of the things we’ve done is created a full-time position called "Director of Happiness." Their primary responsibility is improving team member engagement and morale.
Another idea we implemented was providing transparent and open recognition, which is given by fellow team members and then projected onto a 10-foot-high screen on the front wall of our office. Each recognition is also tied to one of our core values.
Additionally, we give personalized birthday celebrations, offer free music festival tickets as rewards, and a team member of the month award worth $500. Lastly, we do a monthly town hall meeting recognizing the major wins of each department followed by free lunch and games. We are certain that these kinds of initiatives lead to decreased turnover and happier employees.
Some of the questions we asked our employees that led us to these initiatives include:
Creating open lines of communication helped us understand what was needed from both the employee side of the equation as well as the management side.