Estimated reading time: 3 minutes
I’ve been reading a lot of articles lately about how candidates are having their job offers rescinded. Some of them are in the process of relocating for their new job when it happens. Yikes!
Not going to lie. I’ve had to rescind offers. The most common scenario is when someone doesn’t pass a background check and they can’t get a security badge. The other is when something happened – company emergency, natural disaster, etc. – and the organization was in no place to start onboarding. In both situations, we were honest and completely transparent with the candidate. I’m sure they didn’t like the situation – frankly, we didn’t like it either. But we were honest.
That’s what employees want. They want to know that their employer is trustworthy. And when things go wrong or plans must be changed, that they will get an honest response. Building and maintaining a culture based on trust can be hard. Especially when we don’t have all the answers. Here are a few articles to help build and maintain a trusting work environment.
Psychological safety is the idea that individuals can feel safe bringing up their questions, concerns, or mistakes on the job. The reason we want psychological safety is because we can use it to learn and change. Organizations that are focused on diversity, equity, inclusion, and belonging (DEIB) should think about how psychological safety adds to their efforts. Because it’s more than simply having a workplace culture of trust.
Delivering an exceptional employee experience is necessary for employee retention. And the key to exceptionalism is giving employees consistency. While there’s no denying that journey mapping could be messy at moments, it does allow the organization to get everyone on the same page when it comes to executing important strategies – like the employee experience – in a consistent way.
Organizations can use surveys to learn valuable information that will help them hire, engage, and retain the best talent. But it takes thinking about surveys holistically. A haphazard approach will not yield good data to make decisions.
It really isn’t a surprise that organizations are looking for ways to deliver a great employee experience while being more productive and fiscally responsible. The good news is that technology can help with that. In fact, technology tools have a proven track record of effectiveness and efficiency when it comes to our activities as a consumer. It only makes sense that HR Service Delivery would be able to bring the same benefits to the employee experience.
One of the biggest mistakes that companies can make is asking employees for feedback and not doing anything with it. Even if the answer is, “Hmm…we can’t do that now, but maybe in the future.” Stay interviews are a feedback activity that organizations don’t want to mess up.
The employee experience is important. Candidates want to talk about it during the interview. Employees want to learn about it during onboarding. And all along the way, employees want to know that they can trust their employer to do the right thing – be honest. Even when we don’t have all the answers. Or when we have an answer that the employee might not want to hear.
Creating a culture where employees feel safe expressing their views and engaging in feedback will help the organization build and maintain the level of trust that everyone wants in the employment experience.
Image captured by Sharlyn Lauby while exploring the streets of Salt Lake City, UT34