This document discusses several factors that impact employee experience and engagement. It presents research conducted on IT employees in Bangalore that aimed to identify drivers of employee experience such as organizational climate, internal policies, and leadership qualities. The research found a positive correlation between employee experience and engagement. Employee experience highly influences how engaged employees feel with their work. The document also outlines strategies for improving employee experience, such as focusing on workforce effectiveness, cultivating inclusion, tailoring approaches to meet diverse employee needs, emphasizing a culture that puts humans first, and addressing the five key aspects ("5Ps") of an employee's work: product, process, perks, place, and pay.

1. Presented By
Shreyan Gupta (M2021HRM065)
Sai Saketha (M2021HRM067)
Souvik Ghosh (M2021HRM069)
Tannistha Mandal (M2021HRM071)
Uttkarsh Bawankar (M2021HRM073)
Yashodep S B (M2021HRM077)
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2. • Technology-enabled: Components are more important than
the technology itself
• Connected: Products & Services must 'talk' to each other
• Transparent: Easily accessible data
• Personalized: Meets specific needs
• Interactive: Can interact quickly with the service provider
• Fast: Prompt delivery of products and services
Technology has its limits:
Satisfaction with HR functions that have
invested in HR technology is 4 on a 6-point scale
versus 3.8 for those that have not.
What can be the strategy to lead the digital
transformation?
• Attract more digital candidates
• Gain better insights about employees
• Evolve performance management
MPROVE EMPLOYEE EXPERIENCE WITH CONSUMER-CENTRIC HR

3. Crutial Elements
to Manage and Develop upon
Social Elements
1.People and
Relationships
2.Teamwork
3.Social Climate Work Experience
4.Work
Organization
5.Work Control
and Flexiblity
6.Growth and
Rewards
Organization
Experience
7.Purpose
8.Technology
9.Physical
Environment
Due to the Pandemic,
there are a lot of
unsatisfied and
unhappy employees
which the companies
are facing on a daily
basis.
But its not that organizations can do nothing about it. There
are a lot of thing that can improve the employee experience.
Starting with people relationships. Employee needs to feel like
a significant contributor to the organization. A feeling of caring
should prevail in teams. Welcomming attitude is important.
Clear sense of responsibility and interest in the work. Control
and flexibility is required. Path leading to growth and rewards
assuring that. Purpose alignment is also critical to a lot of
employees. Environment equipped with substantial techlogy
for work. These are a few essential factors

4. Impact of cultural environmental factors on employee engagement
and employee experience (By V. Shenoy and R. Uchil)
Background
• Research conducted on IT employees in
Bangalore.
• It intends to identify the drivers of
employee experience.
• Assess and analyze the variables of
employee engagement.
• Evaluate the relationship between
employee experience and employee
enagement
Conclusion
• Organizational climate, internal policies and leadership qualities are used as drivers of employee experience, which is perception of
employees about their experiences at workplace.
• Employee experience highly influence empoyee engagement.There is a positive corelation between employees perception about a
workplace and employees being fully physically, cognitively and emotionally connected with their work roles.
• Statistically significant relationship exists between organizational climate, internal policies and leadership qualities as proxies of
employee experience and employee engagement.
Methodology
• Primary data is collected through a mail survey
questionaire sent to 300 employees of various It
companies of Banaglore.
• 39 questions of 5 point Likert scale was used which
varied from strongly agree to strongly disagree.
• Annova, correlation and multivariance regression was
used to understand the relation between employee
experience and employee engagement.
• Rate of response is 63% .

5. Focus on workforce
effectiveness and
wellbeing
• Demonstrate compassionate
leadership
• Exhibit deliberate calm and
bounded optimism
• Coach managers on the ‘trust
quotient.’
• Invest in the development of
employee-to employee
relationships
• Cultivate inclusion and
psychological safety
COVID-19 and the employee experience: How leaders can
seize the moment
By Jonathan Emmett, Gunnar Schrah, Matt Schrimper, and Alexandra Wood
Build trust: Keep
listening to your
workforce
• Make it credible: Have trusted leaders
speak transparently and empathetically
• Make it feasible: Create digital channels
for people to engage with each other
directly rather than running everything
through a central hub
• Make it sustainable: Develop a plan to
embed changes beyond the crisis;
communicate to employees specifics
about open-ended changes being made
• Make it personal: Find creative ways to
use advanced analytics, behavioral
science, and digital technology to put
employees in charge of their own
journeys
Tailor your approach:
Employees’ needs and
experiences vary
• Use segmentation to identify
who is struggling and what
they need
• Take a personalized approach
to fostering culture and
enabling change in this new
world
• Use different tools to
understand diverse set of
challenges that individuals
and teams are facing and
identify best ways of
supporting them.

6. Culture
• Encouraging culture of putting humans at
the center of digital designs
• Promote engagement and direct
involvement of all major employee
cohorts
A Strategic Framework for Digital Employee Experience
By James Robertson
Leadership
• Initiatives have a vision and backed by pragmatic
strategy
• Leaders champion the importance of DEX and
model desired behaviours
Environment
• Providing employees with the most
effective devices and equipping
offices with digital platforms
• Foster a cohesive environment
Capability
• Commit further resources to digital
employee experience
• Incorporate DEX into standard
methodologies such as agile
development and will need human-
centered design skills
• Technology
• Technology readiness is the strongest element for
many organizations
• Need to deploy rich modern platforms providing
employees with digital capabilities
Lived Experiences
• Research the real-world experiences for key
employee cohorts
• Solutions must be designed, delivered and
constantly refined to then enhance the digital
experiences

7. PRODUCT
- Employees love to work on exciting and
innovative product
- Employees feel proud to work on cool products
and services
- The leaders have an responsibility to ensure that
the employees are challenged regularly
- Challenging work in a good atmosphere is a
Employee Experience in itself
PROCESS
- HIgh Focus on simplifying the work process
- Emphasis on reducing or eliminating Commute
- Eliminating complex processes that have a bad
employee experience
- Exploring hiring or housing the employee close
to workplace
- Eliminating bureaucracy and emphasis on flat
organisational structure
- Reduced response time from HRs
PERKS
- Traditionally surrounds around retirement and
healthcare benefits
- Modern practices include benefits meaningful
to the family for the immediate and future
- Depends on feedback from employees and
customized to the individual needs of the
employees.
PLACE
- Many Workers believe workplace is less
important and less necessary
- Many do want to go to office 5 days a week
- Managers have higher responsibility to get the
best work
- They must work on creating good working
atmosphere at their employees preference of
workplace
PAY
- Is Competitive wages being paid?
- Employee Pay id the biggest factor for
Employee motivation
- Benefits other than pay also determines
employee engagement at the workplace
- Periodic benchmarking against the industry
standards and flexibility in compensation are
important factors of employee experience
Employee Experience Strategy- The 5Ps of Work
Perception