Assess the importance of well-being at work and the different factors which impact well-being.
Long-term prosperity depends critically on the satisfaction of its workforce. Numerous studies have found an association between a healthy, happy workforce and high output levels. Employees comfortable in their jobs are more likely to stay in their positions, which benefits everyone, from their coworkers to their students. Productivity, morale, and absences can all benefit from this (both temporary and permanent). Maintaining one’s physical health and safety is essential to one’s overall well-being.
How an office is laid out can significantly impact how productive employees can be mental. This research suggests that companies should consult architects and psychologists when designing office spaces (Charalampous et al., 2019). Former Pacific Northwest National Laboratory scientist and current General Services Administration program expert Judith Heerwagen claims that “a building can positively affect ability by providing comfortable ambient conditions, by enabling individual control and adjustment of conditions, and by reducing health and safety risks.” Temperature management, access to daylight, noise control, ergonomics, indoor air quality, secure entry, and even colour choices are all critical factors in the well-being of employees.
The concept of “collaborative competitiveness” is increasingly recognized as a significant factor in employee satisfaction. Coworkers can develop a sense of camaraderie and teamwork through joint project work, and productivity can be increased through healthy office competition. Participants’ physical and mental well-being benefits from team competition, whether a sales incentive program or an office fitness challenge. Fitness monitors like Fitbit and online communities encouraging healthy competition and collaboration among workers are becoming increasingly commonplace as part of comprehensive workplace wellness initiatives (Sparks et al., 2018). Thirdly, the option to work remotely can have a significant impact on employee happiness. It’s possible that giving workers the option to work remotely and from home will boost morale and output. There will be fewer conflicts between work and family responsibilities, and you may discover that you have more time for both. An increase in productivity could be one result of a more flexible workplace.
Discuss the links between the employee lifecycle and different people practice roles.
People practices are the approaches and procedures we use while interacting with employees of varying tenures and seniorities. Practices related to people include determining what sort of training is needed, creating pools of potential candidates, developing policies, evaluating data, responding to complaints, and recruiting and employing new staff. The term “employee life cycle” refers to the natural progression of an employee’s experience with your company. It starts with the attraction phase of hiring, moves on to the onboarding phase, when employees are trained and settled in, and ends with the offboarding and alums stages. When an employee enters the workplace, it is not the beginning of your contact with them. The process does not even start when they submit an application or sign a contract to work for the company. Put, it all starts the first moment a potential employee hears about your employer brand (Adnan Bataineh, 2019). Human resources aid workers at all phases of their careers by, among other things, rewarding them for pursuing additional education outside of work and offering consistent chances for professional development. They stress the importance of team members actively participating in their development. They encourage managers to work with their employees directly to pinpoint problem areas and establish priorities for fixing them.
Successful HR experts know how critical it is to promote a healthy work environment for their organization. The cultural web model can be used to illustrate how institutional elements such as policies, procedures, myths, and symbols all play a part in determining workplace dynamics. Next up is spreading this way of life over the world. A candidate’s decision to work with you was likely influenced by several factors, such as salary, workplace prestige, and a feeling of cultural fit (Plaskoff, 2017). Since your company’s reputation and values resonate with them on a personal level, it stands to reason that they would be enthusiastic about applying.
The health of an organization is strongly dependent on the various phases of an employee’s life cycle. After all, there is always an opportunity to improve the employee experience, regardless of a worker’s role or how long they have been with the organization. Consequences include difficulties in recruiting, indoctrinating, and retaining personnel. The Employee Life Cycle Model provides a structure for creating and keeping a dedicated and content workforce.
Analyze how people practice connects with other areas of an organization and supports wider people and organizational strategies.
An organization’s people strategy refers to the steps taken to give workers the authority they need to help the business reach its goals. The human resources plan must be integrated into the overall business strategy for this to be a reality. These two elements must be in sync for a business to succeed. An organization’s strategy is its plan of action to realize its objectives. An organization’s people strategy is the set of actions taken to provide employees with the knowledge and abilities they will need to accomplish their work.
Each enterprise would benefit from having these two elements work in tandem. To ensure that the company’s employees have the knowledge, skills, and abilities necessary to realize its strategic objectives, it is vital that the people strategy support the overarching business strategy (Buchanan & Huczynski, 2019). Only by incorporating the people strategy into the business strategy as a whole will this be possible. A company’s blueprint should support its people strategy by ensuring that all staff members have the resources they need to do their jobs well. In addition to allocating funds for training and development, this also involves creating a culture within the company that encourages and supports the growth and development of its employees. These two elements work in tandem to foster each other’s growth and development when they are in harmony.
When all is said and done, the outcome is a business with a better chance of achieving its goals. But if the company’s goals and the goals of its employees aren’t aligned, a number of issues can arise. A workforce that lacks the skills and capabilities necessary to achieve the organization’s goals, for example, may experience dissatisfaction, poor output, and high turnover rates (Serrat & Serrat, 2017). A demoralized and unmotivated workforce could be the result if an organization’s strategy does not place a premium on the development of its staff. Therefore, efficiency and productivity may drop. That’s why it’s so important for an organization’s people strategy to mesh well with its overarching business strategy.
Discuss processes for consulting and with internal customers to understand their needs.
Start with feedback
It’s crucial for businesses to identify the hotspots where employees have the most frequent interactions with customers. After these landmarks have been identified, journey mapping can be used to visually depict an employee’s entire journey. Then, once you’ve pinpointed the issues, you can solicit input from your team on how best to address them (Huang, 2020). For example, if employees are consistently frustrated by calls to the IT Help Desk, the company may find it necessary to solicit post-call feedback. Employee feedback in the moment of a transaction can be as timely and specific as that provided by a customer transactional study in identifying where a service process fails.
Take action and use closed-loop follow-up
Most outsourced CX teams employ closed-loop feedback when attempting to remedy a poor customer experience. Similar thinking can be applied to internal CX. It’s crucial for any company to foster an environment where employees feel comfortable sharing ideas and opinions (Huang, 2020). If an employee contacts human resources (HR) for help with benefits and receives unsatisfactory information the first time they call, HR can create a ticket to track the issue and get it fixed as soon as possible.
Creative service standards
If internal customer service standards are created, then all employees will have something to strive for. All IT support tickets may need to be acknowledged within 4 hours at your company’s request. Having defined service standards in place makes employees feel valued and provides a benchmark against which future performance may be measured.
Celebrate success
To a greater extent, workers will carry out acts that they believe were reinforced in the past. When a member of your team or a particular department provides outstanding CX to customers, you should use that as a chance to educate your colleagues on how to improve their own CX. Managers, directors, and C-suite executives must spearhead the creation of a stellar internal CX (Prakash & Srivastava, 2019). People are more likely to adopt and absorb a value system when they see leaders modeling that value system in their daily actions. If you want to make the office a more enjoyable and productive place for everyone, you need to realize the value of cultivating a CX culture within the firm.
References
Adnan Bataineh, K. (2019). Impact of work-life balance, happiness at work, on employee performance. International Business Research, 12(2), 99-112.
Buchanan, D. A., & Huczynski, A. A. (2019). Organizational behaviour. Pearson UK.
Charalampous, M., Grant, C. A., Tramontano, C., & Michailidis, E. (2019). Systematically reviewing remote workers well-being at work: A multidimensional approach. European journal of work and organizational psychology, 28(1), 51-73.
Huang, Y. T. (2020). Internal marketing and internal customer: A review, reconceptualization, and extension. Journal of Relationship Marketing, 19(3), 165-181.
Plaskoff, J. (2017). Employee experience: the new human resource management approach. Strategic HR Review, 16(3), 136-141.
Prakash, G., & Srivastava, S. (2019). Role of internal service quality in enhancing patient centricity and internal customer satisfaction. International Journal of Pharmaceutical and Healthcare Marketing, 13(1), 2-20.
Sparks, K., Cooper, C., Fried, Y., & Shirom, A. (2018). The effects of hours of work on health: A meta-analytic review. In Managerial, Occupational and Organizational Stress Research (pp. 451-468). Routledge.
Serrat, O., & Serrat, O. (2017). Social network analysis. Knowledge solutions: Tools, methods, and approaches to drive organizational performance, 39-43.
write