Delivering personalized experience to employees is a top priority for businesses, but very few organizations have cracked this code. What is needed to execute this strategy? How can technology help? What do employers need to understand about employees? Answers to these pertinent questions and other key insights were shared by experts in this session. Here are the highlights:
Peter Kokkinos, Vice President Asia Pacific, Sum Total System explained, “Employee expectations have changed over the years. They expect to have consumer like experience for themselves. They also prefer predictive and dynamic learning experiences. Development opportunity is an asset for them. Instead of using ‘one size fit all method’ organizations should focus on making development more personal and simpler for employees. Employee experience is the next wave of innovation. Companies that concentrate on employees really outperform.”
Case study: Vodafone
Sarita Fernandes, Vice President- Training and People Capability, Vodafone India, shared insights of the existing conducive ecosystem at Vodafone for employees. She explained, “Vodafone has a strength of 45,000 plus workforce supported by third party channel partners, which is divergent and heterogeneous. They further support 20 plus verticals across the organization with multiple dialects. So, to get the extended organization aligned to the current massive ecosystem was the biggest challenge. Another big challenge for us was to unify their learning experience. In order to solve these challenges, we began by building strong brand connect amongst employees and our partners. Then we elevated the experience standards by unifying skills by creating strong content competency. We made conscious efforts to build that connect. Our motto is ‘power to you’ – we believe - that by giving power to the workforce –what you get in return– helps you to grow in the business. So once, we were able to empower and unify our employees, we focused on elevating their knowledge. We built our entire ecosystem of our knowledge base to get the ever dynamic information in the industry. We aimed at bringing change and to get the information overnight to the massive workforce, we built very strong knowledge base solutions to amplify their learning.We built custom road maps, skill based maps to help them learn and grow. The whole objective was to build a learning culture. So, when we added technology to the whole experience, it gave us results and we reaped positive benefits. Also, the workforce satisfaction increased. We also left the learning open to the workforce; we allowed them to upskill themselves for future. So in the end, we were able to optimize manpower, leverage higher engagement and we successfully achieved positive cost reduction.
Case Study: NIIT
Deepa Mukerjee, Vice President –HR, Head –L&D, NIIT Technologies, shared, “The ‘I’ in NIIT technologies represents and recognizes the individuality of each NIIT in the organization. We have always focused on building people oriented culture. Some of the building blocks that helped us to sustain people centric culture include establishing people at leadership priority and creating competency framework. For leadership priority, we created structure and mechanisms like – gems quality club, talent boards that ensured that leadership attention is brought into people agenda on the periodic basis. Next, the major milestone was to create competency framework, where we integrated all our talent systems. It helped us to make employee experience seamless. Keeping millennials in mind, we worked towards making our work environment more inclusive. We upgraded our workplace and included cafeterias, gym, salons – especially to meet the growing aspirations of millennials. On this journey, we used technology to build people practices and to enhance employee experience. Technology such as – IOT, location intelligence, analytics helped us to recognize, individual preferences and behavior. We built career mobility portal, with the help of which, employees could chart their own career path. The employees were also given freedom to choose their role in future. Several learning initiatives were introduced that allowed them to prepare for their aspiring role.”