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We work with the most forward-thinking companies across multiple sectors

We work with the most forward thinking companies across multiple sectors


Employee Experience Strategy → How?

Ne-Lo’s Employee Experience Strategy consulting approach supports you to bring the clear voice of your employees into the boardroom to inform focused and aligned strategic decision making.

We do this through:

01 → Alignment

Engage and align your board, exec. team, and other key stakeholders around the most pressing strategic questions to be answered, strategic hypotheses to be tested, or known unknowns that are preventing clear strategic focus.

02 → Engagement

Design, develop, and conduct targeted employee research using the methodologies best suited to answering your specific strategic questions or hypotheses with your specific target employee groups. Analyse the employee data through the lens of the strategic areas identified in phase 1, with the aim of generating valuable insight over pages of data.

03 → Refinement

Utilise employee insights to identify and roadmap focused strategic initiatives that target the things that matter most to your employees.

Employee Experience Strategy → Why?

The vital mindset shift that will transform Employee Experience efforts.

The key problem plaguing employee experience (EX) strategy efforts is that Employee Experience is seen as separate from business strategy and is often placed firmly on the plate of the HRD. This issue is on a sliding scale of severity, but at the worst end of the scale, EX can be marginalised as an annual employee engagement survey, which does little more than sit in a drawer.

When Employee Experience is instead viewed as the way an employee (or potential employee) experiences a company across any interaction, and therefore the level of motivation, engagement, and loyalty they feel towards the company and the amount of meaning they derive from their work, it takes on a new meaning. That’s why we encourage leaders to consider it as employee-focused strategy - it’s about orienting actual business strategy around the things that matter most to your employees.

Prioritising Employee Experience in business strategy can have a significant impact on the best employees joining, staying, and performing at their best:

41% lower absenteeism

Highly engaged business units are 17% more productive and have 41% lower absenteeism (Gallup, 2017)

4.6 X more likely to perform at their best

Employees who feel their voice is heard are 4.6 times more likely to perform at their best (Salesforce, 2017)

12% more productive

Happy employees are 12% more productive (Oswald & Proto, 2009)

20% higher sales

Companies with highly engaged workers report 20% higher sales (Gallup, 2017)

+5% employee engagement =
+3% jump in revenue

A 5% increase in employee engagement can lead to a 3% jump in revenue (AON, 2015)

20% higher sales

Companies with highly engaged workers report 20% higher sales (Gallup, 2017)

Frequently Asked Questions

What’s the difference between Employee Experience Management and Human Resource Management?
Employee experience can be defined as the sum total experience an employee has at an organisation. This is a culmination of their interaction with an organisation across every possible touchpoint.

Whereas HR historically comprises formal aspects such as recruitment, talent development, L&D, leadership, succession planning, reward & remuneration, OD, workplace health and safety, employee relations, performance management, and exiting employees; employee experience management better encompasses the focus on how employees perceive all these elements across their full life cycle with the company. The overall result of an employee’s experience defines the beliefs they hold and demonstrate towards that business - positive or negative.

The employee experience journey begins at the consideration stage of a potential employee who applies for a job. It moves through the steps of interviews and either successfully getting the job or not. If successful, the employee lifecycle continues through to the onboarding process and their integration as a part of the organisation. This employee experience integration has many key drivers, including your professional development during your time at the company, the way you're remunerated, the culture, how leaders act, and the way people act towards each other. Towards the end of an employee’s lifecycle, employee experience plays a role in offboarding, as well as how, as a former employee, you’re treated and involved.

Employee experience encapsulates more understanding and optimisation of how an employee actually experiences the different stages of their employment lifecycle.

But perhaps one view of it is HR management is about implementing those things. It's a governance view. In comparison, employee experiences more the understanding and optimisation of how an employee actually experiences those things.
What are the key drivers of Employee Experience?
Key drivers (which are also known as business drivers) are the decisive factors that affect the success of a business. In the context of employee experience, the key drivers can include company culture, meaningful and purposeful work, connection to people around us, a feeling of psychological safety, personal and professional growth, work-life balance, and autonomy. Such key drivers of employee experience are based on the perceptions and beliefs developed by employees across every stage of the employee lifecycle, including the consideration, application, and interview process for a role, the offer and onboarding process, leadership, culture, professional development and all other elements of actually working at a company, as well as how the departure process is managed and all communication post-employment.

Essentially, these key drivers of employee experience are the cumulative experience an employee has across every touch point they come into contact with and, subsequently, the long-term perceptions or beliefs they hold about that company as a result.
What’s the long-term impact of improving Employee Experience?
There are a multitude of long-term benefits when you improve and ultimately develop an industry-leading employee experience. Not only will your company attract the right people, but it will retain them in the long run too. With that comes the obvious cost savings associated with lower turnover. But it is highly likely that employees will grow and improve performance over time, there will be lower absenteeism and presenteeism, and employees will be better motivated, connected and aligned - in short, everyone will both collectively and individually perform at their best.

With this in mind, it’s perhaps no surprise that we see companies with an employee experience strategy and subsequent long-term exceptional employee experience outperform their industry competitors in growth and profitability.
How will improving Employee Experience impact Customer Experience?
Exceptional employee experience has been found to build a more motivated, aligned, and connected workforce. When you consider that this workforce is responsible for every element of the company’s customer experience - whether that be directly in retail, customer service, or service provision environment or indirectly in the development of customer-facing tech, digital touch-points or strategic decision-making - then it seems obvious that these touchpoints, and therefore the customer experience overall will benefit as a result.

Furthermore, if you connect great customer experience results - in the form of feedback, awards, growth etc. - back to the day-to-day actions of your employees, that will instil greater levels of meaning and motivation and contribute to an overall more powerful employee experience, and an even better customer experience…and so on and so forth. A virtuous cycle!