Keeping good employees in healthcare is getting harder every year. Hospitals, clinics, and medical departments are losing experienced workers faster than they can replace them. 

This puts more pressure on the staff who stay and can affect patient care.

When a skilled nurse or doctor leaves, it doesn’t just leave a gap in the team, it also costs a lot of money. That’s why holding on to great workers is one of the best ways to protect both patient safety and your budget.

If you run a hospital or biomedical department, hanging on to the people you already have is the single-most effective way to protect patient safety and your budget. 

Every time an experienced clinician walks out, you lose an estimated $56,300, and the average hospital bleeds up to $5.8 million a year on nurse turnover alone.

The problem isn’t tapering off. Even after a modest improvement, the 2025 NSI report still puts overall hospital turnover at 18.3%, or roughly one in every five employees.

Against that backdrop, retention strategies are no longer a “nice to have.”

Retaining skilled healthcare employees is critical for patient safety, care quality, financial stability, and preserving institutional knowledge. Tackling burnout and staffing shortages is key to fostering a supportive work environment that promotes long-term commitment among professionals.

In this article, we’ll talk about why so many healthcare workers are leaving, what challenges hospitals face, how healthcare can improve employee engagement, and what long-term steps you can take to keep your best people on board.

What Is Retention in the Healthcare Workforce?

Retention is your ability to keep skilled clinicians, biomedical engineers, and support staff on the team long enough for their expertise to pay off. 

You calculate it by dividing the number of employees who remain at the end of a set period by the headcount you had at the start, then multiplying by 100 for a percentage.

A high retention rate means stable teams, preserved institutional knowledge, and steady patient outcomes. A low rate tells you that talent leaves faster than you can recruit, driving up costs and risk. 

In short, retention gauges whether your workplace gives people enough purpose, resources, and growth to stay. 

If your retention rate is low, it’s a sign that something needs to change. Maybe staff feel tired, unappreciated, or unsure about their future at work. 

When good people leave, it takes time and money to train new ones. This can hurt team morale and slow down patient care.

On the other hand, when employees stay, they build stronger relationships with their coworkers and patients. They also become more confident and skilled in their roles. This helps the whole healthcare system run better. 

That’s why keeping your team happy and supported is so important.

The Importance of Employee Retention in Healthcare

Keeping your employees isn’t about morale alone, as it directly affects every metric you track. When turnover rises, patient harm climbs with it. 

Press Ganey’s 2023 review found that hospitals with high RN churn recorded significantly more patient-fall events. A 100- to 200-bed facility that cuts turnover to the lowest quartile saves about $105,000 a year just on fall-related costs.

Turnover also strains budgets in ways that go far beyond the visible cost of recruitment. 

Vacancies push overtime higher, extend reliance on travelers, and slow large projects, everything from capital-equipment rollouts to EMR upgrades, because the experienced hands who know the systems best are no longer there to guide them. Financial leaders often find themselves redirecting funds meant for innovation into stop-gap staffing fixes.

Finally, retention safeguards institutional knowledge. When experienced biomedical engineers stay, you preserve tacit expertise in device maintenance, calibration protocols, and root-cause investigations. 

A stable workforce protects your patients, your bottom line, and your capacity to advance care.

Key Challenges to Retention in the Healthcare Sector

Employee loyalty slips for many reasons. Knowing the pressure points lets you act before staff start looking for the exit.

Burnout and Mental Health

Relentless workloads and emotional strain carve away at morale faster than any pay raise can repair. 

When you run short-staffed, shifts stretch, documentation piles up, and traumatic events stack one after another with no time to process them. Fatigue soon blurs judgment, which raises patient-safety risks and fuels even sharper stress cycles.

Clinicians who once thrived on helping others begin to numb out or detach, and the first step toward resigning is often a request for extended leave. 

Supporting mental health through counseling access, debrief sessions, and predictable shift lengths breaks this spiral and tells your team their wellbeing matters as much as their output.

Staffing Shortages

When vacancies outnumber CVs, you enter a costly loop: fewer hands make each shift tougher, which pushes more people out the door. 

Many hospitals now tap reliable medical engineering recruitment agencies to find biomedical technicians and clinical engineers on short notice, preserving device uptime and patient flow while permanent hiring catches up.

Quick access to specialized talent plugs immediate gaps, but you still need a long-range plan to reduce dependence on emergency fixes. Otherwise, the shortage simply re-emerges a few months later under a heavier price tag.

Work-Life Balance

Your staff cannot pour from an empty cup. Split nights, unpredictable call rotations, and weekend double shifts make family plans impossible, eroding commitment no matter how passionate someone feels about patient care. 

You gain more loyalty by building schedules around human limits by capping consecutive shifts, spreading holiday duties fairly, and offering partial remote work for non-clinical roles such as coding or telehealth triage.

Stability lets employees rest, pursue hobbies, and return ready to focus. In turn, you see fewer absences, fewer errors, and longer tenure.

Compensation and Benefits

Pay on its own will not solve burnout, but lagging wages push people to agencies or rival systems that value their skills. 

Benchmark each role against regional and national data, then adjust base rates, differentials, and bonus structures to stay competitive. Pair that with benefits staff actually use, such as affordable dependent coverage, retirement matching above the industry norm, tuition support, and commuter stipends. 

These steps not only help reduce turnover but also improve employee motivation by showing staff that their work and well-being truly matter.

Transparent pay bands and frequent reviews show employees you reward contribution in real time, not just when someone threatens to leave.

Lack of Growth Opportunities

Healthcare professionals expect to keep learning. 

Map clear skill ladders by charging nurse tracks, imaging-specialist certifications, biomedical-engineer project leads, and funding the coursework or conference travel needed to reach each rung. Encourage job shadowing across departments so team members can pivot without quitting the organization.

Growth transforms a static position into a dynamic career, anchoring employees who might otherwise look elsewhere for challenge and recognition.

Toxic Workplace Culture

Bullying, cliques, or blame-first attitudes drive turnover faster than any external recruiter. 

You set the tone by enforcing zero-tolerance policies, training managers in conflict resolution, and modeling respectful communication. Regular pulse surveys and anonymous reporting make it safe to surface issues early.

A culture that values psychological safety frees staff to speak up about errors, share ideas, and collaborate, conditions that boost both retention and patient outcomes.

Poor Leadership Management

Leaders who micromanage, ignore feedback, or hide information erode trust. Invest in leadership development that covers emotional intelligence, transparent decision-making, and fair workload distribution. 

Pair new supervisors with seasoned mentors and hold them accountable for team engagement scores alongside operational targets. When staff view leaders as advocates rather than obstacles, they stay through challenges that would otherwise trigger resignations. 

Good leaders make a big difference in whether people stay or leave. When staff feel supported and heard, they are more likely to enjoy their work. Leaders should check in with their teams often, listen with care, and fix problems quickly. 

Training new managers is also important. Give them the tools they need to lead with respect and fairness. Celebrate small wins and share team success. 

When leaders show that they care, trust grows, and people are more willing to stay, even during hard times.

Lack of Recognition or Appreciation

In an environment where mistakes carry life-or-death stakes, praise can feel rare. Yet genuine recognition, like public shout-outs, handwritten notes, or peer-nominated awards, reinforces purpose and belonging. 

Tie acknowledgment awards to specific behaviors, such as reducing device downtime or mentoring new hires, so recognition feels earned and replicable. Small but sincere gestures cost little yet build loyalty that salary bumps alone cannot buy. 

People want to know that their hard work matters. A simple “thank you” can go a long way, especially in high-stress jobs like healthcare. When staff feel seen and valued, they are more likely to stay and do their best work. 

Make it a habit to recognize good work often. This can be done in meetings, emails, or even during daily rounds. Encourage team members to lift each other up, too. 

When appreciation becomes part of the culture, it boosts morale and helps create a strong, connected team.

Sustainable Healthcare Workforce Strategies to Improve Retention

You’ll need more than quick fixes to retain staff. The practices below give your employees concrete reasons to stay while keeping patient care steady.

Offer Competitive Compensation Packages

You don’t have to outbid every rival, but you do need transparent, market-matched scales that adjust when the labor market shifts. 

Annual compensation reviews, specialty differentials for hard-to-fill roles, and loan-repayment assistance speak to both early-career clinicians and seasoned biomedical engineers.

When employees see fair pay aligned with their skills, they stop shopping for offers and start planning long-term projects with you.

Suggest Flexible Working Hours

Rigid rosters push good clinicians toward agencies that let them choose their shifts. 

Offer self-scheduling or compressed workweeks so staff can balance night duty with family life or study time. In fact, a 2023 survey of 500 nurses linked self-scheduling to higher engagement and lower intent to quit.

Options worth piloting:

• Self-schedules that open several weeks in advance.
• Split shifts for imaging techs who can cover peak demand twice in one day.
• Hybrid days for educators and telehealth triage nurses who can work partly from home.

Establish Performance Evaluation Systems

Clear, two-way reviews replace guesswork with measurable goals. Use structured rubrics so expectations match role scope, then tie feedback to individualized development plans. 

Consistent evaluations boost engagement because staff see how daily tasks connect to broader objectives, not just incident reports.

Strengthen Leadership and Organizational Culture

Front-line teams stay when they trust their managers. Leadership training that covers coaching skills, transparent decision-making, and conflict resolution lowers attrition. 

Reinforce a speak-up culture with unit huddles and anonymous reporting so issues surface early instead of driving silent exits.

Invest in Professional Growth

Career momentum is a powerful retention magnet.

• Fund certifications and advanced degrees, for instance, CBET prep for biomedical techs or CCRN courses for critical-care nurses.
• Create project-lead tracks so experienced staff can guide equipment installations or quality-improvement pilots without leaving clinical practice.
• Support conference travel to keep skills current and spark new research ideas.

Focus on Great Onboarding

First impressions last. Pair new hires with trained preceptors for at least 90 days, schedule regular check-ins, and stagger classroom sessions so information lands when it’s immediately useful. 

Hospitals that built structured onboarding tracks cut nurse turnover by double-digit margins in the first year.

Offer Paid Time Off and Mental Health Days

Rest is preventive medicine for burnout. Bundle PTO with a small bank of employer-designated mental-health days that staff can take without paperwork. 

In the APA’s 2023 Work in America survey, workers with easy access to mental-health leave reported higher commitment and lower turnover intent.

Together, these practices give clinicians and engineers the stability, support, and growth they need to keep building their careers and their service lines where they are.

Case Studies on Retaining Healthcare Talent

Numbers alone can’t show you how retention programs play out day-to-day, while real-world examples can reveal ideas that survive busy wards, budget cycles, and accreditation visits.

The two brief profiles below come from large U.S. systems with very different footprints, yet each cut turnover by pairing practical support with clear career pathways. 

Their results suggest that even modest, well-targeted initiatives can hold people in place long enough for deeper culture shifts to take root.

Cleveland Clinic

If you follow the Cleveland Clinic’s playbook, you start by treating retention as caregiver safety. 

The system backs that stance with hard support: a Caregiver Hardship Fund that distributed $530,000 to more than 1,100 staff in 2023, plus “Lead Forward” programs that groom future leaders at every level. 

Those efforts paid off with the enterprise turnover dropping to 14.2% in 2024.

By pairing financial relief with clear advancement paths, the clinic shows that practical help and career momentum can keep a sprawling workforce engaged.

Intermountain Health

Saint Joseph Hospital, part of Intermountain Health, rebuilt its mentorship model after COVID-19 left too many novices without guidance. Instead of one-to-one pairings, the team launched group and peer mentoring cohorts run by professional-development nurses. 

Within a year, retention among new and early-career RNs climbed to 97%, and plans are in motion to spread the format across more units.

The lesson: structured peer networks give newcomers a safe space to swap questions, share stress, and see a future inside the organization.

Conclusion

Retention improves when you combine tangible support, growth pathways, and community. 

Whether you build a hardship fund, set up group mentoring, or both, the goal is the same: give clinicians and engineers enough stability and purpose to picture their next five years with you and help them get there.

David Gevorkian founded Be Accessible driven by his unwavering passion for website accessibility and ADA compliance. Throughout his career, he has worked with financial institutions, crafting both websites and mobile applications. David holds a Master’s in Business Administration from Salve Regina University in Rhode Island. As a dedicated advocate, he is committed to creating web interfaces that are accessible to everyone. Outside of his professional endeavors, David enjoys recording music and playing soccer with friends.

The post Retaining Top Talent in Healthcare: Challenges and Sustainable Workforce Strategies first appeared on PeopleThriver.

Employee experience is the sum of all the interactions that happen during the employee lifecycle. An employee’s role, work environment, workplace culture, leaders, and how their leaders demonstrate a commitment to their growth, success, and well-being are all part of the employee experience journey.

When an organization provides a positive employee experience, they see improvements in customer satisfaction, greater innovation, and 25% higher profits than organizations that do not provide a positive employee experience.

As we continue to learn more about the significant role employee experience plays in the long-term success of organizations and how it impacts a number of factors, from recruitment to retention, organizations are starting to pay more attention to how they manage the employee experience.

What we are learning is that to achieve the positive business outcomes we seek and to ensure we are providing the necessary working conditions for our teams to achieve these outcomes, we have to find ways to increase the positive influences on the employee experience.

There are many different strategies organizations can pursue that can improve the employee experience. Putting the ping-pong tables, snacks, on-site gyms, and other perks aside, let’s focus on a few that can be real game changers in any organization.

To increase the employee experience and enhance it in positive ways, leaders should focus on the following strategies: 

1. Maintain effective communication
2. Create a feedback system
3. Offer flexibility
4. Provide opportunities for growth
5. Foster a positive work environment

This article will look at strategies organizations can implement to increase and boost the employee experience. 

1. Maintain Effective Communication

Effective communication can have a powerful impact on employee experience because it plays such an essential role in trust-building, supports transparency, and helps leaders both better understand employee needs and communicate goals to employees.  

Leaders communicate information about the company’s culture, clearly articulating and modeling the organization’s core values, mission, and vision. Communicative leaders build consensus around a shared vision and inspire their teams to work according to this shared vision. 

Because of this, leaders set the tone for strong communication by being approachable and open to suggestions. Clearly communicating goals, objectives, and expectations provides the clarity all employees need to do their jobs well and with self-confidence.

For communication to be most effective it should be honest and respectful. It should also be a two-way street. Leaders should be skilled at receiving communications from employees and responding to them in a timely manner, and in a way that makes them feel truly heard.

2. Create a Feedback System

Feedback is crucial for positively shaping the employee experience. It is a central component of effective communication and supports open, supportive, and trusting working relationships between leaders and employees, provides clarity on short- and long-term goals, and shows employees that leadership is invested in their growth.

Good feedback is constructive, compassionate, specific, focused, timely, and presented in a positive tone. When done well, good feedback provides an actionable and solutions-oriented framework that guides employees toward desired behaviors.

For feedback to be effective, whether it’s a critique or praise of an employee’s contribution, it should specifically tie into a larger overall goal, rather than being generic, and should outline a course of action.

Employees can benefit greatly from frequent feedback from their leaders. They can also provide useful feedback to leadership. Establishing a culture of feedback in your organization can lead to greater employee satisfaction and an improvement mindset, both of which contribute to a positive employee experience.

3. Offer Flexibility

Flexibility has many benefits in the workplace, including a good work/life balance, more creativity, better customer service, and improved loyalty. For many of today’s workers, flexibility is a must-have for a positive employee experience. 

Flexibility became increasingly important over the course of the pandemic. Lack of flexibility was one of the drivers of The Great Resignation. Flexibility is an essential leadership skill, now more than ever. Leaders who know how to be flexible with their employees and offer them flexibility to improve their employee experience will have a considerable advantage over leaders who don’t. 

As commutes have grown longer and remote and hybrid work options have become not only more popular but more doable, offering your employees more flexibility in their work schedules, like providing a remote option and giving your employees the tools to work with more autonomy are great ways to help employees meet their needs and improve their well-being. 

This can work out well for both employers and employees. By giving workers the autonomy and flexibility they need to thrive in both their personal and professional lives, you are forging strong, trust-based relationships with your employees and, at the same time, encouraging employees to be accountable and take ownership of their roles.

4. Provide Opportunities for Growth

A recent Pew Research Center survey found that a lack of opportunities for advancement was among the top reasons US workers quit their jobs last year. The survey also found that those who quit and are now employed elsewhere are more likely than not to say their current job has more opportunities for advancement.

To feel motivated in their roles, employees need to be able to grow and develop their skills, build new knowledge, and see a clear path to advancement. Growth can help employees feel more confident in their abilities, more committed to the vision, and more engaged with their work.

To keep employees motivated to perform well and committed enough to the organization to stay, you have to demonstrate that you are committed enough to them to invest in them. Creating a clear path to growth, development, and advancement for employees shows employees that you want them to succeed. When they feel that you care about and encourage their growth and give them the means to grow, it can do wonders for motivation and performance. 

In-person and online training, cross-training, tuition reimbursement, professional organization participation, and career pathing are just a few ways leaders can help their team members grow and support a positive employee experience.

5. Foster a Positive Work Environment

Maintaining a positive work environment that is conducive to collaboration is crucial for preventing cultures from turning toxic and for creating a positive employee experience.

Toxic situations can involve harassment, microaggressions, unequal treatment of employees, or behaviors from senior management that devalue others and make them feel expendable. Toxic employees can submarine their co-workers, sabotage projects, hinder teamwork, drive top performers away, and poison culture. 

Top leadership can ensure organizational culture stays true to a company’s mission, vision, and values by addressing toxic situations as soon as they arise so they don’t impact morale or cause irreparable damage to the positive culture leaders and their teams have worked to create.

Confronting and addressing issues effectively keeps working environments harmonious and helps leaders build trust with team members, so don’t shy away from dealing with conflict when it arises.

Matt Tenney has been working to help organizations develop leaders who improve employee engagement and performance since 2012. He is the author of three leadership books, including the groundbreaking, highly acclaimed book Inspire Greatness: How to Motivate Employees with a Simple, Repeatable, Scalable Process.

Matt’s ideas have been featured in major media outlets and his clients include numerous national associations and Fortune 500 companies.

He is often invited to deliver keynote speeches at conferences and leadership meetings, and is known for delivering valuable, actionable insights in a way that is memorable and deeply inspiring.

The post 5 Strategies To Increase Employee Experience first appeared on PeopleThriver.

Companies have long grappled with the challenge of keeping employees engaged and motivated. The pandemic complicated an already complex challenge by profoundly altering the employee experience for many workers throughout the world.

In the aftermath of the pandemic, in light of the Great Resignation, and with the looming threat of more labor shortages in some professions, ensuring a positive employee experience should be at the top of the to-do list for all organizations looking to re-energize, re-engage, and retain talented employees. 

To understand how employees are impacted by their experiences, whether it’s their experience of something as rare as a global pandemic or something as mundane as the daily conversations and interactions they have over morning coffee with those they share office space with, and how those experiences affect an organization’s long-term success, companies need to look at what makes up the employee experience, how it is influenced, and how they can ensure that influence is positive. 

Employee experience is the sum of all the interactions that happen during the employee lifecycle. An employee’s role, work environment, workplace culture, leaders, and how their leaders demonstrate a commitment to their growth, success, and well-being are all part of the employee experience journey.

This article will explain the concept of employee experience, why it matters, and how organizations can create positive employee experiences for all employees. 

What Is Employee Experience?

Gallup defines employee experience  as “the journey an employee takes with your organization.” This journey includes every interaction that happens during the employee lifecycle, as well as the experiences that involve an employee’s role, work environment, and supervisor, among other factors.

Employee experience encompasses how an employee feels during all their interactions with their employer throughout their professional relationship with them and the impact those interactions have on their attitudes toward their job. 

This includes (but is not limited to) the employee’s first encounter with the employer (through familiarity with the employer’s reputation and the experience of applying for the job), the first time the employee meets the employer, the employee’s experience of their work environment and encounters with co-workers, the workplace culture, the exit interview process, and any interactions the employee has with the employer after the employee leaves the organization. 

Why Does Employee Experience Matter?

Employee experience plays a significant role in employee motivation, employee engagement, and employee retention, but that’s not all. Employee experience is also strongly linked to customer experience. In fact, the link between the two is so strong, many are declaring employee experience is the new customer experience. 

Customer experience encompasses everything an organization does to put customers first, provide an exceptional experience, add value, meet their needs, and help them to grow. According to a recent Harvard Business Review Analytic Services survey, 55% of executives surveyed said they believe it is not possible to provide a great customer experience without providing a great employee experience.

Employees who view their employee experience positively are much more likely to work harder, take pride in their work, and provide a positive customer experience. When an organization provides a positive employee experience, they see improvements in customer satisfaction, greater innovation, and generate 25% higher profits than organizations that do not provide a positive employee experience.

Who Is Responsible for Employee Experience?

So, who is responsible for employee experience? Typically, HR departments. However, according to Forbes contributor Jacob Morgan, it’s not solely the responsibility of HR: 

“In every single organization that I have worked with or researched, this is owned by HR. But with a caveat. Even though HR owns the employee experience it’s not just up to HR to create this. In soccer, the goalie owns any soccer ball that comes flying at the net but it’s actually everyone’s job to keep the ball from going into their own goal, if it does, the whole team (not just the goalie) loses. The same is true for employee experience. Although HR is being tasked as the employee experience torch bearer this isn’t just an HR responsibility.” 

Since the employee experience is made up of all an employee’s day-to-day interactions with members of an organization, all members of an organization are part of the employee experience and impact it in one way or another. Positively shaping the employee experience requires the guidance of a skilled leader who’s committed to employee success and a collective effort from employees at all levels of an organization. 

HR/Employee Experience Managers

HR departments manage many of the functions and processes that impact employee experience and play a role in guiding the entire employee experience, from the moment a candidate applies for a job with the organization to the moment they conduct the employee’s exit interview. 

Many companies have taken to hiring employee experience managers. Employee experience managers are typically part of HR departments.

Employee experience managers develop strategies that help them understand employee sentiments and satisfaction so they can effectively manage the entire employee experience for an organization, including recruitment, development, coaching, and retention. 

They gauge employee attitudes toward their jobs and their level of satisfaction by utilizing tools like employee surveys, feedback, rewards, and KPIs for tracking and improving employee engagement, performance, and productivity. 

But employee experience is created whether or not an organization has an HR department and a dedicated employee experience manager. Ideally, a company will have a designated team that is focused on creating the desired employee experience. However, we know this isn’t the case for all companies. 

Leadership

Leadership affects the employee experience more than any other factor because of the way leadership defines organizational culture. An employee’s day-to-day interactions with their direct supervisor or manager, in particular, affect an employee’s experience for better or for worse, depending on the quality of those interactions. 

A positive employee experience results in better engagement, retention, performance, and long-term profitability, but a positive employee experience is only possible if employees are led in positive ways by good leaders who are invested in having a positive impact on employees. 

Good leaders consistently communicate cultural norms in ways that create a positive work environment where employees are engaged, have a high degree of loyalty, and feel a sense of purpose in their work. They reinforce core values by modeling behaviors that are consistent with core values and embody the organization’s culture in every aspect of their leadership. 

Employees

While it’s true that HR departments, employee experience managers, and leaders play a huge role in shaping the employee experience, ultimately, everybody in the organization is responsible for employee experience. 

This is an important fact to keep in mind when recruiting. Hiring for cultural alignment and ensuring the organization is providing a welcoming, inclusive work environment for all can go a long way. 

Employees need to feel a sense of belonging and psychologically safe to engage, collaborate, and do their best work. Building inclusive teams that support each other and are invested in creating a positive employee experience for all is the key to good employee experience management. 

When the interactions that make up the employee experience are positive, it improves job satisfaction and reduces turnover, as employees who experience support from their co-workers are more likely to stay with an organization for the long haul. 

How to Support a Positive Employee Experience

While there are many different strategies organizations can pursue that can boost employee experience, an inclusive work environment, meaningful work, and a high level of trust are three of the most important factors in supporting a positive employee experience. 

Provide an Inclusive Work Environment

Inclusion is becoming increasingly important to workers. But to create an employee experience that is truly inclusive requires leaders to foster an inclusive culture in the workplace.

Organizations with inclusive cultures embrace differences in backgrounds and experiences and build high-performing teams of employees who are engaged with their work and invested in the organization’s success.

Having an inclusive manager that is invested in helping their team members build authentic connections and feel psychologically safe can improve the chances that an employee will engage with their work, perform well, and stay with the organization.

The strong connections employees build with one another foster collaboration and spur innovation. Being able to bring their whole selves to work every day helps employees feel comfortable giving their whole selves to team efforts. This can supercharge teams and supercharge business outcomes. 

There are several ways Inclusion improves the employee experience. Letting all employees have a voice in the organization and the permission to speak up without fear of retaliation creates an environment where employees are comfortable sharing ideas with each other, which helps teams brainstorm and identify creative solutions. 

It also demonstrates to employees that leadership is interested in what they have to say, the ideas they share, and the unique perspectives and experiences each brings to the table. 

Help Them Find Meaning in Their Work

Meaningful work is an important element of a positive employee experience that can motivate employees to fully engage in their work and consistently perform it well. 

The shared sense of purpose that meaningful work creates for employees unites them with their co-workers in ways that maximize their efforts and support a positive work environment that is conducive to collaboration and where all employees are working together toward achieving the vision together.

Organizations can help their team members find meaning in the work they do each day by tying it to the larger mission and vision of the organization and measuring success in terms of impact rather than productivity and results. 

I recently sat down with Brandi Olson, author of Real Flow: Break the Burnout Cycle and Unlock High Performance in the New World of Work, to discuss why individual performance should be measured with impact instead of perceived productivity.

Showing employees the impact they make on a daily basis not only makes them more aware of the progress they’ve made on the journey to achieving the vision but also makes them more dedicated to the vision and motivated to continue working toward the vision.  

Regularly communicating the mission that the organization’s founders set out to achieve and their vision for achieving that mission both guides decision-making and helps employees find meaning in their work.

Inspiring purpose in employees and creating an experience that is more than the sum of our team members’ output is necessary to achieve the long-term results we want in business. In the post-pandemic world, we need to find ways to rebuild our team members’ trust, boost their energy, and increase their efforts. 

Build a High-Level of Trust

A high level of trust is critical to maintaining a positive work environment where employees do great work and work well together. The more employees are trusted and the more trust they have in leadership, the more satisfied they are in their roles—and the more likely they are to stay.

Just how beneficial is a high-trust environment for employees? According to a team of researchers led by Paul J. Zak, director of the Center for Neuroeconomics Studies at Claremont Graduate University, very beneficial. 

Zak’s team found that trust in the workplace has a positive impact on performance, employee turnover, and a host of other factors. Compared with people at low-trust companies, people at high-trust companies experience the following:

• 74% less stress
• 106% more energy at work
• 50% higher productivity
• 13% fewer sick days
• 76% more engagement
• 29% more satisfaction with their lives
• 40% less burnout

Trust improves communication, which, in turn, improves transparency, clarity of expectations, and performance, all of which help to reduce the anxiety that workers develop (and that can cause them to leave) when communication breaks down or during difficult times when they need to be reassured about where the company is headed and reminded of the vision.

A high level of mutual trust also eliminates the perceived need to micromanage employees. Some leaders may feel that in micromanaging employees, they are just making sure the work gets done on time, but it can be a costly style of management and have a significant negative impact on the employee experience. In fact, the impacts are so intense that it has been identified among the top three reasons employees resign from their jobs.

In high-trust environments, micromanagement is unnecessary because trust empowers employees by giving them a sense of autonomy, equipping them with the tools they need to achieve their goals without constant monitoring, and making them feel more capable of and confident in doing their jobs. 

Matt Tenney has been working to help organizations develop leaders who improve employee engagement and performance since 2012. He is the author of three leadership books, including the groundbreaking, highly acclaimed book Inspire Greatness: How to Motivate Employees with a Simple, Repeatable, Scalable Process.

Matt’s ideas have been featured in major media outlets and his clients include numerous national associations and Fortune 500 companies.

He is often invited to deliver keynote speeches at conferences and leadership meetings, and is known for delivering valuable, actionable insights in a way that is memorable and deeply inspiring.

The post Employee Experience Explained first appeared on PeopleThriver.

One of the hottest topics in business these days is employee experience. Despite all the recent attention devoted to it in well-known publications, many leaders still aren’t that familiar with employee experience or aware of the profound impact it can have on an organization.  

In the aftermath of the Great Resignation, and with the looming threat of more labor shortages in some professions, ensuring a positive employee experience should be at the top of the to-do list for leaders. 

To understand how employees are impacted by their experiences in an organization and how those experiences affect an organization’s long-term success, leaders need to look at what makes up the employee experience, how they influence the employee experience, and how they can get employee experience right. 

Employee experience is made up of all the interactions that happen during the employee lifecycle, as well as the experiences that involve an employee’s role, work environment, workplace culture, leaders, and how their leaders demonstrate a commitment to their growth, success, and well-being.

This article will explore what makes up the employee experience and how leaders can shape the employee experience in positive ways that create real engagement, high motivation, and long-term commitment. 

What Is Employee Experience?

Gallup defines employee experience  as “the journey an employee takes with your organization.” This journey includes every interaction that happens during the employee lifecycle, as well as the experiences that involve an employee’s role, work environment, and their supervisor, among others.

Employee experience encompasses how an employee feels during all their interactions with their employer throughout their professional relationship with them. 

This includes (but is not limited to) the employee’s first encounter with the employer (through familiarity with the employer’s reputation and the experience of applying for the job), the first time the employee meets the employer, the employee’s experience of their work environment and encounters with co-workers, the workplace culture, the exit interview process, and any interactions the employee has with the employer after the employee leaves the organization. 

Employee Experience and Customer Experience

Employee experience plays a significant role in employee motivation, employee engagement, and employee retention, but that’s not all. Employee experience is also strongly linked to customer experience. 

Customer experience encompasses everything an organization does to put customers first, provide an exceptional experience, add value, meet their needs, and help them to grow. According to a recent Harvard Business Review Analytic Services survey, 55% of executives surveyed said they believe it is just not possible to provide a great customer experience without providing a great employee experience.

Employees who view their employee experience positively are much more likely to provide a positive customer experience. In fact, the link between the two is so strong, many are declaring employee experience is the new customer experience. 

When an organization provides a positive employee experience, they see improvements in customer satisfaction, greater innovation, and generate 25% higher profits than organizations that do not provide a positive employee experience.

Just as a positive customer experience is crucial for building loyalty and driving revenue, a positive employee experience boosts loyalty and performance. It also helps organizations attract top talent. Customers will see the positive effects of an excellent employee experience in the service your employees provide. 

How Leadership Impacts the Employee Experience

Leadership affects the employee experience more than any other factor because of the way leadership defines organizational culture. An employee’s day-to-day interactions with their direct supervisor or manager, in particular, affect an employee’s experience for better or for worse, depending on the quality of those interactions. 

A positive employee experience results in better engagement, retention, performance, and long-term profitability, but a positive employee experience is only possible if employees are led in positive ways by good leaders. 

Good leaders consistently communicate cultural norms in ways that create a positive work environment where employees are engaged, have a high degree of loyalty, and feel a sense of purpose in their work. They reinforce core values by modeling behaviors that are consistent with core values and embody the organization’s culture in every aspect of their leadership. They know that a positive employee experience is essential to helping employees do their best work.

Too often, managers default to a transactional style of leadership, focusing mainly on results, and utilizing a system of rewards and penalties to motivate employees. Unfortunately, this style of leadership doesn’t consider the changing landscape of employee engagement and employee retention. 

While this more traditional and transactional style may yield consistent, predictable results, its impact on the employee experience may be less predictable and less positive because it’s focused more on business outcomes than on how we as leaders should lead and develop employees to do their best work and achieve the desired business outcomes.

But if you want your team to achieve positive business outcomes, the best way to do that is by supporting a positive employee experience. 

How to Support a Positive Employee Experience

A leader’s ability to build authentic relationships with their employees is the key to providing a great employee experience and helps them maintain a harmonious, respectful work environment in which employees can perform well and serve customers well.

Leadership is one of the most critical factors for success in business, and having a good leader who can build rapport with team members, inspire them to do great work, and keep them motivated ensures both the employee and customer experiences are positive.

Leaders can support a positive employee experience by providing job clarity, opportunities for professional development, autonomy, an inclusive work environment, regular recognition of contributions, healthy feedback, a good work/life balance, and trust-based working relationships. 

The most important goal in fostering a positive employee experience is fostering an environment where employees feel valued and that the work they do matters. Leaders can help their team members see the impact of their work and how their roles are integral to achieving that impact by tying the work they do to a greater purpose, a clearly-defined vision that helps them see a deeper meaning in their work. 

Purpose is necessary to achieve the long-term results we want in business. It is short-sighted to focus on effects without bringing cause into the mix when it comes to inspiring purpose in employees and creating an experience that is more than the sum of our team members’ output. 

I recently had a conversation with Zach Mercurio, author of The Invisible Leader: Transform Your Life, Work, and Organization the Power of Authentic Purpose, about why making team members feel like they matter is essential if you want your organization to do great work, especially in the post-pandemic world of work where many workers are still experiencing burnout and the other negative effects of stressful work environments. 

“Imagine today that you believe your life is insignificant. It’s very unlikely that you would do much of anything. Yet, in organizations, a majority of workers say they feel forgotten or invisible. This experience of anti-mattering is extremely prevalent in eroding people’s energy and effort.”

In the post-pandemic world, we need to find ways to rebuild our team members’ trust, boost their energy, and increase their efforts. The most effective way for leaders to achieve this is by ensuring they are providing all employees with a positive employee experience and making purpose an essential component of that experience. 

Matt Tenney has been working to help organizations develop leaders who improve employee engagement and performance since 2012. He is the author of three leadership books, including the groundbreaking, highly acclaimed book Inspire Greatness: How to Motivate Employees with a Simple, Repeatable, Scalable Process.

Matt’s ideas have been featured in major media outlets and his clients include numerous national associations and Fortune 500 companies.

He is often invited to deliver keynote speeches at conferences and leadership meetings, and is known for delivering valuable, actionable insights in a way that is memorable and deeply inspiring.

The post What Makes Up Employee Experience? first appeared on PeopleThriver.

Employee experience encompasses everything from an employee’s first interaction with the company, including the recruitment process, to the last, including any interactions they have with their employers after leaving the company. It is influenced by everything from the physical work environment to the company’s culture.

We are still learning about the extent to which employee experience can impact all aspects of a business—profitability, engagement, market positioning, retention, and customer experience, to name a few—but the evidence is clear that long-term success is contingent upon the quality of the employee experience. 

So, the question is, how do we lead in ways that will ensure our team members have the kind of exceptional experiences that we work so hard to give to our customers to make future success a reality? 

If we want our employees to do great work, we have to do our part to help them have a great employee experience. To shape the employee experience in positive ways that help our teams perform well, we must first identify what is most important in creating a winning employee experience. 

What is most important in the employee experience is the leadership experience because leadership, specifically the employee’s manager, has a bigger impact on the employee experience than any other factor. Leadership’s ability to make that experience inclusive, trusting, and meaningful will determine how positive it is for the employee. 

This article will examine the crucial role of leadership in shaping the employee experience and generating both positive business outcomes and positive employee outcomes. 

Inclusion

Inclusion is defined as “the policy of providing equal access to opportunities and resources for people who might otherwise be excluded or marginalized.” Inclusion is becoming increasingly important to workers. But to create an employee experience that is truly inclusive requires leaders to foster an inclusive culture in the workplace.

An inclusive culture is a workplace culture that is supportive of and respectful toward all employees. Organizations with inclusive cultures embrace differences in backgrounds and experiences and build high-performing teams of employees who are engaged with their work and invested in the organization’s success.

Having an inclusive manager that is invested in helping their team members build authentic connections and feel psychologically safe can improve the chances that an employee will engage with their work, perform well, and stay with the organization.

The strong connections employees build with one another foster collaboration and spur innovation. Being able to bring their whole selves to work every day helps employees feel comfortable giving their whole selves to team efforts. This can supercharge teams and supercharge business outcomes. 

There are several ways Inclusion improves the employee experience. Letting all employees have a voice in the organization and the permission to speak up without fear of retaliation creates an environment where employees are comfortable sharing ideas with each other, which helps teams brainstorm and identify creative solutions. 

It also demonstrates to employees that leadership is interested in what they have to say, the ideas they share, and the unique perspectives and experiences each brings to the table. This enhances their satisfaction and builds loyalty. 

Trust

According to a team of researchers led by Paul J. Zak, director of the Center for Neuroeconomics Studies at Claremont Graduate University, trust in the workplace has a positive impact on performance, employee turnover, and a host of other factors.

Their research found that, compared with people at low-trust companies, people at high-trust companies reported the following:

• 74% less stress
• 106% more energy at work
• 50% higher productivity
• 13% fewer sick days
• 76% more engagement
• 29% more satisfaction with their lives
• 40% less burnout

A high level of trust is critical to maintaining a positive work environment where employees do great work and work well together. The more employees are trusted and the more trust they have in leadership, the more satisfied they are in their roles—and the more likely they are to stay.

Trust improves communication, which, in turn, improves transparency, clarity of expectations, and performance, all of which help to reduce the anxiety that workers develop (and that can cause them to leave) when communication breaks down or during difficult times when they need to be reassured about where the company is headed and reminded of the vision.

A high level of mutual trust also eliminates the perceived need to micromanage employees. Some leaders may feel that in micromanaging employees, they are just making sure the work gets done on time, but it can be a costly style of management and have a significant negative impact on the employee experience. In fact, the impacts are so intense that it has been identified among the top three reasons employees resign from their jobs.

In high-trust environments, micromanagement is unnecessary because trust empowers employees by giving them a sense of autonomy, equipping them with the tools they need to achieve their goals without constant monitoring, and making them feel more capable of and confident in doing their jobs. 

When employees know they are trusted, it encourages them to bring their best selves to work every day and to fully invest in their roles. When employees feel trusted, they are more likely to view leadership favorably and more motivated to fully invest in their work and perform well.

Meaning

Leaders help team members find meaning in the work they do each day by tying it to the larger mission and vision of the organization. They also set expectations that are tied to the organization’s larger vision and reflective of its culture and core values, and they encourage the growth of employees to deepen commitment to the vision. 

The shared sense of purpose that meaningful work creates for employees unites them with their co-workers in ways that maximize their efforts and support a positive work environment that is conducive to collaboration and where all employees are working together toward achieving the vision together.

Meaningful work is an important element of a positive employee experience that can motivate employees to fully engage in their work and consistently perform it well. Regularly communicating the mission that the organization’s founders set out to achieve and their vision for achieving that mission both guides decision-making and helps employees find meaning in their work.

Why Leaders Should Focus on the Employee Experience

The pandemic and shifting attitudes of younger generations of workers have shown us the importance of supporting a good work/life for our team members. While this will continue to be an ongoing factor in improving engagement and retention, research has shown that providing a positive work culture is essential to ensuring a great employee experience—and leaders are instrumental in leading the charge on a positive culture. 

Having a leader who can help employees find meaning and purpose in their work, build trusting connections with them, and feel a true sense of belonging with their peers and within the organization can be the difference between a positive employee experience and a negative one. 

Matt Tenney has been working to help organizations develop leaders who improve employee engagement and performance since 2012. He is the author of three leadership books, including the groundbreaking, highly acclaimed book Inspire Greatness: How to Motivate Employees with a Simple, Repeatable, Scalable Process.

Matt’s ideas have been featured in major media outlets and his clients include numerous national associations and Fortune 500 companies.

He is often invited to deliver keynote speeches at conferences and leadership meetings, and is known for delivering valuable, actionable insights in a way that is memorable and deeply inspiring.

The post What Is Most Important in the Employee Experience? first appeared on PeopleThriver.

Employee experience has been a hot topic over the last few years. More and more organizations are starting to realize that to drive productivity, they have to drive engagement and motivation. To drive engagement and motivation, they have to provide a positive employee experience. 

As technological advancements continue to shape our personal and professional lives at lightning speed, the term “employee experience” has evolved to encompass not just physical but also digital interactions in the workplace.  

Digital employee experience encompasses the interaction between employees and their digital work environment and is focused on how employees engage with their jobs through digital tools, systems, and technologies. It plays a key role in job satisfaction, productivity, and the overall success of an organization.

This article will look at the digital employee experience, the role of Artificial Intelligence (AI) in enhancing it, and some practical tips for improving the employee experience in your organization.

What is Digital Employee Experience?

The digital employee experience is a comprehensive term that encapsulates the various ways in which employees interact with their work environment through the use of digital tools. 

It includes all the digital touchpoints an employee encounters, from the software they use to perform their tasks, to the platforms they utilize for communication and collaboration, to the systems they rely on for HR support and resources.

The digital employee experience is taking center stage in our strategies to improve productivity and engagement by positively shaping the employee experience. 

Due to the pervasive nature of technology and the shift toward remote and flexible work arrangements, many of our experiences at work will involve the use of digital tools. The digital transformation of the workplace has fundamentally altered the employee experience, making it more connected, flexible, and data-driven than ever before.

How Digital Transformation Impacts the Employee Experience

Digital transformation impacts the employee experience in several ways. 

One important way it affects the employee experience is that it introduces new tools and technologies that can streamline workflows, foster collaboration, and improve engagement and productivity. 

Unfortunately, it can also present challenges. It can increase the need for ongoing training and support, which can strain budgets. 

There’s also the risk of digital fatigue from the increase in screen time. Workers are spending more time on screens both at home and in the workplace, and we know this can harm our well-being. There’s also tremendous value in maintaining a human touch in a digital world, especially when it comes to customer service.

We know technology plays a transformational role in shaping the digital employee experience. The key is to invest in technology that is going to enhance, not harm, the employee experience. 

Utilizing the Right Technology for Employees

The right technology can empower employees, giving them the tools they need to perform their jobs effectively, efficiently, and with as much autonomy as possible. 

It can facilitate communication and supercharge collaboration, making it easier for teams to work together beyond the confines of an onsite office. It can also provide valuable data and insights for HR departments, helping organizations to understand and improve the employee experience.

But it’s important to keep in mind that technology is just one piece of the digital employee experience puzzle. 

A positive digital employee experience also requires a supportive and inclusive workplace culture, clear communication, a commitment to continuous improvement, and the full participation of leadership in the process. 

The Role of AI in Employee Experience

Artificial intelligence is not just a tool—it’s a dynamic and innovative force that’s transforming the way organizations operate. 

AI is helping to improve the employee experience and transforming the workplace at an unprecedented pace, making it challenging to keep up with the latest developments.

The Benefits of AI in the Workplace

AI is being used to automate a variety of routine tasks. This allows employees to focus their attention on the more complex and creative aspects of their work, while AI-powered chatbots handle common customer service inquiries.

AI algorithms can help with data analysis by making predictions and quickly calculating recommendations, which can save employees time.

AI is enhancing the employee experience by providing personalized development opportunities. AI can analyze an employee’s performance and suggest training programs that are designed to help them improve and grow. 

AI can also help with the hiring process and applicant management by scanning resumes and predicting which candidates are likely to be a good fit for the organization and the position.

The Challenges of AI in the Workplace

Of course, the use of AI in the workplace also presents many challenges. While AI can automate certain tasks, it also raises reasonable concerns about job security and the future of work itself. 

Additionally, the use of AI requires a significant investment in technology and training. Upskilling on a regular basis is required to work effectively with AI as it continues to develop at a rapid pace, and the legal implications remain murky.

One of the biggest challenges with AI is the ethical considerations around data privacy and bias in AI algorithms. We are still scrambling to unpack what’s at play and how we move forward in a way that will benefit humans, not harm them. 

Despite these challenges, the ways in which AI can benefit the employee experience are many and should be considered when investing in this accelerating technology. 

Leadership and the Digital Employee Experience

Leadership profoundly shapes the digital employee experience, just as it shapes the employee experience, engagement, retention, performance, business outcomes, and just about everything else in the workplace. 

Leaders are the driving force behind the adoption of new technologies and the transformation of workplace culture to accommodate digital trends. They set the tone for how technology is used and valued within the organization.

Leaders can shape the digital employee experience in several important ways. 

By championing the use of new technologies and digital tools to improve processes for employees, leaders encourage employees to embrace them as part of their daily work routine. By fostering a culture of continuous learning and innovation, leaders motivate employees to upskill and adapt.

Leaders play a pivotal role in driving digital transformation in the workplace, but this involves more than just implementing new technologies. 

Leaders set a strategic vision for how these technologies will be utilized to enhance the organization’s processes and improve the employee experience. If the organization is going to adapt and succeed, leaders need to articulate this vision and guide their teams through the process of change.

Driving digital transformation also involves overcoming the inevitable resistance to change that can develop when technological advancements present us with a complicated view of the future. 

Will this technology mostly be used for good? Or will it do more harm than good? We have to thoughtfully weigh the advantages and disadvantages of AI in the workplace. 

This is where effective leadership can really shine—by addressing employees’ fears and concerns, providing training and support, and demonstrating the benefits of digital transformation. 

Tips for Improving the Digital Employee Experience

Improving the digital employee experience should be considered an ongoing process and success should be measured regularly. 

Here are some strategies that leaders can employ to enhance the digital employee experience:

Leaders Should Embrace Digital Tools

Leaders should champion the use of digital tools that can streamline workflows and foster collaboration. Teams can use project management tools like Asana, Trello, and Jira to organize their work, track progress, and better manage time and resources. 

Communication platforms like Slack, Microsoft Teams, Google Meet, and Zoom enable real-time communication and collaboration, making it easier for teams to stay in sync, share ideas, and collaborate successfully. 

Collaborative tools like Google Workspace and Microsoft 365 allow teams to collaborate on documents, spreadsheets, and presentations in real time, making it easier to work together and keep everyone up to date and on the same page. 

Platforms like LinkedIn Learning, Coursera, and Udemy offer a wide range of courses that can help employees upskill and reskill to grow and advance in their professional lives. 

These tools help organizations maintain efficient, collaborative, engaging, and positive work environments for their teams, but it’s important to provide the training and support employees need to feel comfortable using these tools so they can leverage them effectively.

Leaders Should Promote a Digital Culture

A digital culture can be achieved by implementing flexible work policies and providing the necessary tools and technologies for remote work. 

A continuous learning mindset is key. To foster a learning culture, leaders should encourage employees to upskill and reskill regularly to keep up with the latest digital trends and adapt to a changing world and workplace. Leaders can provide access to online learning resources and regularly organize training sessions. 

In a digital culture, employees are also encouraged to experiment with new technologies and digital practices. Leaders support them by being open to new ideas and providing the necessary time and resources for experimentation.

Leaders Should Provide Training and Support

As new technologies continue to be introduced into the workplace, it’s essential for leaders to ensure that employees are equipped to leverage these technologies effectively. 

In-house training sessions are an effective way to provide training that can be tailored to the specific needs of the organization and can cover a wide range of topics. Online courses offer a flexible learning experience that can be taken at the employee’s own pace. 

One-on-one coaching can be highly beneficial for more complex or specialized technologies that require personalized instruction. Leaders can arrange for experts, either within the organization or external consultants, to provide this coaching. 

Continuous support is also crucial beyond initial training and should involve regular check-ins to address any issues or challenges, providing resources for self-guided learning, or creating a forum where employees can ask questions and share knowledge. 

Leaders Should Prioritize User Experience

When selecting digital tools, leaders must prioritize the user experience. 

The design should be clear, intuitive, and straightforward. Resources, such as user manuals, tutorials, and customer support, should be made available at all times, even with the most intuitively designed tools. 

The tool should perform its intended tasks efficiently and effectively, without causing frustration or delays that can disrupt the flow of work and cause employees to disengage. 

Leaders Should Solicit Feedback

Regularly gathering feedback is critical to improving the digital employee experience and provides valuable insights into employees’ experiences, highlighting what’s working well and where improvements need to be made. 

The most effective ways to gather feedback are through regular surveys, feedback sessions, and digital feedback platforms. Surveys can be conducted monthly, quarterly, or annually, and they should be designed to gather feedback on topics such as digital tool usability or the effectiveness of training programs. 

Feedback can come through various channels, such as town hall meetings, focus groups, or one-on-one meetings. Digital feedback platforms make the process easier and faster by allowing employees to give feedback in real time.

Soliciting feedback is only the first step; leaders must take action based on the feedback received. 

This could involve making changes to digital tools, providing additional training, or implementing new digital practices. Communicating changes is a key part of the process and demonstrates to employees that action is being taken in response to their feedback. 

Looking Ahead

Because technological advancement is an unstoppable force, the digital employee experience will remain a critical factor in driving engagement and performance in the workplace. 

The importance of this experience cannot be overstated, as it shapes productivity, job satisfaction, and ultimately, the success of an organization, and continues to be shaped by rapidly advancing technology. 

AI plays a transformative role in creating a positive and engaging employee experience. From automating routine tasks to providing personalized learning opportunities, AI is revolutionizing the workplace. However, to fully reap the rewards that AI can offer, we have to learn to navigate its many complexities.

Leadership, too, plays a pivotal role in shaping the digital employee experience. Leaders are the driving force behind the adoption of new technologies and the transformation of workplace culture to accommodate digital trends and stay resilient.

Looking ahead, it’s clear that the field of digital employee experience is poised for further growth and innovation. As technology continues to evolve, so too will the ways in which employees interact with their work environment. 

Organizations that prioritize the digital employee experience and invest in the right technologies and strategies will be well-positioned to attract, retain, and engage top talent and achieve sustainable growth.

Matt Tenney has been working to help organizations develop leaders who improve employee engagement and performance since 2012. He is the author of three leadership books, including the groundbreaking, highly acclaimed book Inspire Greatness: How to Motivate Employees with a Simple, Repeatable, Scalable Process.

Matt’s ideas have been featured in major media outlets and his clients include numerous national associations and Fortune 500 companies.

He is often invited to deliver keynote speeches at conferences and leadership meetings, and is known for delivering valuable, actionable insights in a way that is memorable and deeply inspiring.

The post Understanding and Enhancing the Digital Employee Experience first appeared on PeopleThriver.