I truly believe engaged employees who work as a team create a differentiating factor for advisors, especially when it comes to offering clients the best advice, service and experience.
I emphasized the strength of employee engagement in a recent Practically Speaking blog called “7 Lessons from 2020 that could influence Advisors Businesses in 2021.” I wrote, “Advisors who lean into their teams, utilize their strengths and provide opportunity for growth can excel. An engaged and committed team creates an unmatched client experience.”
Today, I want to revisit another blog, which I wrote in February 2019 when I interviewed Linh Nguyen SHRM-CP, HRPM, then one of our human resource professionals at SEI. We discussed employee experience and how to build a strong relationship with your teams. Here are the highlights:
What are the three top considerations when defining the employee experience?
- How do you want your employees to feel when they come into work?
- What would want that employee to say about your company or about you as a manager?
- How do you want your employees to feel the day they resign?
Some people think the employee experience is based solely on work/life balance. Is that accurate?
Not at all. Employee experience is much more than that. It’s a strategy that must be reviewed on an ongoing basis to understand which factors are most impactful to address any pain points and increase performance. Factors that contribute to a positive employee experience are purposeful work, management team, physical environment, technological resources, growth opportunities, trust and brand.
Work/life balance is a perk; one component of a larger whole. Imagine if work/life balance is provided but the employee doesn’t feel they can trust their leaders or that their work isn’t valued – that experience doesn’t empower the employee to be the best they can be.
What is the best way to understand and engage with employees to build a positive employee experience?
Have an understanding of what reality is for your employees. Ask for continuous feedback and make changes. Ask questions like: Do you feel trusted? Do you feel empowered? Can you do your job to the best of your ability in your environment? It comes down to opening those lines of communication for everyone to be honest about their ability to perform. Engaged employees are usually more likely to promote their company’s product and services even if that is not their specific responsibility.
No matter how small or large our teams are, putting time and effort into understanding their strengths, listening to their needs and making sure their work is valued will only help deliver the best service possible. It can also create an entire group of unpaid sales people and advocates. If employees are engaged and valued, they will in turn talk positively about you to their networks, which can include potential clients.
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