Helping businesses and companies retain employees we offer a comprehensive solution by finding ways to improve the employee experience (EX): first, we use psychological research to determine how employees feel, what's on their minds, and how it affects their work attitude. Through this, we identify the weak links in the employee's interaction with the company. We then focus on the most critical areas of the employee experience and implement strategic interventions to strengthen them. By improving the employee experience, we indirectly increase employee retention, productivity, and loyalty.
Social influence map
This method is suitable for smaller enterprises or separate groups of 20 to 50 employees. We enhance the employee experience by targeting only critical employees. Usually, we identify three to five influencers in the team with which we work. These crucial employees then influence the rest of the team in the desired way. The process is especially beneficial when something doesn’t work: teams don’t meet deadlines, fail to achieve a common goal, or do not work well together.
First, we measure the group dynamics and draw a map of social relationships. This helps us to identify critical employees, who we then interview in-depth to understand their employee experience. Using the value proposition method, we compile a list of possible interventions to influence these critical employees. We review the proposed interventions with stakeholders in the company and subsequently select the most appropriate course of action.
Employee Experience Map
The method is suitable for medium and large companies. Within this procedure, we graphically represent the situation in different areas of employee experience. You will learn how employees perceive, for example, various internal company processes, social relationships, the working environment, and personal and career growth opportunities. It is particularly suitable in situations when there is a sudden increase in the number of employee terminations.
First, we measure the employee experience. Divide the employees into groups according to the extent to which their experience matches. We develop “personas,” descriptions of a typical representative of each such group. We draw a separate experience map for each persona that graphically depicts their employee experience. We then present the maps to the stakeholders, and together we use the value proposition method to evaluate which areas and which employee groups to focus on primarily.
Employee journey map
This method is suitable for all types of companies. Here we focus on the time aspect: we evaluate the different stages of the employment process, from the initial hiring process to the final exit interview, and try to find the strengths and weaknesses of the whole process. A journey map is the most appropriate method when you find that employees leave the company more frequently at a particular stage of the employment relationship, and you need to uncover the cause.
As in the previous case, we identify personas, i.e., typical representatives of a particular group of employees. For each group separately, we then create a map that plots the experiences at different stages of the employment process for each persona. This makes it easy to identify the weaker parts of the chain and to suggest remedies. The employee journey map is the most time-consuming technique, and we usually combine it with the employee experience map.
Soon after graduation in psychology, both founders, David and Monika, started to explore other professional fields. David commenced working in software research while Monika became human resources and education specialist. After some time, we realized that we both share a similar experience, yet from a different perspective. David met many talented colleagues in the IT field who were leaving their jobs often due to easily solvable problems. On the other hand, Monika has experienced how difficult it is to replace and train such a professional. We both perceived that slight systemic changes in the company's setup could turn the situation around. Our first probes only confirmed this hypothesis. Since then, we have constantly been improving our research approach and trying to prevent unnecessary turnover.
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