I had this picture taken in 2019 and not long after, the world had to deal with COVID, lockdowns, and quarantines. As a result, mindsets, healthcare, behaviours, technology, travel policies, and business methodologies changed. On a personal level, I had to rethink and re-assess all my intentions and even change my geo-location. It was a new season, so I had to adjust, shift, grow, reshape, and rethink things!
My plans in 2018 were significantly different from my current 2024 purpose/vision board, and in the future, there will be further adjustments as required by my growth trajectory. The ability to assess and make changes is important because movement trumps stagnation! Being fluid is not an option, it is a requirement for progress and growth.
So, bearing this in mind, we are shifting into third-generation Employee Experience/HR as employees now expect more from work, it is no longer enough to provide free snacks and branded items. Looking at the five steps of Maslow’s hierarchy of needs, Employees want more than the psychological and safety steps. There is a need for organisations to strategically incorporate methods of meeting employees' expectations within the belonging, esteem, and self-actualisation levels of Maslow’s theory.
This is what third-generation EX/HR focuses on. Continuous and up-to-date L&D, upskilling and growth, mental and social wellbeing, organisational agility, fluidity in working arrangements, flexible and adaptable compensation and benefits, personalised recognition, and creating a growing and thriving culture are options that should be actioned to meet these expectations. Understanding the direction of EX transformation is important, leadership must encourage it, by keeping abreast and responding to changes swiftly.
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