Transforming the employee lifecycle in a digital workplace

Employee expectations have changed. With knowledge workers now spending between 60 per cent and 90pc of their time using digital technologies, providing a contract and start date are no longer enough.

Pre-employment engagement is essential.

Individuals want to know how the onboarding process will work both digitally and face to face… and they do not want to wait until day one to start setting up their digital workplace.

Switched-on firms that proactively engage with new recruits in the run-up to the start date, that provide laptops, screens, VPN access, even home office furniture, can enhance a new recruit’s perception of the business and set the scene for a longterm relationship.

But companies also need to ensure individuals have a good digital experience. Ensuring any areas of digital friction are highlighted and addressed ahead of day one will minimise the risk of problems - from glitchy video calls to an inability to stream videos - that could fundamentally undermine the onboarding process and compromise the new working relationship.

The onboarding process sets the scene for any new recruit and the right approach will play a key role in increasing their confidence and business commitment.

As individuals then build their business knowledge and increase their productivity, the quality of the digital experience is again paramount. Every business wants to maximise the length of employment for each employee, especially given the investment in learning and development and the rising recruitment costs. Productivity and business value can be further enhanced throughout the lifecycle through the use of training, learning and development. However, with the constant evolution of the IT infrastructure, it is vital to continually assess each employee’s unique digital experience to avoid problems that could lead to disengagement.

Has a software upgrade suddenly created a

Higher productivity and motivation among staff, greater employee engagement and a healthier workforce… all the potential outcomes of a robust mental health and wellbeing strategy in any business.

Looking after the mental health of employees has graduated from a nice to have’ to a ‘must have’ for employers.

And an HR specialist in Northamptonshire has said the issue has become a key part of an organisation’s plans for the future.

“The ongoing pressures of everyday life have made it clear that supporting the mental health of employees is not just ‘nice to have’ but is a crucial element of business survival and growth,” said Rachel Collar, who owns Haus of HR, based in Towcester, and is a non-executive director of Milton Keynes Chamber of Commerce.

“The health and wellbeing of your employees directly impact your business’s performance. A workforce that feels valued and supported is not only happier but also more productive.”

Mental health strategies are now a linchpin to success, she adds and problem that is making one individual’s working experience untenable? Is a new recruit’s inadequate digital set-up now compromising an entire team’s productivity? www.actual-experience.com emphasises some key points for employers to consider. n The cost of ignoring mental health, such as presenteeism, sickness absence and staff turnover, collectively cost SMEs billions each year. Investing in mental health initiatives can yield a strong return on investment. n Creating a mental health plan promotes employee wellbeing, boosts morale and reduces stress. It should address how to support employees experiencing mental health issues, promote the wellbeing of all staff and tackle the work-related causes of these problems. n Employee involvement means staff are more likely to commit to supporting their own mental health and that of their colleagues.

Understanding and intervening to create an optimal digital workplace experience for everyone is now key to boosting both productivity and retention.

For knowledge workers, the quality of the unique digital workplace experience is playing an ever more critical role at every stage of the employment lifecycle.

If the quality of digital experience is not good, every step - from onboarding to getting up to speed and becoming truly productive - will take much longer and disengagement will arrive sooner.

In contrast, those businesses that commit to delivering a great digital experience from the moment a contract is signed will set the scene for a positive, fruitful and productive working relationship.

Business leaders hold the responsibility of ensuring the strategy is carried out fully and effectively. But, said Ms Collar, HR departments are there to provide expert advice and support.

“Line managers play a vital role in assessing their teams’ mental health and all employees should strive for a healthy work/ life balance.”