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EMPLOYEE EXPERIENCE AT STANDARD CHARTERED BANK - Interview with Tanuj Kapilashrami - YouTube
Channel: myHRfuture
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so that leads on nicely to the
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conversation around employee experience
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in what we spoke last week you've quite
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rightly said that only 18 percent of the
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employee experience really comes from HR
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processes and technology so really like
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to understand how you involve the rest
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of the business in kind of that whole
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employee experience journey I mean I
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will start off by saying David and again
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we discussed it employee experience is
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absolutely critical and you know we've
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been talking a lot of our debt in our
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industry we've been talking a lot about
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it within Standard Chartered Bank and
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you know I talked about having a product
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owner mindset and you know if you look
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at our consumers today and if the way
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they're consuming products externally
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experience as a massive part of it if
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you don't focus on experience it's
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really a race to the bottom I use a
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product ownership quite deliberately
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because we have to remember that in HR
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we are also product owners where
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employment is the product and one of the
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things I keep telling my team is some of
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the principles around client centricity
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how do we design products how do we
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think of experience needs to be
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absolutely the same so you know that for
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me is almost a starting pitch I quote it
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to your research which I must say it
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didn't surprise me but the numbers did
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sort of stagger me a little bit we focus
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so much of HR transformation on our
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systems and our processes but actually
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having a really slick system where you
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can go and apply leave and your manager
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approves it while it's really important
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that does contribute maximum 18% up to
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18% to the overall experience so you
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know if you look at the workforce today
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and the future of work there are so many
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other things right I mean it starts off
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where promises technology collaboration
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tools right the people the way people
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are engaging outside of work they want
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that same experience and sidewalk
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that's right we found job impact is one
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of the top five
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EVP drivers for us in sanchow for
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colleagues to be able to deliver the
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best job impact they need slick old
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design they need efficient work
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processes they need better technology so
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when you start thinking of employee
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experience as a collection of all of
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this some of it owned by HR many not the
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question really comes to who really owns
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employee experience in the company and
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you know I've left quite a bit of
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discussion around this around our
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management team
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I do believe having the alignment really
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helps so having a very clear purpose and
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an EVP and a CVP or employee value
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proposition and customer value
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proposition aligned to that purpose
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ensures the employee experience doesn't
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become an HR thing it becomes the thing
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in the company and I think you know some
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of the definitional work that I spoke
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about is actually quite important to get
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get the narrative inside the
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organization aligned so when we talk
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about employee experience now our head
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of technology RC or head of property
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supply chain management use the same
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language to talk about it that I do and
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which is hugely important so I think
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that that's the first thing the second
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thing that we have done to be fair we
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are still in the process of doing is
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actually mapping out all of our
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employees so if you sort of map out the
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employee journeys with specific focus on
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moments that matter actually it becomes
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a much more cross-functional
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conversation because a large part of
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some of the journeys are HR own but
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there are large parts of the the journey
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which are not owned by HR so mapping the
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journey and bringing in other
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stakeholders in the debate keeping in
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mind how our client value proposition
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coincides with the employee value
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proposition is I think the way we are
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approaching it finally it's the power of
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data and
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right we have been able to conclusively
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prove that where we have evidenced
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higher employee experience it has
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resulted in higher client experience and
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actually bringing those data points
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together in in service of the broader
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culture conversation throwing that back
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into the organization and actually
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making those relations the correlation
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between them I think it's quite
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important as well so it's almost like HR
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is the conductor of defining and
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delivering the employee experience but
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you need the orchestra which is the rest
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of the business with you to help aid to
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find it but then the delivery part
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absolutely and I thought keep saying how
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to get the organization to the place
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that employee experience is not an HR
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think it is that thing in the company
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requires huge orchestration I think by
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the HR organize issue in this series we
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