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Employee experience

A good employee experience (EX) creates high-performing teams, who in turn drive better productivity and business outcomes. By investing in their EX, leaders can realize key mutual benefits for both their business and their people.

Why focus on the employee experience?

Employee experience is more than enhancing employee benefits to attract and retain talent. These aspects are just the tip of the iceberg. EX includes every work interaction or touchpoint outside of an employee’s core job, such as organizational culture, management practices, engaging with digital technology, or using office facilities. A good EX will be different for each organization, but all leaders should be considering what it means for their workforce.

Dedicated EX functions are now springing up to enable a more holistic approach, joining the dots across internal teams, in order to improving experiences at work and realize real commercial returns.

As more organizations adopt and embed hybrid working, leaders need to define new working models and methods. At the same time, they need to provide both physical and virtual space for their people to meet, collaborate and learn. By placing their employees’ experience at the heart of their transformation, organizations can develop the right hybrid working model, reinforce their working culture and effectively serve their customers and clients.

Berkeley have been instrumental in our employee experience transformation. They provided leadership, discipline and a rigor of approach to managing the change, combined with thought leadership which I have really valued. They did so in a collaborative way which means they have become truly trusted advisors.”

Vice President, Global Head of Employee Experience

What are the benefits of improving the employee experience?

Businesses that invest in the employee experience are realizing strong gains in employee satisfaction, productivity and operational efficiency. If employees work in a frictionless environment – free from distraction – they get more done. 

A great EX also enables better employee retention. Providing the right working environment makes people feel happy, fulfilled, and empowered to undertake their work to the best of their ability. 

But the employee experience is not just a nice-to-have for organizations. It’s ultimately good for business, leading directly to growth and competitive advantage. When done well, you can build a concrete business case for improving EX and achieve a significant return on investment. 

Berkeley’s approach to transforming the employee experience

Berkeley will get under the skin of and really understand your organizational culture, listening to what employees value – and what undermines their experience. Our employee experience consultants can then map out and prioritize the opportunities for sustainable change, focusing on the real drivers of positive EX and the solutions to key problems.

We meet the skeptics head on by placing the business benefits of the employee experience at the center of the case for change. We can connect EX investment decisions to the tangible benefits, enabling a clear purpose and focused execution. 

Leading EX transformation

To successfully transform clients though employee experience consulting, Berkeley works across organizational silos in ways that drive change and get it done. 

There are lots of circumstances where organizations are structured as multiple separate teams, divisions or functions, which are great at working in and among themselves. But where you need to cut across an organization and deliver a cross-functional program – such as the employee experience – an organization’s separate divisions are often not so good at collaborating across their different areas. 

This is where Berkeley’s employee experience consulting expertise can help. We not only provide the glue across many teams, helping them to work effectively together. We also help build advocates within the organization. Improving the employee experience shouldn’t be seen as just an HR project. Berkeley can make the case for EX as a strategic priority for the entire organization, securing buy in from key functions, e.g. facilities, estates, IT, workplace services, etc. and turning them into enablers. 

Transforming EX ambitions into outcomes

There’s no one-size-fits-all EX. The Berkeley Partnership works within each client’s unique circumstances to blend the right mix of people, process, systems and measurement. We focus on imaginative solutions that drive long term value, helping organizations to develop an employee experience that leads to the outcomes they want.

Leadership is the key to making the employee experience work well. It’s not just about systems or processes; it’s about making the employee experience seamless, relevant, empowering, authentic and joined up across the organization. You need leadership outside and above all your teams – somebody who can think about the employee experience broadly end-to-end.”

 Hadley Baldwin, Partner

Clients often ask us…

Question 1

How does the employee experience fit within my strategy and operating model?

Question 2

Which elements of the employee experience are right for my organization?

Question 3

What aspects of the employee experience make the biggest difference?

Question 4

What should I do to enhance my business’ employee experience?

Question 5

What are the benefits of investing in the employee experience?

Question 6

How can I realize the most impact from introducing employee experience principles within my organization?