As we near the end of 2018, we are continuously reminded that this is and was the year of the "Employee Experience." Throughout the year, new studies were conducted and reports released that offer insight into the paradigm shift of employer to employee and guidance that companies should adopt in order to make themselves more attractive to candidates in the job market. According to a recent survey conducted by Leesman (which was the largest of its kind, ever) there are three core experience clusters that will either:

  • deliver an outstanding employee workplace experience, if focusing on all three OR
  • fail to deliver an outstanding experience, if even one of the three sentiments are not met

The experience clusters that the survey introduced are all tied to emotional responses, which in turn relates directly to the experience of the employee. The three “sentiment super-drivers” are:

  • Doing: Does the employee get the support they need to get their work done?
  • Seeing: Does the employee see a positive corporate image and sustainability?
  • Feeling: Does the employee feel proud of the company’s culture?

In order to achieve an outstanding employee workplace experience, you must focus on all three as failing to concentrate on one or more will hinder the experience of the employee. One can argue that these same principles can be applied to a company’s relocation program and the employee’s relocation experience.

  • Doing: Is the employee getting the relocation support they need to get their work done? Are they prepared to be productive on day one of the new job or are they still worried about logistics of their move and therefore cannot focus 100% of their energy into their new job right away?
  • Seeing: Does the employee see that their company (new or current) provides a supportive relocation package that allows them and their families to move from their established home to an unfamiliar place for a new job? There’s a good chance that the employee has conducted some form of research on other what other companies offer, and maybe even have employment offers from competitors; so is your relocation package seen as incentivizing to employees or are you offering the bare minimum?
  • Feeling: Does the company’s relocation packages mesh well with the company culture? If the culture is to provide a great experience for employees, shareholders, and clients, do the relocating employees feel that the same culture is exhibited in their relocation program?

It's certainly not an easy feat to meet all three areas at once, but it is possible. Companies may need to exert more effort into creating a positive and impacting experience for their employees if they want to remain strong in the job marketplace.

We’ve identified more ways to keep your employees happy during the relocation process. Check them out!