I’m hoping to understand more from others on how they take action on results and allocate responsibility for owning those? I’m an HR department of 1, across three international offices, so I’m trying to understand how we can take action on the focus points, without all of it having to sit with me to implement? Any ideas??
Hiya TSJ, put on your Product Manager hat: you own the Employee Experience Product! Congratulations on your ugly baby.
As any great product manager, you have a wide range of inputs:
- Feedback surveys
- Personal relationships
- Executive direction
- Business strategies
and surely a few more. You have to weigh these inputs and make strategic decisions about what’s the most important and most urgent to address.
As the Employee Experience Product Owner, you also are responsible for brokering deep relationships across the business with major stakeholders. They’re your strategic partners in actually executing on your agenda.
You’re probably stretched pretty thin managing three different timezones plus the whole Employee Experience Stack (payroll, onboarding, benefits, HRIS, L&D, career pathing…the list could be exhaustive). You must- absolutely must- scope out what’s realistic and attainable by you and your strategic partnerships. Those two variables are what you have control over: what can YOU do and what can your PARTNERS do in the next sprint/initiative/quarter/year?
To really be a killer Employee Experience Product Owner, add in the third variable of Communications: how can you keep the right people updated with the right information? You will owe a response to the employees who filled out your engagement survey and they shouldn’t have to ask: they should see and know the impact you are delivering (even if they can’t articulate the specifics).
Hit me up if you want to chat more, I’m on the PeopleGeeks Slack all the time.
This is so helpful, thanks so much, putting it in that format has helped explain it better, especially as we’re in the process of moving to work in a more agile/ scrum format!