In a recent Harvard Business Review (HBR, Nov-Dec, 2024) article ‘Reimagining Work as a Product’, Eric Anicich and Dart Lindsley propose treating work as a “product” designed to meet employees’ needs, similar to how companies design products for customers. The authors suggest that companies should ask, “What do employees hire their jobs to do for them?”. They highlight examples from Asana and Shopify, which systematically integrate employee feedback and flexibility into their people strategy, similar to customer-experience strategies.

Whilst this is an interesting construct, it’s not, we would argue, wholly conducive to what high-performing organisations truly need. We do agree with several of the key points:

  • Employee listening is key; having a consistent dialogue with employees is important in gauging morale and the overall employee experience
  • Employee expectations have changed in recent years, which companies need to take into consideration when creating their Employee Value Proposition, particularly in attracting and managing Gen Z employees
  • The same level of thought and planning should go into the employees’ experience as the experience of the customer

However, there are critical nuances we believe need to be considered:

  • Balancing what the business needs and what employees want: It is crucial to strike the right balance between meeting the needs of the organisation and addressing what drives employees to join and stay at organisations. Both are important, but allowances need to be made on either side. They are not mutually exclusive, but they require careful mediation.
  • The employee deal: The relationship between employer and employee should be mutually beneficial. It is not just about what the business needs or what employees want — it is about creating a dynamic where both sides can thrive. At times, some trade-offs will be required.

Focusing solely on business needs can be risky as it can lead to not being able to attract or to keep top talent. However, if every employee demand is met without consideration for the business, productivity and profitability may suffer. The goal is to find a sweet spot that allows both the business and employees to flourish. It cannot be a one-way street, as any CEO will tell you.

To achieve this balance, you need two key insights to drive decision-making:

  1. Qualitative Insight: This involves understanding the lived experiences of both business leaders and employees. What are the strategic objectives for the business? Does the current employee experience help deliver on these? What are current experiences like (for employees, managers and leaders alike)? How do they envision the future? Are they connected to the company’s mission? These insights are imperative in understanding the ‘why’s’ behind employee motivation and engagement and how they can align to deliver on what the business needs.
  2. Quantitative Insight: Hard data is just as important. While qualitative feedback can provide valuable context, quantitative data uncovers patterns and hidden insights that can help inform decisions, especially those that may feel uncertain or on the edge. What do the analytics reveal about the company’s employee experience that is not immediately apparent from conversations alone? These insights can be key to making strategic, informed decisions – how can you design an EX which helps to both attract and retain talent but also helps you deliver on your KPIs?

Ultimately, the combination of these insights allows organisations to build a thoughtful, balanced approach to the employee experience and engagement — one that is designed not only to meet the evolving needs of employees but also to drive the business forward. By carefully considering both sides of the equation, organisations can create a work environment that fosters long-term retention, engagement, and sustainable success.