From Human Resources to People Experience: A shift to a stronger and more positive workplace

From Human Resources to People Experience

Meet Sabrina Jaksa, the Group Chief of People Experience Officer (CPxO) at Funding Societies | Modalku (FSMK), Southeast Asia’s largest SME digital financing and debt investment platform. As an executive leader in the company, her primary responsibility is to ensure that the employees feel valued, empowered, and heard in the organisation. 

In recent years, the traditional concept of Human Resources (HR) has evolved into a different approach known as People Experience (PX). This shift is driven by the growing realisation that traditional HR practices tend to focus solely on the needs of the organisation, often overlooking the needs of employees. Now more than ever, people experience programmes are essential to keep motivation and productivity high while there is business uncertainty and economic worry.  The companies that will survive with top talent will be the ones who have an employee-centric workplace, where the needs of individuals are prioritised and valued.

Sabrina believes that when people are happy and motivated, they are more productive and bring their best selves to work, ultimately leading to better business outcomes through high performance. In this article, we’ll delve deeper into Sabrina’s approach to creating a positive company culture and her journey toward achieving a more human-centred workplace even in a changing economy.

When Sabrina took on the Group Chief People Experience Officer role at FSMK, her top priority was to increase employee happiness. She believed that by prioritising employee well-being, she could achieve better business outcomes in the long run. Sabrina’s approach to achieving this goal was to focus on four key areas – 1) Increasing transparent company communication, 2) Empowering and growing managers, 3) Creating a healthy place for working mothers, and 4) Increasing gender diversity. Combined, these four key areas would ideally result in increased employee net promoter scores (eNPS) and retain high-performing employees. 

According to Sabrina, values such as kindness, fairness, and equality are the driving forces behind her team. She believes that creating a strong company culture is more than just having a clear mission and purpose. It requires open and transparent communication, inclusivity, recognition, and rewards. Additionally, it entails fostering a growth mindset, promoting work-life flexibility, teamwork, and allowing time for leisure activities outside of work without any work talk.

Net Promoter Score (NPS) is a measurement of customer loyalty and engagement. It was created in 2003 by Fred Reichheld, a partner at Bain & Company, and asks the question: “On a scale of 0 to 10, how likely are you to recommend our organisation’s products or services to a friend or colleague?”. Over time, organisations started adapting customer loyalty to eNPS to measure employee loyalty. When being used for employees, this question reflects how employees feel about recommending the company.

Sabrina believes that using eNPS is an excellent metric to determine employee happiness which has been adopted by many global companies and HR practitioners. 

According to her, recommending a company to a friend is a significant decision as it affects the employee’s life and their families; it has a ripple effect. The recent eNPS results at FSMK were highly encouraging, with the company’s score increasing by over 300% from the previous year across the group. Sabrina attributes this success to the team’s hard work and dedication to creating a positive work environment, where employees feel valued and motivated while  striving for high performance and productivity. 

The most recent internal employee satisfaction survey (ESS) had responses from more than 72% of participants in the company. The results were impressive, with more than 90% of all responses rated “strongly agreed or agreed,” representing a marked improvement compared to the previous years’ score. The survey reviewed several themes, including Values, Leadership, Culture, Career progression, Self-efficacy, Rewards and Recognition, and Diversity & Inclusion. 

The survey’s most agreeable statements were that FSMK has an inclusive culture that values all individuals regardless of age, gender, ethnicity, or sexual orientation (98%), the work contributes to the FSMK mission (97%), and FSMK has created a supportive environment for women and mothers (95%). These achievements are a testament to the great work that Sabrina and her team have done in creating a strong and positive workplace culture.

As businesses are preparing for leaner times, it is clear that a people-centric approach is necessary to foster a stronger and more positive workplace to retain high performers. Leaders like Sabrina understand this and are working towards transforming the HR department with a People Experience mindset. By prioritising employee satisfaction and engagement, Sabrina has seen significant improvements in the internal employee satisfaction survey, showing the success of her approach.

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