Byting into the Virtual Employee Experience

Last week, I, along with approximately fifty other human resource professionals, had the privilege to attend the inaugural “Employee Experience Day” hosted by Microsoft’s Zurich office. It was a day brimming with enlightening interactions, enabling me to observe the significant advancements Microsoft has achieved in broadening the scope of virtual possibilities through its Viva suite.

Beyond extensively utilized videoconferencing software, a necessity since the onset of the COVID pandemic, the suite now, among other features, encompasses solutions for knowledge management, gauging employee engagement and organizational activity, objective management, and internal communication via social networks. This is coupled with the added layer of artificial intelligence through Microsoft Copilot, aiming to conserve employee time in research and information synthesis.

The meticulously crafted demonstrations seemed to resonate convincingly with most attendees, elucidating the feasibility of an employee immersing entirely within the Microsoft virtual ecosystem throughout their working day. This immersion extends slightly beyond the typical workday as the Microsoft Viva suite also introduces a “virtual commute,” allowing a moment for disconnection.

Upon returning, reflections on the practical implementation of such a seemingly counter-current ecosystem consumed my thoughts, particularly considering the rising trend of reverting to office environments—with over 50% office occupancy in 10 major U.S. cities. How can we guarantee that these tools genuinely enhance the employee experience? In this context, four observations surface:

1. Arranging a virtual meeting or impulsively connecting with a colleague via video call has become exceedingly convenient, intensifying the hazards of ‘meetingitis‘ and perpetual concentration disruptions. It is crucial, hence, that the introduction of these tools is coupled with endeavors to cultivate prudent and deliberate usage among employees.
2. Moreover, the array of software accessible is so expansive that utilizing them all appears almost unattainable without allocating an excessive fraction of one’s working hours. Clear and precise utilization guidelines for these diverse tools are imperative to prevent the proliferation of communication channels, which can be a source of undue mental burden and FOMO (Fear of Missing Out).
3. The propensity for overload is further heightened as ‘generative’ artificial intelligence generates, by definition, genuinely new content. In the absence of suitable control, organizations risk being flooded with information of waning reliability, as artificial intelligence can still experience ‘hallucination‘ episodes.
4. Lastly, these tools, driven by employee digital activity data, can evoke legitimate privacy and surveillance concerns. For widespread acceptance, these innovations must be perceived as genuine “win-win” solutions. Yet, the tangible benefits for employees seem frequently overshadowed in current discussions.

Beyond Microsoft’s solutions, this day indeed fueled my contemplation about the future of work and solidified two fundamental convictions:

1. The indispensable role of the office as a physical entity within a company’s infrastructure must persist, albeit its evolving function. Like numerous leaders, I firmly believe no digital tool can replicate the depth of fortuitous or structured collaboration and interaction originating from shared physical space. However, a “one size fits all” approach is also unviable: Policies within every team and company must be finely calibrated to harmonize individual goals and collective aspirations while ensuring fair treatment. Quoting a McKinsey article, “your office needs a purpose”.
2. Employee experience is more intrinsically linked to corporate culture than to the tools or policies employed. However, some leadership teams might succumb to the delusion that emerging technological marvels will rectify organizational and interpersonal issues. Contrarily, virtual communication can exacerbate misunderstandings and dysfunctionality – a finding that is not so new.

To conclude, while advancements exemplified by Microsoft propose transformative solutions to enrich employee experience and streamline operations, a measured, optimistic approach is essential. Balancing technology with the invaluable aspects of physical interaction and office camaraderie is crucial. A thoughtful and balanced adoption of digital tools is paramount to mitigate potential privacy, information overload, and well-being concerns. Enhancing employee experience transcends technological innovations and is profoundly rooted in establishing a welcoming, inclusive, and respectful organizational culture. The harmonization of technological advancements with human-centric values and approaches is vital to genuinely elevate the employee experience and foster a truly collaborative and effective working milieu.