Many organizational leaders probably would agree that positive employee experience can foster a strong company culture and drive key business objectives. Yet many organizations are falling short in this area for several reasons, led by failing to understand their employees’ needs.

In today’s rapidly evolving world of work, EX is defined by a holistic approach that aligns individual aspirations with organizational goals, said Parul Sharma, an HR expert with nearly 20 years of experience across the industry with US- and European-based multi-national corporations.

“It’s about creating a personalized and inclusive work environment where every employee feels valued, heard and included,” Sharma says. “This means fostering a culture that welcomes diverse perspectives and integrates them into decision-making processes. Personalization ensures that each employee’s unique needs and career aspirations are recognized and nurtured, driving innovation and collaboration.”

She says career aspirations can also be achieved through continuous development and empowerment. Providing opportunities for learning, skill development and career progression through mentorship programs, feedback mechanisms and training resources shows employees that their growth is a priority, which furthers EX.

Sharma continued, “Empowered employees, who have the autonomy to make decisions and take ownership of their work, are more motivated and innovative. In essence, a modern EX creates an environment where employees thrive personally and professionally, driving organizational performance and growth.”

Naturally, a one-size-fits-all approach to EX does not exist and is not feasible, particularly in Asia and other parts of the world with vast cultural, linguistic and socioeconomic diversity. “With a multitude of languages, ethnicities and religions in Asia, it is even more imperative for organizations to develop localized strategies that address specific cultural nuances and employee needs,” she said.

See also: Bersin: These are the 6 areas to focus on for better EX

According to Sharma, managing cultural differences remains one of the primary challenges for organizations.

Aside from personal backgrounds, employees from different countries and regions in Asia bring varied expectations, work ethics and communication styles into the workplace. Organizations must invest in cultural competence training and create inclusive policies that respect and celebrate these differences.

Economic disparities also mean that employees have differing access to resources and opportunities. Tailoring EX requires addressing these disparities by offering flexible benefits and support systems that cater to varying employee needs, Sharma said.

“The unique challenges of tailoring EX for a diverse workforce in Asia require organizations to adopt a nuanced, culturally sensitive approach that respects diversity, addresses language barriers, and considers economic disparities.”

Bridging the EX gap and reshaping workforce transformation with technology

Currently working at The Economist Group, Sharma has spent the last two decades driving talent management and organizational success and has worked closely with business leaders on organizational design, leadership development and people and culture initiatives.

These experiences have developed her interest in advocating for a people-centric approach, which she believes is imperative for all organizations. “As someone deeply passionate about a people-centric approach, I have witnessed firsthand how many organizations still neglect the vital role that EX plays in workforce transformation,” Sharma said. “To bridge this gap, organizations must prioritize key trends such as wellbeing and mental health, advanced technologies and continuous learning.”

With more employees feeling stressed and burnt out, it is perhaps unsurprising that the discussion around wellbeing and mental health is increasingly entering into the EX equation. “Prioritizing employee wellbeing and mental health would require better resources, support systems and a culture where mental health is openly discussed and de-stigmatized. When mental health is openly addressed and support systems are in place, employees feel more valued, resulting in a more resilient workforce.”

She says organizations should also embrace technology as a pivotal tool to shape EX, integrating solutions that support remote and hybrid working models, continuous learning and efficient collaboration.

Integrating such advanced technologies as AI, machine learning and predictive analytics can further personalize EX by offering tailored experiences, predictive insights and streamlined workflows to enhance human interaction and keep employees connected, engaged and productive.

However, while technologies offer an increasing number of opportunities to empower today’s workforce, organizations should not lose sight of what their employees need or want to be successful.

Sharma described, “AI-driven analytics can provide insights into employee engagement levels, helping managers identify and address issues proactively. These technologies can streamline administrative tasks, allowing employees to focus on more meaningful and fulfilling work, ultimately making their work life more rewarding.”

“However, it’s crucial for organizations to balance technology integration with a human-centric approach, which includes creating newer types of roles dedicated to maintaining this balance.”

She recommended that organizations consider creating roles such as employee experience managers, AI ethicists and wellbeing coordinators to support efforts to foster a human-centric environment.

These roles and others like them help ensure that while technology enhances efficiency, valuable personal connections and support systems are not lost, Sharma said.

“Regular feedback loops, open communication channels and a strong focus on employee wellbeing are crucial,” she said. “Organizations that combine advanced technology with strategic human-centric roles see higher employee satisfaction and loyalty.

“By thoughtfully leveraging technology and embracing new roles that prioritize human connection, organizations can enhance EX while staying attuned to their employees’ true needs and desires.”

Shawn Liew wrote this story for HRM Asia. Find more from this author at HRMAsia.com