How do I approach my manager about improving our employee experience?

Ever have this thought on a Sunday evening, as you're watching TV or getting ready for bed? "Tomorrow is Monday, the worst day of the week!"

If only there were something you could do to improve the employee experience at work.

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Have you ever wanted to improve the employee experience but didn't know how to bring it up, feared the awkwardness, or were afraid of rejection? Approach your manager effectively with these 3 tips.

To make changes to the employee experience, you need to make a strong case and present it to your manager in the right way.

Understand the Problem

Identify the problem and know what is causing it. You should be able to explain it in one or two sentences.

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Collect Evidence

Your boss needs to see some evidence to know the problem is real. Some common types of evidence to change the employee experience are:

• Employee absence data

• Health reports

• Videos or photos of unsafe work practices

• Letters from employees saying how unhappy they are

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Meet With Your Boss

Now explain the issue to your boss the right way.

• Use emotional intelligence: Emotional intelligence is much more than just the words you say. You need to be aware of your tone of voice, facial expressions, and body language.

• Adapt to the situation: If you can demonstrate flexibility, it shows that you're aligned with your manager's unique point of view. For example, if your manager likes numbers presented as charts, present data this way.

By using emotional intelligence and adaptability, you're more likely to make your manager understand the issue and make the changes to the employee experience that you want.

Once you've built rapport with your manager, it's important to pitch your idea the correct way if you want to change the employee experience.

Be Specific

Phrase your suggestion so that it means something to your manager. To make your suggestion successful, you should:

• Avoid vague language.

• Phrase it so that the manager gets something they want as well.

• Don't say: "Let's improve our office culture."

• Do say: "Let's implement a peer recognition program."

• Offer to lead: Your manager is probably busy, so by offering to lead the project and remove any extra work from them, they're more likely to say yes.

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Tony's Pitch

Tony asks his manager, Rachel, if more recognition can be given to employees for their contributions to an important project. Tony highlights the problem and provides evidence of worsening morale within the team.

Tony: "It would improve the morale within the team if members could be recognized for their contributions."

Rachel: "I can see how that would be beneficial."

Tony: "I could provide you with a list of employees and their recent contributions to the project. I can have a draft of a team email you can send out to highlight their good work."

Rachel: "That is an excellent suggestion and I look forward to working with you to implement it."

When you approach your manager about improving the employee experience, focus on these key areas, which can mean a win for the company as well.

Growth

Managers like this one, as it reflects well upon them and builds expertise within the team.

Example: Internal lunch-and-learns.

Communication

Managers like this, as it reduces rumors and builds trust within the team.

Example: Monthly "ask me anything" sessions.

Recognition

Managers like this, as it is low-cost and has a high impact on morale.

Example: Regularly giving kudos or acknowledging someone for their ideas.

Autonomy

Managers like this because it increases output and focus within the team.

Example: A designated time without meetings so that people can focus on their work.

When approaching your manager about improving the employee experience, it helps to use a 3-part conversation starter:

1. The opening should highlight the problem.

2. Evidence should support the problem identified.

3. The ask should be you offering to lead a practical solution.

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John is having a conversation with his manager, Tom. John wants to ask his manager to address the workload balance within his team.

The opening: "Hi Tom. Thank you for meeting with me today. I would like to discuss my team's workload. I've noticed that the burden is falling more on some employees."

The evidence: "I've also noticed increased burnout within the team, especially in Andy and Sarah. Their productivity seems to be affected by the increased workload."

The ask: "I'd love to lead a project to redistribute the work among the team and ensure fairer workloads for everyone. Could we discuss this further?"

Quiz: Work From Home

You want your team to be allowed to work from home one day a week. Which of these options will be the most successful?

A. "We want to work from home one day a week. You know we are hard workers."

B. "Our competitors let people work from home. You should do the same."

C. "We would like to work from home one day a week, as many members of the team have issues around childcare. We can use the time when we're not commuting to get all the work done on time. I can take the lead on keeping the team accountable on Fridays."

D. "We would like to work from home one day a week, as we have other responsibilities. We will get all the work done."

Rapport means that both you and your manager are comfortable and can speak freely.

In the long term, the best strategy is to have a good relationship with your manager. It will take time to have rapport with your manager, and it is not the quickest way to change the employee experience.

When you're ready to build rapport with your manager, check out these useful resources:

How To Build Rapport In 60 Seconds

Building Rapport at Work: 6 Tips for Trust & Teamwork

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How John Built Rapport With His Manager

John had just started a new job at a large company. He realized that it would be essential to build rapport with his manager Tom if he wanted to establish himself within the company.

On the first day, John went into Tom's office and introduced himself. He smiled and looked approachable as he wanted to be seen in a positive way. John listened to Tom and looked engaged when he spoke. He asked a few questions about what Tom had said, especially related to Tom's project.

Later that week, John met Tom in the elevator. He smiled and actively listened as Tom spoke. Later, John emailed a suggestion to Tom about what he had said.

Over the next few weeks, they continued to talk regularly and build a good rapport with each other.

Managers are people, and they usually want what is best for their team. If you notice any changes to the employee experience that need to be made, go ahead and ask about them. Remember to provide evidence and offer to lead the project.

Good luck, and hopefully you'll get the employee experience you want!

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