This year the discussion around the importance of employee journeys & experiences continues, see last years blog Moments that matter – it’s the experience, stupid.
…next journey for HR leaders will be to apply a consumer and a digital lens to the HR function creating an employee experience that mirrors their best customer experience….
In Employee journey mapping: How customer experience management can help HR we read reasons why we should see today’s employees as consumers. These include:
- A rise in portfolio thinking.
- Low barriers to switching.
- Skills shortages.
- Personal brand equity.
- Changing attitudes to work and needs.
Leaders … can show employees that they are top priority; and when employees know that, when they feel and know they are working for a people-centric organization, they consequently deliver a better customer experience.
This thought is supported in the latest research from Deloitte as stated in The employee experience: Culture, engagement, and beyond. 2017 Global Human Capital Trends:
Understanding and improving the employee experience is critical for companies operating in a highly competitive global economy. … A strong employee experience also drives a strong customer experience.
So, one can say CX needs EX.
It further reads that:
Traditionally, HR has addressed issues such as employee engagement, culture, rewards, and learning and career development as separate, independent programs in individual silos.
… employees demanding a holistic, end-to-end — recruitment-to-retirement — experience from their employers, whether they are full-time employees, contingent workers, or even crowdsourced talent.
Read a high level description on how 2 get started mapping the employee experience in Your Guide To Employee Experience Mapping:
- Create a persona and empathize with them
- Define their needs and wants
- Build a prototype program
In the Deloitte paper The employee experience: Culture, engagement, and beyond. 2017 Global Human Capital Trends it reads:
For a company so established, global, and complex, this is not easy, and the only way to revolutionize the employee experience is to practice design thinking at scale. …
…To turn this design thinking process into actionable results, the team then segmented the workforce into three customer groups (employees, people leaders, and business/union/works council leaders), and developed a set of more than 30 customer-oriented “moments that matter” for each of these three segments. These “moments” were developed as personal statements, such as “enabling me to be successful in a new role,” “reinforcing my impact through feedback and development,” and “knowing where I stand and that my perspectives are valued.” Through these “moments,” the HR team is now working to create simpler, integrated, customer-focused processes and tools.
Specifically in the article Design Your Employee Experience as Thoughtfully as You Design Your Customer Experience we read about a 10 stage client example of an employee journey:
- sourcing and recruiting
- onboarding (orientation and initial training)
- compensation and benefits
- ongoing learning and development
- ongoing engagement, communication, and community involvement
- rewards and recognition
- performance planning, feedback, and review
- retirement, termination, or resignation
For each stage, we outlined the desired outcomes for the company and for the employee. Working through each stage and employee segment, we identified the gaps between the current experience and an experience that would address employees’ needs, cultivate the desired culture, and align with our business objectives and requirements.
HR will have to look into a more holistic experience and “total offer”, including cultural elements far beyond purely tangible hard facts, in order to attract and retain talents in the future.