Employee Experience has become a hot topic for organizations. Studies have shown, that organizations who offer great Employee Experiences are more productive and profitable. But delivering a great Employee Experience for everyone is tricky. You can’t just deliver one generic experience. The real trick is to let managers and employees become the co-creators of their experience at work. And ‘intelligent’ Employee Experience platforms could be a way to co-create the Employee Experience. However, this would require usage of personal data, which brings up the issue of the ownership of data.
The Age of Relevance ‘The education factory’ is starting to realize the need for innovative creative workers. We are leaning into a creative economy, the third wave of the digital revolution. Or as Accenture calls it - the age of relevance - the post-digital era where data, markets and space are creating highly personalized experiences. This hasn’t gone unnoticed in the business world, where we see an exponential increase in focusing on offering great Employee Experiences at work.
Employee Experience Your people are your culture, and your culture is your brand. This means that growing your people means growing your business. And that is what a focus on Employee Experience can help organizations achieve.
Employee Experience is what drives Employee Engagement - not the other way around. It goes against the decade-long thought of seeing Employee Engagement as something that can be improved with an ‘engagement campaign’ or perks like free canteen food or shopping discounts.
But these engagement campaigns are not sustainable. Instead, they work like adrenaline shots, where perks and benefits will just become an expectation after some time.
There are multiple definitions of what Employee Experience is - just as it is the case with Employee Engagement.
IBM/Globoforce is widely recognized for their work with The Employee Experience Index, in which they define Employee Experience as being: ”A set of perceptions that employees have about their experiences at work in response to their interactions with the organization.”
On the other hand, Jacob Morgan, a best-selling author on Employee Experience, defines Employee Experience as being: ”…an organization creating a place where people want to show up instead of assuming that people need to show up.” Regardless of geography, industry or size, Jacob Morgan believes that the Employee Experience is a combination of the cultural, physical and technological environment in which employees are located.
Moments That Matter I, however, see it more like a journey. A continuous journey that starts with the employee’s first impression, all the experiences and moments that happen while at the workplace, and that ends with the last impression at the workplace.
All in all, the journey could focus on these important areas, where experiences have a big impact on the overall Employee Experience:
But moments are one thing. Most importantly, a valuable Employee Experience comes from crucial moments - moments that matter.
The problem here is, that you can’t really figure out what moments have a significant impact on people just by asking them. Our mind is full of biases so we need to look into actual actions and find correlations between events at the workplace and people’s actions and feelings.
This is where intelligent Employee Experience platforms, who are growing exponentially at the moment, become interesting. These platforms can help create great experience, but do also happen to use a lot of potential sensible data.
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