Shift from

Employee Engagement
to Employee Experience

GEETA RAUT(029)
KUNAL JOSHI (041)
MBA EF
With the growing influence of millennials and the increasing
transparency catalyzed by the digitalization age, employees are expecting
a more engaging and enjoyable work experience. This will finally lead to
coming years where leaders start to focus on developing the “Employee
Experience”, an ecosystem that integrates three core dimensions:

PERFORMANCE
ENGAGEMENT
MANAGEMENT

CULTURE
 Let's Define
Employee Experience
[em-ploi-ee ik-speer-ee-uh ns]

Employee experience is defined as what an employee received during their interaction with careers'
elements that affect their cognition and affection and leads to their particular behaviors.
-Wikipedia

The personal, emotional, and physical connection gained by working for and interacting with a
company.
-URSA Major Consulting

The Employee Experience is the sum of the various perceptions employees have about their
interactions with the organization in which they work.
- Matthew Wride
 Designing Employee Experience as
Thoughtfully as Customer Experience
This new focus drives leaders to examine their Employee Journey Map and
optimize it much as customer experience teams do for customer journeys.
• Temkin Group reports a correlation between employee engagement and
success in customer experience. In its 2016 Employee Engagement Benchmark
Study, the firm showed that companies that excel at customer experience
have one-and-a-half times as many engaged employees as customer
experience laggards do.
• Gallup has found that a staggering 87% of employees worldwide are not
engaged, but companies with highly engaged workforces outperform their
peers by 147% in earnings per share.
Here are the stages that can be identified in an employee experience journey:
For each stage, the desired outcomes are outlined for the company and for the
employee. Working through each stage and employee segment, the gaps are identified
between the current experience and an experience that would address employees’ needs,
cultivate the desired culture, and align with the business objectives and requirements.

The best customer experiences bring the company’s distinctive brand values and
attributes to life, and the same is true of employee experiences. Companies should
design them to align with the priorities and differentiators of their brands.

For example, if a company wants its brand to be known for automation and speed, then
the employees’ workplace environment, benefits, performance reviews, and so
on should be technology-enabled and fast. If personalization and personal care is what
distinguishes a brand, then the employee experience at that company should deliver on
those values.
To create an EX(Employee • HYPER-PERSONALIZATION
Experience) that inspires
workers to bring their best to • MOMENTS MATTER
the job every day, companies
should consider three insights
from CX(Customer Experience) • THE BEST EXPERIENCES ARE
HUMAN
HYPER-PERSONALIZATION
Goes To Work
As with CX, hyper-personalization is
the hallmark of any successful EX
strategy
83%
OF COMPANIES ARE
Delivering targeted experiences involves
USING OR PILOTING
segmenting the workforce into clusters
PREDICTIVE
that share important characteristics.
TECHNOLOGIES THAT
Through digital technologies companies
ANTICIPATE
can cost effectively drive personalization
EMPLOYEE NEEDS
at scale.
MOMENTS MATTER
Just Maybe Not The Ones You Think

While with CX, companies focus on

"Moments of Truth," with EX it's
about "Moments that Matter."
50%
OF LEADERS PLAN
Critical moments occur on a continual basis
TO -CO-CREATE"
across physical, human and digital
EMPLOYEE
dimensions. And employees want to have
EXPERIENCES
more choices in defining their experiences.
The Best Experiences Are
HUMAN EXPERIENCES
In the same way brands can drive
consumer loyalty through interactions with
people, human interactions are at the heart
83%
of workforce engagement and productivity. OF LEADERS AGREE HR
Strengthening human experiences requires a CAN IMPROVE
culture of collaboration. Everyone in the EMPLOYEE
organization must take part. PERFORMANCE BY
ENABLING AND
COACHING EMPLOYEES
TO TAKE ON HR
CAPABILITIES
 There’s A Tool For That
It will be an exciting time where HR will continuously experiment with technology in the
market and productivity tools that will facilitate the understanding and development of the EX.

An explosion of digital and mobile tools has emerged to help HR design and deliver a great
employee experience:
• Productivity and collaboration apps: New tools are moving well beyond traditional
email to improve productivity and engagement. Products such as Facebook’s Workplace,
Slack, Microsoft Skype for Teams, Google G-suite, and solutions from companies such as
Basecamp, Trello, Asana, and 15Five can support collaborative team-centric work and
offer engaging platforms for learning, goal alignment, performance management, and
traditional HR processes.
• Engagement and feedback apps: New pulse survey tools are flooding the market,
replacing traditional annual engagement surveys.
• Performance management apps: A new breed of continuous performance management
products that include feedback tools has emerged from vendors such as Reflektiv,
BetterWorks, Zugata, Highground, Workboard, and SuccessFactors.
• Well-being apps: A new market of wellness apps brings together competitions, fitness,
groups, wearables integration, and micro-learning from vendors such as Limeaid and
VirginPulse.
• Employee service platforms: These tools offer an integrated employee experience for
transactional and service needs, integrating chatbots and natural language processing with
case management, content management, and easy-to-use mobile and web portals.

If a company attends to its employee experience with the same level of discipline and
intention that it does to its customer experience, the results can be seen across the board.
Employees are more satisfied, companies enjoy higher employee retention and other benefits,
and customers get better service.