Once the impact of Employee Experience on organizations and the factors are reviewed, we can design an experience that is really memorable for our employees. This is not a simple task, and each organization should create their own design based on their interests and resources. I recommend a five-step model to design employee experience based on my experience:
1. Explore. This step is to gain a deep understanding of people and the organization. We do this by using ethnographic research such as in-depth interviews, observation, among others.
In this full immersion step, it is important to review all the information that allows a greater understanding of the organization, the employees and the organizational culture.
2. Discover. The purpose of this step is to organize the information collected in the exploring phase and generate insights used to discover links and patterns that trigger experience opportunities. For this, the employee’s journey is analyzed to identify interactions (moments of pain, moments of truth, and even moments where the company is not present) which the new experience will be designed.
It is important to emphasize that not all moments of pain in the employee’s journey need to be addressed; it is tempting to “take charge.” In these cases, our recommendation is to prioritize and focus on what has direct and immediate impact on the employee experience. Otherwise, there is a risk of covering too much and creating initiatives to improve working conditions unrelated to the design of the experience.
3. Design. Once the current experience is mapped and we identify the areas to design the new experience, we build the ideal experience. These pillars are comprised of attributes and evidence that generates a benefit or emotional bond with the employee.
Attributes are the intrinsic characteristics of an organization’s identity that are easily recognizable; evidence is the actions that make these attributes tangible; and benefits or emotional bonds are the feelings transmitted to the employee that arise from the attributes and evidence shown.
For example, an attribute of the organization may be inclusion; its evidence would be the inclusion policies for everyone without any discrimination, and the benefit or emotional bond is the sense of belonging.
For these pillars of experience to make sense, they must be aligned with the customer experience, but also with the mission, vision and values of the organization. Coherence between these elements is essential to design a memorable experience.
Once the pillars of experience are defined, then we design the ideal experience, focusing on the areas identified in the previous step.
4. Test and learn. Once we have defined the ideal experience, we design the prototypes that allow us to explore and assess its viability.
In this step it is important to learn fast, cheaply and intelligently using low reliability prototypes that cover a wide spectrum of possibilities.
Testing guidelines through cyclical methodologies for improvement are important, such as Lean Startup, for example.
5. Implement. The last step is to implement the employee experience. One must synchronize the new experience with its underlying processes, and then establish a roadmap for the implementation of the experience throughout the organization, step by step.
It is important to highlight that this roadmap involves internal stakeholders, and partners of the organization that act on its behalf in direct contact with customers (human resources providers, contact centers, etc.) to ensure true alignment between employee experience and customer experience.
Now you are prepared to face this new challenge, and attract and retain the best talent. In the future we will continue to review new approaches for this new experience.