Employee experience management

Along with the notion of experience economy, employee experience is defined as what an employee received during their interaction with careers’ elements (e.g. firms, supervisors, coworkers, customer, environment, etc.) that affect their cognition and attitudes and leads to their particular behaviors.[1][2]

Employee Experience Management (EEM) was conceptualized by Abhari as an approach to deliver positive experience to employees, which leads to positive customer experience by emphasizing their experiential needs - like experiential marketing for external customers.[3][4] Harris hinted, “It [customer experience] begins at the heart of an organization. It begins with employees who are being the strategy and living the brand”. EEM, same as Internal marketing, is an internal approach by focusing on employees (internal customer) prior to external customers.[5] The notion of EEM comes from the question of how firms make sure that employees create the desirable customer experience, whenever they interact with customers or provide the information and services to them (Schmitt, 2003, p. 219).[6] Alternatively, utilizing employees in delivering brand value promise is remarkable concern in EEM. EEM also goes beyond standard Human Resource Management by rewarding more employee-experience in form of both professional and personal development (Schmitt, 2003, p. 207).[6]

A Global Human Capital Trends survey, based on more than 7,000 responses in over 130 countries, framed the shifting paradigm with “After three years of struggling to drive employee engagement… Executives see a need to redesign the organization.”[7]

Whilst traditional Human Resources management has largely focused on building and maintaining company policies and procedures, there has been a continuing shift towards Employee Experience Management in recent years, resulting in structural changes in the human resources departments of several companies:[8] [9]

There are various ways that businesses can engender a culture of regular, open communication. These range from regular (weekly or monthly) departmental team meetings to monthly or quarterly meetings of the entire business. Where having actual meetings is not always possible, due to the nature of the business, shift work or having multiple locations an intranet can allow companywide dialogue. Enclosed corporate social networks[11] allow more interaction between team members who do not physically interact on a regular basis such as telecommuters or teams based in different offices.

References

  1. ↑ Employee Experience Management
  2. ↑ Madjar, N., Oldham, G. R., and Pratt, M. G. 2002. "Theres no place like home?: The contributions of work and non-work sources of creativity support to employees creative performance", Academy of Management Journal, Vol 45, pp. 757-767.
  3. ↑ Enhancing Service Experience Through Understanding Employee Experience Management
  4. ↑ Harris, P. (2007). We the people: The importance of employees in the process of building customer experience. Brand Management, 15 (2), 102-114.
  5. ↑ Enhancing Service Experience Through Understanding Employee Experience Management
  6. 1 2 Schmitt, B. H. (2003). Customer Experience Management. New Jersey: John Wiley & Sons Inc.
  7. ↑ "Global Human Capital Trends 2016 | Deloitte US | Human Capital". Deloitte United States. Retrieved 2016-05-17.
  8. ↑ "Sapling - What is Employee Experience (EX) Management?". Sapling. Retrieved 2016-05-18.
  9. ↑ https://www.trysapling.com/what-is-employee-experience-management/
  10. ↑ https://www.trysapling.com/resources/companies-lead-employee-experience/
  11. ↑ Corporate Social Networks

Employee Experience Design

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