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 affection and leads to their particular behaviors.^[1][2]

Employee Experience Management (EEM) was conceptualized by Abhari as an approach to deliver excellent experience to employees, which leads to the positive customer experience by emphasizing on 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).^[7]

Over the past few years, the corporate world has seen an emergence of Employee Experience management, which has been evidenced in research that is an increasing focus of managers and business leaders.

A Global Human Capital Trends survey, based on more than 7,000 responses in over 130 countries around the world, framed the shifting paradigm with “After three years of struggling to drive employee engagement… Executives see a need to redesign the organization.”^[8]

Whilst traditional Human Resources management had been largely focused on building and maintaining company policies and procedures, it’s clear that there has been a continuing shift to Employee Experience Management in recent years. This has been evidence in structural changes in the human resources departments of several progressive companies.^[9]

• Edmunds.com wrapped the traditional Facilities and Human Resources functions into a combined WEE Team which represents Workplace and Employment Experience and engaged in a campaign to rid the company of the term "Human Resources"
• Airbnb has a dedicated team to "drive the company’s health and happiness”
• Nitro has “turned old-school HR on its head and instead created Employee Experience (EX)”
• Adobe Systems has established a team called Customer and Employee Experience that “combines our customer experience organization – the people who are on the front lines of helping our customers utilize our products – with our human resources”

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^[10] 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. Schmitt, B. H. (2003). Customer Experience Management. New Jersey: John Wiley & Sons Inc.
7. Schmitt, B. H. (2003). Customer Experience Management. New Jersey: John Wiley & Sons Inc.
8. "Global Human Capital Trends 2016 | Deloitte US | Human Capital". Deloitte United States. Retrieved 2016-05-17.
9. "Sapling - What is Employee Experience (EX) Management?". Sapling. Retrieved 2016-05-18.
10. Corporate Social Networks

External links

• EEM through 'Employee Engagement Program'
• Enhancing Service Experience Through EEM
• Employee Engagement for Customer Experience

Employee Experience Design