How to make Employee Experience Journey Mapping work for you

“Not all those who wander are lost” – J. R. R. Tolkien

All employees are on a journey with their employers. But with nearly 40% of people saying that they don’t feel appreciated at work*, there are concerns that many have lost faith in where organisations are taking them.

However, with 77% also admitting that they would work harder if their efforts were better recognised**, there is no need to lose people (and lose profits as a result), just because you haven’t taken the time to map out their journey with your organisation.

Employee Experience Journey Mapping (EXJM), is defined as ‘the sum of all experiences an employee has with an employer, over the duration of their relationship with that employer’. It’s people-centric and based upon the very successful Customer Experience Journey Mapping methodology (CXJM)2.

Basically, it’s about stopping your employees ‘wandering off’, whether that is during work time so that they are less productive, or looking to other employers and what their journeys could offer.

Mapping your employee experience is essential to foster long-term engagement and retention. It’s an uncomplicated process that requires some investment of your time for big returns.

Getting some direction

The best way to create successful EXJM is to visually illustrate an employees’ needs, processes and perceptions through their interactions and relationship with an organisation.

A hands-on approach with interactive workshops works particularly well, following the below concepts:

Insight

  • Start by gaining clear understanding of your employee’s functional and emotional needs.
  • Research your employee’s objectives like you would any potential customer. Go deep into their lives and find out what makes them feel valued, what challenges them, what their passions and fears are, what they do to overcome them and who they rely on to make decisions.
  • Gather a small number of employees that are already engaged, and run a small internal workshop together to find out what works for them. Explain why it is important and what you want to achieve.
  • Brainstorm ideas for every stage of the employee experience and get creative with your solutions.
  • Remember that the employee journey starts at the job application stage.

Impacts

  • Have a clear focus on the resulting business impact.
  • Many companies don’t realise the link between a poor employee experience and the impact on revenue.

One example is how the current level of satisfaction of employees was measured by The Hay Group. The survey was carried out across 10 regional offices with the following results linked directly to its impact on the company revenue.

  • The offices with more engaged employees were 43% more productive compared to the others.
  • An average of $166,000 was generated by a non-engaged consultant.
  • An average of $238,000 was generated by an engaged consultant.

Issues/opportunities

  • Consider what the problems are and any fixes to existing systems and processes.
  • A key example is how many managers handle performance reviews. The perception in many organisations is that they are a waste of time, so they are often rushed, hardly read or referred to and therefore of an inadequate quality, doing nothing to support the employee journey.
  • But Employee Experience isn’t just about having a nice user experience in your HR system. If we take the performance management example, introducing a new system won’t change the business outcome of poor quality performance reviews, it will just make it easier for managers to produce poor quality reviews.
  • It is the whole experience that needs to be given an overhaul. This involves things like the consequences of producing good performance reviews, senior management process sponsorship, the user experience with performance management systems and so on.
  • Attitudes are formed by the Employee Experience, so if we can change the experience we can reshape the attitudes, resulting in different behaviours and different outcomes.
  • After all praise and recognition and boosting morale came above monetary values in a survey by Westminster College (US) on what would inspire performance.

“When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.” – Simon Sinek

Innovate

  • Design solutions and new experiences that deliver both employee and organisational value. Make sure that you test these new experiences to see if they lead to new attitudes, new behaviour and different results.
  • Test your ideas and get feedback from your existing employees. Start implementing changes one at a time and work out a simple feedback system, together with them. Explain to everyone how the process works and what the goals are.

Prepare for a cultural transformation

It’s important to remember that not all wandering employees are lost. They can easily be brought back as effective and productive members of your workplace, using Employee Experience Journey Mapping.

 

References

*Market Tools Inc September 2011

** Market Tools Inc September 2011

http://brandongaille.com/17-employee-motivation-statistics-and-trends/

By | 2017-09-14T16:44:48+00:00 April 21st, 2017|Articles|0 Comments

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