Individual progress

Well-intentioned though they may be, efforts to improve EX tend to center on fleeting notions of employee happiness or entertainment.

REPORT | 6m read
February 17, 2021

These strategies miss what overwhelming research suggests matters most to employees: individual progress. Ping-pong tables and happy hours are great, but they alone do not constitute an EX strategy.

A vital component of EX is making sure employees feel a sense of accomplishment every day. One employee may be struggling to access tools on a remote server, while another may not be in an optimal physical environment to do their best work. A manager may feel obstructed by a team outside their department, while that same manager may require better digital tools to track project progress.

With so many variables at play, a blanket strategy for employee experience will never serve every team member. That’s why the most advanced organizations customize progress to the individual. In fact, just over half of Advanced organizations tailor their day-to-day strategy on an individual level.

Advanced testimonials

Progress is personal. To drive a differentiated EX strategy, businesses must provide the tools and environment for each individual to do their best. Organizations can only craft a viable EX strategy when autonomy, mastery, and purpose are convincingly and tangibly present.

To create an experience culture attuned to individual progress and business goals, an organization should consider progress at the job level and career level. This will empower employees and managers to succeed from Day No. 1 through day 10,001. Grouping and diagnosing issues across EX dimensions can also indicate areas where growth is stunted.

YOU’VE GOT TO PUT THE PERSON AT THE CENTER OF [EX]. ULTIMATELY, IT HAS TO BE ABOUT THE PERSONALIZATION OF THAT EXPERIENCE FOR THE INDIVIDUAL.

Marc Curtis
Head of Workplace Innovation
Fujitsu

Donna Kimmel, Chief People Officer at Citrix, agrees. “It’s truly about understanding that individual’s choice for working anywhere, anyhow, anyway, on any device,” she says. “That’s what’s really going to drive a difference.”

52%

of EX Advanced organizations who say they tailor the day-to-day experience on an individual level.

33%

of EX Learners who say the same

Actions to follow

Take the actions below to put individual progress front and center.

Implement human-centric EX processes

Applies to:
Culture, Digital space, Physical space

Unlike Learners, EX Advanced organizations designed their employees’ digital experiences using these strategies and techniques:

  • Specific employee personas and segments.
  • Iterative processes like Design Thinking.
  • Employee journey-mapping focused on common or day-to-day tasks.

Employee journeys that detail the entire employee experience.

Operationalize EX protocols

Applies to:
Culture

Advanced organizations use these EX protocols far more than Learners.

  • Instilling EX best practices that managers and leaders can adapt.
  • Utilizing KPIs such as an eNPS score to measure employee experience.
  • Encouraging innovative entrepreneurial thinking within departments, and financially incentivizing managers to work toward EX solutions.

Creating cross-functional role(s) specifically focused on enhancing EX.

Align performance management to EX

Applies to:
Culture, Digital Space, Physical space

EX Advanced organizations employ these methods of touching base early and often:

  • Check-ins between managers and employees to offer regular points of connection.
  • Mentorship to build a supportive culture in which employees feel regularly inspired by their leaders.
  • Focused training to equip managers to become better attuned to employee needs.

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