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.
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.
Head of Workplace Innovation
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.”
of EX Advanced organizations who say they tailor the day-to-day experience on an individual level.
of EX Learners who say the same
Take the actions below to put individual progress front and center.
Implement human-centric EX processes
Culture, Digital space, Physical space
Unlike Learners, EX Advanced organizations designed their employees’ digital experiences using these strategies and techniques:
Employee journeys that detail the entire employee experience.
Operationalize EX protocols
Advanced organizations use these EX protocols far more than Learners.
Creating cross-functional role(s) specifically focused on enhancing EX.
Align performance management to EX
Culture, Digital Space, Physical space
EX Advanced organizations employ these methods of touching base early and often:
The critical case for employee experience: Apply three principles to fuel EX that unlocks your organization’s potential
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