Ten key points to note about employee experience

Ben Whitter shares how HR teams can commence their employee-experience journey.

So how do you get started on the employee experience journey?

Here are 10 points of focus:

1. First things first.

Progressive companies understand that the ‘people’ thing matters more in this economy as a significant competitive advantage. Take it seriously. Position it as a priority. “People are our asset” – Mean it. Breathe it. Lead it.

2. To restructure or not restructure? That is the question.

The business needs to be accountable for the employee experience in some way whether through the board or other mechanisms. Jeff Bezos of Amazon famously has one empty chair at his management team meetings. I would recommend two. You know who the other chair represents. Keep the customer and employee experience together – they are best friends and will thank you for it.

3. Quite frankly, it is time to sharpen the responsibilities and remits around employee experience.

Bring the full employee experience into the play by consciously shaping and guiding its development across functions and roles. If you can, ensure this is led from or at least sponsored by the entire top team (Idealistic) or by one named accountable senior executive (more realistic for a lot of organisations).

4. At the outset, focus on the ‘experience’ points that matter most to staff and prioritise them.

Employee experience is a long-term, strategic approach. Most organisations don’t have the resources or mandate to go 100% employee experience immediately (if you do, great, enjoy!), so work with staff to figure what needs to be developed early within the experience at your organisation and narrow the focus on some data-informed pain points that you can get to work on straight away.

In that sense, I would say that you don’t immediately need to worry about what you can’t change, control or influence. Make sure your immediate attention and energy is directed towards the things that you can control or influence. Every employee journey begins with the first step. Get started and get ready for the long-haul. 

5. Within early employee experience approaches, we do need to find the believers – The ones who really get the point about people making the difference and creating the real value within a business. Work with them. Bring them into the movement alongside employees to co-create something special, together.

The days of developing ‘engagement’ activities within one function of corporate HQ’s are gone. As Cisco did, you may want to beak some stuff along the way like they did with the HR function, and why not. Break it, then build something better. Real transformation starts from within. If your HR function is uninspiring, do something about that issue early. Where you see processes, we see experiences! Make them count.

6. What is happening in practice right now is driven by in-context research and solid people analytics.

Practitioners must understand the context and build something within it. Everything must enhance or strengthen internal capacity and capability. We don’t need to be dependent on outside providers unless real value is being added. How do you know if it is? Check your results and the feedback from staff and data also talks wisely. It could be engagement or brand outcomes, or if you are really moving ahead, go straight to the business performance data and work backwards!

Data is key. How engaged is your workplace? How are the HR metrics doing? Where are you up to with strategy and performance outcomes? Develop capabilities to ensure that you can harness all the data in a compelling way. Utilise it to build either a better experience for your staff, or a superior experience within your sector. This depends on the appetite and leadership of your business.

7. Within employee experience we have a new approach to benefits, rewards, and perks, so introduce free food, free parking and every other perk you can think of.

Actually, don’t do that. Get yourself into a place where you can step back and think about the overall design of the experience. The employee experience must be authentic and in harmony; in that respect, everything needs to relate to your overall strategy, approach and brand. Don’t just introduce free food “because Google does it”.

8. A big part of experience is the actual design of the workplace.

There is heavy investment in infrastructure projects right now especially within large organisations that have or are experiencing high disruption within their industries; consider the physical and technology workplace infrastructure and how it can better serve the needs (and wants) of your employees to get their jobs done well and enjoy doing so.

I met with over ten major banks and consulting firms recently who attended my events or met me for private chats, and the scale of their investment in the employee experience is eye-watering and simply incredible. They are getting ready for the future right now to attract the best talent and the best clients.  (Hint: this is not just about funky furniture, pool tables, and slides.)

Employee experience is all about creating a deeper connection between your staff, your customers, and your business. The design of the workplace is a helpful facilitator of that connection and should, when done well, easily and naturally ooze what is important to your organisation.

9. Employee experience unlocks serious wins for talent attraction, retention, and engagement.

Employers can’t leave this to chance and need to channel a lot of energy into communicating the employee experience, inside and out. This will bring talented people and talented people leaders to you in droves. It will also be the biggest way of differentiating between you and other organisations.

10. Crucially, leadership remains a critical factor within the organisation; find the best and develop great leaders who do not see the employee experience as a secondary matter. The great leaders integrate employee experience into their business practice; poor leaders do not and that should also be addressed as part of the employee experience approach.

Think about this. How would you rate the experience of working with your organisation on a scale of 1—10?

If you rate below an 8 or a 9, then I would encourage you to get started on the points above right now this second because if your competitors are not already investing in and positioning their employee experience to compete with yours, they will be doing very soon, and that is very smart business indeed!


Ben Whitter the host of HRM Asia's Employee Experience Showcase forum, and regularly contributes articles on the ways organisations are working to improve the interactions they have with their staff.


Q&A with CP Group's Chief People Officer Kulshaan Singh
Kelvin Ong - 06 Jun 2018
Kulshaan Singh shares with HRM Magazine Asia his priorities as the Chief People Officer of Thailand's largest conglomerate.
Is Starbucks opening minds by closing stores for training?
HRM Asia - 30 May 2018
The coffee retailer's anti-bias training is drawing both praise and criticism.
HR futurist Jason Averbook's new vision for work
HRM Asia - 28 May 2018
The opportunities that technology is now opening up for HR will redefine the future of work, says US-based LeapGen founder Jason Averbook.
Uncovering unconventional organisational structures
Kelvin Ong - 23 May 2018
From “flatarchy” to "holocracy", HRM Magazine Asia weighs in on the viability of these unorthodox organisational configurations.
Out with the old, in with the new
Kelvin Ong - 21 May 2018
How Takeda Pharmaceutical Company's consolidation of its HR systems helped to modernise the 237-year-old organisation's operations globally.
HR Summit & Expo Asia 2018 insider: Nestlé’s Jordan Pettman
Kelvin Ong - 09 May 2018
Say hello to Jordan Pettman: Nestlé’s Global Head of People Data, Analytics, and Planning; and master of HR metric jargons as complex as the organisation.