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The five steps you need to take put an Employee Experience (EX) programme in place to drive engagement and business performance:

  1. Take an EX mindset
  2. Define your Employee Journey
  3. Measure the Moments that Matter
  4. Make the Data work for you
  5. Communicate your Results

Measuring and Increasing Business Performance are two very Different Things

Employee engagement has been a large focus for organisations over the last few decades.  

There is plenty of research to support the fact that those employees who are engaged are more productive, are more likely to stay with a business and will go the extra mile.  

However, globally 87% of our workforce is still disengaged.  Interestingly, this lines up with the lack of productivity growth we are seeing on a global basis.

Organisations are telling us they want to increase the productivity of their people by measuring engagement, however traditional Employee Engagement surveys don’t have the granularity to show organisations where to focus in order to drive meaningful change.

Enter Employee Experience

EX is an exciting, new field that provides organisations with better insights into their organisations via their most important assets, their people.  

We define EX as ‘the moments that matter most to an organisation’s people.’

This is important because:

EX drives engagement; Engagement drives Customer Experience (CX); CX drives Shareholder Experience (SX).

Or in Simon Sinek’s words – Happy employees, ensure happy customers. And happy customers ensure happy shareholders – in that order.

So how do you put an EX programme in place?

There are five steps to put an EX programme in place:

  1. Take an EX mindset
  2. Define your Employee Journey
  3. Measure the Moments that Matter
  4. Make the Data work for you
  5. Communicate your Results

Step One – Take an EX Mindset

In this first step we look to the Employee lifecycle, or as we refer to it, the EX Curve.

By taking a holistic view of experiences you provide your employees, from hire to retire, we can begin asking your people which of these moments of truth have the biggest impacts on their overall experience of working at your organisation.

To help explain this we’ll provide an example.  

We recently worked with a client where we took a baseline measure of their EX along with measuring their engagement scores. Our analysis discovered that a lack of flexibility in the workplace was negatively impacting their engagement.

As a result our client implemented a flexible ways of working initiative, which resulted in an increase in overall engagement by 20% with one team’s scores going up by 42%.

It’s one thing to measure engagement, it’s another to implement changes that directly improve engagement. 

Without taking an EX view, it’s impossible to know which changes to implement and whether they are working or not.

Step Two – Define your Employee Journey

Whilst you can use our EX curve as a starting point, we suggest reviewing it to reflect the nuances of how your business works.

If you are struggling with this we can run a diagnostic that will not only give you insights into your overall EX, but will tell you what parts of your curve are most important to your people and how well you are delivering to them. 

To identify the most important parts of your EX curve, consider using information you already have access to.  

This could include attrition, wellbeing and engagement data and looking at it by level, location, tenure or gender.  The goal is to understand what is working and what is not.

Step Three – Measure the Moments that Matter

Now you’ve chosen where to focus, it’s time to decide how to measure these moments that matter.  

This is where EX approaches deviate from traditional employee engagement surveys.  EX is interested in the experiences that drive engagement and takes a higher cadence approach to measurement, once a year isn’t enough.

Our recommendations are:

  • Choose an EX platform that is easy to use and gets high response rates
  • Survey your people 3-4 times per year
  • Make sure you protect your employees’ anonymity

As mentioned we have created a diagnostic tool that you can use for this part of the process.  Our questions map directly onto your EX Curve and can be tailored to fit your organisation.  

If you decide to use a more homegrown approach, or an alternate provider, make sure the questions you select are targeted on getting insights into your EX Curve. 

This is critical, without it you lose the ability to drive experience based initiatives that truly influence your business.

Step Four – Make the Data Work for you

Measurement is critical if you’re going to take an EX approach, but data means nothing without analysis.

Here at EXpotential we use a measurement framework with 5 levels.  The further you move up the curve, the more value you generate. If you are interested in exploring how we can support you to make this move, then please do get in touch.

Level 1 – One Off Surveys

This is the most simplest form of feedback and generally it reflects data from one point in time.  Typically speaking we’re talking about whether we feel something was good or bad and whether it lived up to expectations. Survey Monkey is often used for this approach.

Level 2 – Longitudinal Data

This is where we start tracking data points over time.  If we look through a leadership development course lens then we would likely be tracking quality of the course and impact of the training on leaders over time.  This could be completed at an individual level or cohort level depending on what insights you are interested in.

Level 3 – The Impact of EX Initiatives

Now things start getting interesting. Rather than just sampling the attendees, we look to gather data that tells us whether or not attending the course has resulted in behavioural changes – not only through the attendees’ eyes, but also via those who they work with.

Level 4 – Correlating EX & People Metrics

At this point we analyse the data we gather through our EX channels alongside other people metrics e.g. are increases in leadership capabilities linked with increases in engagement, performance and retention. 

Level 5 – Correlating EX to CX & Business Metrics

This is where we create a completely bespoke model of how your EX drives your business.  Once we get to this level of analysis we are looking to understand the causal relations between your EX data, people and your business metrics.  

At this point very specific insights can be achieved e.g. a 10% increase in your leadership capability, drives a 30 point increase in NPS scores, which is linked to a 1% increase in revenue.

Step Five – Communication

To recap, the four steps we’ve outlined so far are:

Step One – Taking an EX Mindset

Step Two –  Breaking Down your EX Curve into the Moments that Matter

Step Three – Begin asking your People Questions about their Experiences

Step Four – Making the Data work for you

The fifth step is probably the easiest to implement and we’ve already alluded to it earlier.  You need to communicate your findings so they understand what you learnt, where you are going to focus and what you hope to achieve.

Conclusion

Being an EX driven organisation is not just about collecting feedback and ideas for the sake of it.  It is a strategic imperative that will allow you to put the steps in place to positively increase your Employee Engagement scores and other relevant metrics, that allows you to prove how important HR is in driving your organisation forward.

We wish you well on your EX journey and please reach out if we can help with any of the points we’ve raised.