Employee experience design
Employee experience design (EED or EXD) summarizes the practice of intentionally designing HR products, services, events, and organizational environments with a focus on the quality of the employee experience and organizationally relevant solutions.
Contents
Overview[edit]
EED can be described as the “intentional design of the active or passive use of HR products or services”,[1] and employee experiences in general, that affect employees’ emotional reaction and therefore their particular behaviors and loyalty.[2]
The underlying assumption is that best (customer / employee) relationships are emotional in nature and achieved when companies succeed in not only satisfying certain needs (e.g. compensation), but also making interactions pleasurable.[2][3]
The goal is to yield better customer experience through increased employee engagement and employee empowerment.[4] Following Krippendorf, EED focuses on creating meaningful and sense-making opportunities for engagement,[5] and addressing aspirational [4] and fundamental psychological needs of an employee, such as autonomy, competence and relatedness.[6]
Methods[edit]
EED is a participatory systems approach to workplace improvements that applies methods and principles of experience design, such as design thinking, co-creation and empathic design.[1] It also uses tools and techniques that are typical to customer experience management and service design, e.g. employee experience journey mapping [7] or touchpoint analysis.
Primary design object is the employee experience, which - when successful - an employee finds unique, memorable and sustainable over time, would want to repeat and build upon, and enthusiastically promotes via word of mouth.[3] It is suspected to encourage loyalty by creating an emotional connection through engaging, compelling, and consistent context.[2] The categories for employee experience design context are products, processes, artefacts, content, space and interactions.[1]
Stakeholders[edit]
Human resource management, operating across hierarchies and departments, plays a central role in design, distribution and delivery of EED. As co-creation is an important design principle, it is a shared task and joint responsibility of leadership, HR professionals and employees.[1] Following the logic of the service-profit chain, beneficiaries are also customers, as the recipients of improved service quality and the organization itself through increased profits.[8]
References[edit]
- ^ a b c d Menzel-Black, C. & Völkl, C. Nach Bedarf designt., Personalmagazin 04/2014. [1]
- ^ a b c Pullman, M. E. and Gross, M. A. (2004), Ability of Experience Design Elements to Elicit Emotions and Loyalty Behaviors. Decision Sciences, 35: 551–578. doi: 10.1111/j.0011-7315.2004.02611.x [2]. Cite error: Invalid
<ref>tag; name "Pullmann_.26_Gross" defined multiple times with different content (see the help page). - ^ a b Pine, J. and Gilmore, J. (1998) The Experience Economy, Harvard Business School Press, Boston, 1998. [3]
- ^ a b Ramaswamy, V. (2009). "Leading the transformation to co‐creation of value", Strategy & Leadership, Vol. 37 Iss: 2, pp.32 - 37 [4]
- ^ Krippendorff, K. (1989). On the essential contexts of artifacts or on the proposition that" design is making sense (of things)". Design Issues, 9-39. [5]
- ^ Sheldon, K. M., Elliot, A. J., Kim, Y., & Kasser, T. (2001). What is satisfying about satisfying events? Testing 10 candidate psychological needs. Journal of personality and social psychology, 80(2), 325. [6]
- ^ Oracle Human Capital Management (2014). An Employee Centric Approach To HR - Employee Experience Journey Mapping (EXJM). [7]
- ^ Heskett, J. L., & Schlesinger, L. A. (1994). Putting the service-profit chain to work. Harvard business review, 72(2), 164-174. [8]
