How do you deliver impact in a meaningful way in an organization?
You do that by defining, designing, and delivering a workforce experience that matters. We all know we are living in an experience economy, and we commonly agree that workforce experience begets customer experience. Furthermore, we generally understand that technology fuels empathy at scale in the form of experience design. So, it seems straightforward to say employee experience is a worthy and valuable mission.
Unfortunately, we still live in a world where employers need to make a business case to improve and elevate the experience of work. Do you actually need to make the case for treating people well, especially when no one really doubts that a positive employee experience helps people perform better? Why wouldn’t every leader want to create a great experience, deliver empathy at moments that really matter, understand where friction encumbers performance, or maintain a relationship after you’ve parted ways?
This is why we have trouble connecting the dots between the need to improve employee experience and proof that it’s working. Most organizations haven’t built this belief into their organizational purpose. Unfortunately, by the time this gap becomes apparent, the “proof” you promised the organization when you embarked on an employee experience mission fed your business case, informed your technology requirements, drove your investment strategy, and set the stage for the biggest disgrace of all: ROI. Let’s come back to this.
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