The Employee Experience Advantage: How to Win the War for Talent by Giving Employees the Workspaces they Want, the Tools they Need, and a Culture They Can Celebrate

Research Shows Organizations That Focus on Employee Experience Far Outperform Those That Don?t Recently a new type of organization has emerged, one that focuses on employee experiences as a way to drive innovation, increase customer satisfaction, find and hire the best people, make work more engaging, and improve overall performance. The Employee Experience Advantage is the first book of its kind to tackle this emerging topic that is becoming the #1 priority for business leaders around the world. Although everyone talks about employee experience nobody has really been able to explain concretely what it is and how to go about designing for it...until now. How can organizations truly create a place where employees want to show up to work versus need to show up to work? For decades the business world has focused on measuring employee engagement meanwhile global engagement scores remain at an all time low despite all the surveys and institutes that been springing up tackle this problem. Clearly something is not working. Employee engagement has become the short–term adrenaline shot that organizations turn to when they need to increase their engagement scores. Instead, we have to focus on designing employee experiences which is the long term organizational design that leads to engaged employees. This is the only long–term solution. Organizations have been stuck focusing on the cause instead of the effect. The cause is employee experience; the effect is an engaged workforce. Backed by an extensive research project that looked at over 150 studies and articles, featured extensive interviews with over 150 executives, and analyzed over 250 global organizations, this book clearly breaks down the three environments that make up every single employee experience at every organization around the world and how to design for them. These are the cultural, technological, and physical environments. This book explores the attributes that organizations need to focus on in each one of these environments to create COOL spaces, ACE technology, and a CELEBRATED culture. Featuring exclusive case studies, unique frameworks, and never before seen research, The Employee Experience Advantage guides readers on a journey of creating a place where people actually want to show up to work. Readers will learn: The trends shaping employee experience How to evaluate their own employee experience using the Employee Experience Score What the world?s leading organizations are doing around employee experience How to design for technology, culture, and physical spaces The role people analytics place in employee experience Frameworks for how to actually create employee experiences The role of the gig economy The future of employee experience Nine types of organizations that focus on employee experience And much more! There is no question that engaged employees perform better, aspire higher, and achieve more, but you can?t create employee engagement without designing employee experiences first. It?s time to rethink your strategy and implement a real–world framework that focuses on how to create an organization where people want to show up to work. The Employee Experience Advantage shows you how to do just that. INDICE: Acknowledgements .We all care about experience (Introduction) .Part I: The evolution of employee experience .Chapter 1: Utility .Productivity .Engagement .Employee Experience .Chapter 2: Research on employee experience .A note about the research sponsors .Chapter 3: Employee Experience Drivers .Poor success with engagement .Engagement measures downwards .Engagement has become the new annual review .Engagement tends to look at the effect but not the cause .Engagement surveys are exhaustingly long .Engagement acts as an adrenaline shot .The War for Talent .Skills gap and talent shortage .Changing demographics .Changing face of talent competition .Psychology (and sociology) .Business turbulence .Technology .The alternative work arrangements, the gig economy, and employee tenure .People analytics .Transparency .Part II The Reason for Being and the Three Employee Experience Environments .Chapter 4: Reason for Being .Statements from leading organizations .The Three Employee Experience Environments .Chapter 5: The Physical Environment .Chooses to Bring in Friends or Visitors .What this measures .What you can do .Offers Flexibility .What this measures .What you can do .Organization s Values are Reflected .What this measures .What you can do .Leverage Multiple Workspace Options .What this measures .What you can do .Chapter 6: The technological environment .Availability to Everyone .What this measures .What you can do .Consumer Grade Technology .What this measures .What you can do .Employee Needs vs Business Requirements .What this measures .What you can do .Chapter 7: The cultural environment .Company Is Viewed Positively .What this measures .What you can do: .Everyone feels valued .Compensation and benefits .Having employee s voices heard .Organization doesn t ask .Organization asks but does nothing .Organizations asks and acknowledges .Organization asks, acknowledges, and acts .Employees being recognized for the work that they do .What this measures .What you can do .Legitimate sense of purpose .What this measures .What you can do .Employees feel like they re part of a team .What this measures: .What you can do .Believes in diversity and inclusion .What this measures: .What you can do: .Referrals come from employees .What this measures: .What you can do .Ability to learn new things and given the resources to do so and advance .Learning and development .Advancement .What this measures .What you can do .Treats employees fairly .What this measures .What you can do .Executives and managers are coaches and mentors .What this measures .What you can do .Dedicated to employee health and wellness .What this measures: .What you can do: .Chapter 8: The employee experience equation .Part II Why invest in employee experience? .Chapter 9 The Nine Types of Organizations .inExperienced .Emerging .Engaged .Empowered .Enabled .preExperiential .Experiential .Chapter 10: Employee Experience Distribution .Chapter 11: The Business Value of Employee Experience .Customer service .Innovation .Employer Attractiveness .Admiration and Respect .Brand Value .Other Lists .Chapter 12: Business Metrics and Financial Performance .The Cost of Employee Experience .Part IV: Building the experiential organization .Chapter 14: System 1 vs system 2 experiences .Chapter 16: The Employee Experience Design Loop .Respond .Analyze .Analysis reveals .Insight for your organization .Analysis reveals .Insight for your organization .Analysis reveals .Insight for your organization .Design .Launch .Participate .GE .Respond .Analyze .Design .Launch .Participate .Airbnb .Respond .Analyze .Design .Launch .Participate .Chapter 17: The Starbucks model of transparency .The employee life cycle .Chapter 18: Moments that matter or moments of impact .Specific Moments That Matter .Ongoing Moments That Matter .Created Moments That Matter .Chapter 19: Employee experience and moments that matter .Chapter 20: The Employee Experience Pyramid .Chapter 21: What About the Actual Work? .Chapter 22: Who owns the employee experience? .Initiated by the CEO and executive team .Owned by the people team .Driven by managers .Championed by everyone .A Lesson from Airbnb .Chapter 24: The Role of Employees .Chapter 25: Where to start .You have to care, really care .Define a Reason for Being .Build a people analytics function .Start small .Identify the required skills .Have executive support, typically the Chief Human Resources Officer .Train the organization .Tell stories .Build or evolve experience team .Deploy feedback tools/mechanisms .In person feedback .Feedback via technology .Implement COOL spaces, ACE technology, and CELEBRATED culture .Technological Environment .Physical Environment .Cultural Environment .Technological Environment .Consumer–grade technology .Available to everyone .Focused on employee needs .Physical Environment .Workspace options .Values reflected in the workspace .Being proud to bring in friends or visitors .Workplace flexibility and autonomy .Cultural Environment .Sense of purpose .Fair treatment .Feeling valued .Managers acting like coaches and mentors .Feeling like you re part of a team .Ability to learn something new and advance and get the resources to do so .Referring others .Diversity and inclusion .Health and wellness .Brand perception .Identify and created moments that matter (or moments of impact) .Think of your organization like a lab instead of a factory .Chapter 26: Focus on what makes your company unique .Chapter 27: Growing vs grown–up companies .What separates the Experiential Organizations from everyone else .Always improve .Think like a laboratory .Move beyond checklists .Put people at the center .Know your people .Design with, not for .Care .Focus on what makes you unique .Chapter 28: A Futurist s Perspective .Appendix

• ISBN: 978-1-119-32162-0
• Editorial: John Wiley & Sons
• Encuadernacion: Cartoné
• Páginas: 304
• Fecha Publicación: 19/04/2017
• Nº Volúmenes: 1
• Idioma: Inglés