Tag Archives: Employee Experience

Remote Work Revolution is Rethinking Employee Experience

GUEST POST from Art Inteligencia

In the not-so-distant past, remote work was often seen as an occasional luxury. Fast forward to today, and it has become a significant, often preferable, reality for millions of employees worldwide. This shift—accelerated by global events and technological advancement—has brought about a remote work revolution that demands a fresh perspective on the employee experience. As organizations rethink their strategies, it’s crucial to center human needs in the design and implementation of remote work policies.

The New Paradigm

The traditional work environment has been significantly disrupted, leading to newfound flexibility and autonomy. But as appealing as remote work is, it also introduces challenges that can impact an employee’s sense of belonging, job satisfaction, and productivity. To address these, companies must foster transparent communication, promote work-life balance, and create spaces for social interaction—physically or virtually.

“Remote work is not just about working from a different location, but rather creating a dynamic ecosystem that can adapt to an employee’s personal and professional needs.”
Braden Kelley

Case Study 1: TechVision

Background

TechVision, a rapidly-growing software firm, recognized early the potential drawbacks of remote work. It understood that despite the liberating nature of flexible work schedules, employees might feel isolated and overlooked in a virtual environment.

Initiatives and Outcomes

To combat these challenges, TechVision introduced several initiatives:

Virtual Lounges: These digital meeting rooms are always open, encouraging employees to drop in for casual chats. This fosters a sense of community and reduces feelings of isolation.
Flexible Working Hours: Acknowledging diverse personal schedules, TechVision allows employees to define their own working hours, provided they meet deliverable deadlines.
Monthly Home Office Stipend: Understanding that an efficient home workspace is crucial, the company provides a stipend for employees to enhance their home office setup.

As a result, TechVision noticed a 20% increase in employee satisfaction and a 15% boost in productivity, proving that a thoughtful approach to remote work could yield significant benefits.

Case Study 2: GlobalInnovate

Background

GlobalInnovate, a multinational design firm, faced the challenge of maintaining creativity and collaboration in a remote setup. Vital brainstorming sessions had to transition from the boardroom to the online space, sometimes losing the dynamic energy critical to innovation.

Initiatives and Outcomes

GlobalInnovate employed the following strategies:

Virtual Reality Collaboration Tools: By adopting VR meeting platforms, the firm recreated the spatial dynamics of an in-person meeting, fostering more natural interactions.
Regular Creative Jams: These unstructured sessions are dedicated purely to creative exploration, allowing teams to ideate freely without the pressure of immediate deliverables.
Global Work Sprints: Employees from different time zones collaborate intensively on projects for a week, followed by a comprehensive review and reflection process.

These approaches have sustained GlobalInnovate’s creative output, with the firm reporting a 30% rise in innovative solutions proposed by their teams over a six-month period.

Conclusion

The remote work revolution isn’t merely a shift in location; it’s a transformation in how we perceive and execute work itself. Organizations, by re-imagining the employee experience to ensure connectivity, flexibility, and creativity, can turn the challenges of remote work into opportunities for growth and innovation. As we move forward, it’s imperative that we continue to pioneer strategies that place human experience at the forefront of the remote work landscape.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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Moving Beyond Surveys to Measure Employee Satisfaction

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Moving Beyond Surveys to Measure Employee Satisfaction

GUEST POST from Art Inteligencia

Employee satisfaction is paramount for any organization striving for excellence. Traditionally, surveys have been the primary tool for gauging employee sentiments. However, with the evolving work landscape, there is a growing realization that employee satisfaction is a multi-faceted entity that cannot be encapsulated solely through periodic surveys. As a thought leader in human-centered change and innovation, I invite you to explore alternative methodologies for measuring employee satisfaction, supported by real-world case studies that have pushed boundaries to listen better to their teams.

The Limitations of Surveys

Employee surveys have traditionally focused on broad metrics – satisfaction, engagement, and commitment. Unfortunately, these surveys often suffer from biases, low response rates, and do not always capture real-time or actionable insights. Moreover, the one-size-fits-all surveys do not account for the diversity of roles, cultures, and individual aspirations within an organization. A static survey administered annually or bi-annually often misses the nuances and dynamic shifts in employee satisfaction.

Beyond Surveys: Alternative Approaches

1. Behavioral Analytics

Armed with technology, organizations can now passively gather data on employee activities and interactions in the workplace. Analyzing these patterns can uncover insights into employee satisfaction that surveys may not capture. Workplace tools, communication patterns, and network analysis can shed light on a team’s overall health and workload distributions.

2. Holistic Listening Ecosystems

A holistic listening ecosystem involves establishing multiple channels of communication where feedback is continuously captured and analyzed. It focuses on active listening through town halls, anonymous forums, and digital platforms where employees can voice their concerns and share ideas anytime.

3. Employee Experience Journeys

Mapping out employee journeys within the organization can help identify critical touchpoints and experiences that affect satisfaction. This method allows organizations to understand pain points and moments of delight from the employee’s perspective, leading to targeted interventions and improvements.

Case Study 1: Spotify’s Employee Experience Squads

Spotify, renowned for its innovative work culture, implements Employee Experience (EX) Squads. These squads operate much like agile product teams, focusing on continuously evaluating and enhancing employees’ experiences. By using rapid iteration, feedback loops, and testing new initiatives in small groups, Spotify effectively tracks satisfaction without solely relying on annual employee surveys.

The EX Squads are formed of cross-functional members from HR, technology, and operational departments that regularly engage with employees to understand their needs and frustrations. They employ a variety of qualitative methods including face-to-face interviews, ethnographic studies, and digital feedback tools to gather comprehensive insights. By integrating behavioral analytics from internal communication tools and collaboration platforms, the squads can predict and address dissatisfaction trends before they escalate. Spotify has experienced higher employee retention and improved productivity by identifying critical satisfaction elements such as work-life harmony and growth opportunities.

Case Study 2: Unilever’s Internal Social Media Platform

Unilever embraced an unconventional path by deploying an internal social media platform named “MyVoice.” Unlike traditional employee feedback channels, “MyVoice” encourages ongoing dialogue among employees and leadership across various levels. It is designed to allow real-time interactions, feedback, and idea sharing, enabling the company to stay attuned to the employee pulse continuously.

Through “MyVoice,” employees can participate in thematic discussions, provide feedback on leadership decisions, and propose new ideas for business improvement. The platform leverages AI to analyze interactions and sentiment, providing Unilever insights into employee satisfaction deeply embedded in natural work conversations. Furthermore, it allows for quick identification and resolution of discontent, leading to more agile and responsive management practices. This approach, combined with occasional checks through micro-surveys and informal manager check-ins, has significantly enhanced Unilever’s ability to maintain higher levels of employee satisfaction and engagement.

Conclusion

As illustrated by these case studies, organizations that dare to step beyond traditional surveys can access richer insights into employee satisfaction. By utilizing a blend of behavioral analytics, continuous feedback channels, and innovative communication platforms, companies can capture a more holistic view of the employee experience. These novel approaches not only elevate satisfaction levels but also contribute to nurturing a more dynamic, responsive, and engaged workforce. In an era where employee experiences define organizational success, the courage to pioneer new methods of listening and learning is indeed a strategic advantage.

In conclusion, while surveys will continue to hold their place in the arsenal of HR tools, the future of measuring employee satisfaction lies in a more integrated, continuous, and human-centered approach. Organizations that adapt to these changes will be well-positioned to thrive in an increasingly competitive marketplace.

Image credit: Microsoft Copilot

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Leadership’s Role in Shaping Employee Experience

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Leadership's Role in Shaping Employee Experience

GUEST POST from Art Inteligencia

In today’s fast-paced world, businesses are recognizing the crucial role that leadership plays in shaping employee experience. A positive employee experience not only improves employee retention and satisfaction but also drives innovation and organizational success. This article will delve into the essential role of leadership in crafting compelling employee experiences and will provide insights through two case studies from industry leaders.

The Importance of Employee Experience

Employee experience encompasses everything an employee encounters, observes, or feels throughout their journey within an organization. It is a holistic concept that includes all touchpoints within an employee’s lifecycle, from onboarding to exit. A positive employee experience leads to increased motivation, productivity, and a sense of belonging, which in turn enhances business performance.

Leadership significantly impacts employee experience through the tone they set, their communication style, and the organizational culture they cultivate. Effective leaders are those who understand that their role is not just to manage resources but to nurture and inspire their teams.

Leadership’s Role in Shaping Employee Experience

Leadership influences employee experience directly and indirectly. Directly, through interactions, feedback, and incentives, and indirectly, through the policies and cultural norms they establish. To shape a positive employee experience, leaders must embody the following characteristics:

Empathy: Understanding and addressing the wants and needs of employees.
Transparency: Open communication and honesty about company goals and challenges.
Empowerment: Providing employees with resources and autonomy to make decisions.
Recognition: Acknowledging and rewarding employees’ efforts and achievements.

Case Study 1: Google

The Art of Listening

Google has long been a pioneer in fostering an exceptional employee experience. The company understands that happy employees bring innovation to the forefront. One of the strategies Google implements is its ‘Googlegeist’ survey, an annual opportunity for employees to provide feedback on their experience.

Leadership at Google takes these insights seriously, making tangible changes in response to employee feedback. For instance, feedback about mental health support led to increased resources in this area, including mental wellness programs and stress management workshops. This commitment to listening and responding enhances employee satisfaction substantially.

In parallel, Google maintains a culture of transparency. Leaders share detailed business updates with employees, reinforcing a sense of shared mission and inclusivity. This transparency encourages employees to align their personal goals with organizational objectives, fostering a deeper sense of connection.

Case Study 2: Patagonia

Empowerment and Purpose

Patagonia is renowned for its commitment to environmental sustainability and employee welfare. Leadership plays a pivotal role in shaping the employee experience by embedding these values into the organizational fabric.

Patagonia empowers its employees by granting them considerable autonomy. This empowerment is exemplified in their “Let My People Go Surfing” philosophy, which reflects a commitment to work-life balance and trust in employees to manage their time effectively.

Furthermore, Patagonia fosters a strong sense of purpose among its employees. The company offers opportunities for employees to engage in environmental activism, providing a paid leave benefit to support these efforts. This alignment of personal values with company mission invigorates employees, resulting in higher motivation and loyalty.

Crafting a Positive Employee Experience: Strategies for Leaders

To nurture a workplace culture that prioritizes positive employee experiences, leaders can adopt the following strategies:

1. Foster Open Communication

Cultivate a culture where employees feel free to express their ideas, concerns, and feedback. Establish regular check-ins and forums where open dialogue is encouraged and valued.

2. Prioritize Development and Growth

Invest in employees’ professional development through learning programs, mentorship, and career advancement opportunities. When employees see a path for growth, their engagement with the organization increases.

3. Recognize and Reward

Acknowledgement of employees’ contributions fosters a positive environment. Regularly celebrating achievements, both big and small, builds morale and reinforces a culture of appreciation.

4. Design a Purpose-driven Environment

Clarify the company’s mission and values, and incorporate them into daily activities. When employees identify with the company’s purpose, they are more likely to experience fulfillment in their roles.

Conclusion

Creating and maintaining a positive employee experience is a vital leadership responsibility that directly affects a company’s success. By adopting empathetic, transparent, and empowering practices, leaders can substantially shape their teams’ experiences. The cases of Google and Patagonia demonstrate that when leadership is committed to valuing and nurturing their employees, organizations thrive.

As leaders, embracing the role of curators of employee experience means investing in the well-being, growth, and satisfaction of your people—an investment that invariably pays dividends in innovation, productivity, and competitive advantage.

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The Role of Technology in Enhancing Employee Experience

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The Role of Technology in Enhancing Employee Experience

GUEST POST from Art Inteligencia

In today’s rapidly evolving business landscape, the synergy between technology and employee experience has never been more pivotal. Organizations worldwide are recognizing the importance of creating a workplace where employees feel engaged and empowered. The advent of advanced technologies plays a crucial role in shaping these environments, turning traditional workplaces into dynamic ecosystems of innovation and creativity. In this article, we explore how technology enhances employee experience, supported by two compelling case studies.

Case Study 1: Transforming Communication at Tech Innovators Inc.

Background

Tech Innovators Inc., a global leader in software development, faced challenges in maintaining effective internal communication across its distributed teams. As a company that prided itself on innovation, it sought to employ technology to bridge these gaps.

Solution

The organization implemented a unified communication platform that integrated chat, video conferencing, file sharing, and collaborative workspaces. This tool not only brought cohesion among team members across different continents but also facilitated instant communication and decision-making.

Outcome

Post-implementation, Tech Innovators reported a notable 30% increase in project efficiency and a 40% improvement in employee satisfaction scores. The team members found themselves more connected, fostering a culture of inclusivity and collaboration despite geographical distances.

Case Study 2: Enhancing Well-being at HealthFirst Solutions

Background

HealthFirst Solutions, a healthcare service provider, was committed to improving employee well-being but struggled with engagement levels among their staff. They recognized the need to address wellbeing not only physically but also mentally and emotionally.

Solution

The company deployed a digital wellness platform that included features such as mindfulness exercises, virtual fitness classes, mental health resources, and personalized wellness plans. The platform was accessible via mobile devices, making it convenient for employees to engage at their own pace.

Outcome

Following the launch of this wellness platform, HealthFirst Solutions saw a 50% increase in participation in wellness programs and a 35% reduction in employee stress levels. Most importantly, this initiative led to a marked increase in retention rates and a stronger sense of community and personal growth among the employees.

Conclusion

The integration of technology into the workplace is not merely about adopting new tools but about creating an enriching employee experience conducive to productivity and well-being. The examples of Tech Innovators Inc. and HealthFirst Solutions illustrate how technology can foster communication, collaboration, and personal growth. As organizations continue to navigate the complexities of modern work, leveraging technology to enhance employee experience will remain a critical pathway to success.

For more on this topic, I encourage you to explore Shep Hyken’s article titled We Are in an Employee Experience Recession and the article I wrote with Braden Kelley titled Why Annual Employee Experience Audits Are Important

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Employee Journey Mapping from On-boarding to Exit

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Employee Journey Mapping from On-boarding to Exit

GUEST POST from Art Inteligencia

In today’s competitive market, organizations need to do more than just attract talent; they must keep and nurture them. One powerful tool to achieve this is Employee Journey Mapping. This comprehensive strategy can be pivotal in shaping experiences that engage employees from their first day to their last, creating loyal ambassadors of your brand long after they exit.

Employee Journey Mapping involves creating a visual representation of every step an employee takes within an organization. By identifying key touchpoints, from on-boarding to exit, organizations can craft meaningful experiences that drive satisfaction, productivity, and retention.

Case Study 1: Tech Innovate Inc.

Tech Innovate Inc., a rapidly growing tech company, faced challenges with employee churn especially within the initial six months. They realized the gap was in their on-boarding process. By mapping out the employee journey, they found that new hires often felt overwhelmed with the training material and disconnected from their teams.

The company revamped its on-boarding process by pacing the training sessions, introducing team-building activities, and assigning mentors. This initiative resulted in a 30% reduction in early turnover and increased engagement scores across departments. For more on creating impactful on-boarding programs, read my article on Creating Winning Employee On-boarding Programs.

Case Study 2: Healthcare Heroes LLC

In the healthcare sector, Healthcare Heroes LLC discovered through journey mapping that there was a disconnect at the stage of professional development. Employees desired growth opportunities, but the organization lacked structured career paths.

By implementing individualized development plans and establishing a clear promotion pathway, Healthcare Heroes fostered a culture of growth. Employee satisfaction scores soared, and the company saw a 40% decrease in voluntary turnover. For insights on fostering growth, check out John Bessant’s article on Innovating Innovation.

Mapping the Exit Experience

The exit phase is often overlooked, yet it’s crucial to leave a positive lasting impression. When mapped effectively, the exit process can be an opportunity to gather valuable feedback and ensure departing employees become advocates for the organization.

Implementing structured exit interviews and alumni networks can provide insights into areas of improvement while maintaining a connection with valuable talent. For more on optimizing exit strategies, visit 8 Strategies to Future-Proofing Your Business & Gaining Competitive Advantage.

Conclusion

Employee Journey Mapping from on-boarding to exit is not merely a process but a paradigm shift in how organizations view their workforce. By understanding and enhancing every touchpoint, companies can foster engagement, build loyalty, and ensure long-term success. Start mapping today and transform your employee experience into a competitive advantage.

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Designing Workplaces for Optimal Employee Experience

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Designing Workplaces for Optimal Employee Experience

GUEST POST from Art Inteligencia

In today’s fast-evolving corporate landscape, designing workplaces that foster an optimal employee experience is more important than ever. At the core of this challenge is creating environments that not only inspire creativity and productivity but also promote the well-being of employees. This article explores how organizations can design such workplaces and presents case studies to illustrate these principles in action.

The Importance of Employee Experience

Employee experience is the sum of everything an employee perceives, feels, and encounters during their time within an organization. A positive experience leads to higher engagement, better performance, and increased retention rates. Yet, creating a conducive environment is not just about aesthetics—it’s about understanding employee needs and integrating them into the workplace design.

For a deeper dive into optimizing employee experience, read my articles Creating Cultures of Innovation and Successful Change Management Strategies.

Design Principles for Optimal Workplaces

Organizations aiming to create an optimal employee experience often focus on the following principles:

Flexibility: Offering a mix of spaces for collaboration and focus to support different work styles.
Technology Integration: Utilizing the latest technology to streamline tasks and foster communication.
Health and Well-being: Incorporating elements like natural lighting, ergonomic furniture, and wellness programs.
Inclusivity and Diversity: Considering diverse needs in workplace design to create an environment where everyone feels they belong.

Case Study: Google’s Innovative Workspaces

Google is renowned for its avant-garde offices designed to cultivate creativity and innovation. By applying user-centered design principles, the company has crafted environments that cater to a wide spectrum of employee needs. Google’s offices feature an array of themed meeting rooms, informal lounge areas, and quiet zones. Technology is embedded seamlessly throughout, enabling collaborative tools and virtual reality equipment to be accessible at all times.

In response to feedback from its employees, Google implemented ‘biophilic design’ elements—using plants and other natural features—to enhance mental health and creativity. Furthermore, their on-site wellness programs and fitness centers reflect Google’s commitment to employee well-being, proving the value of integrating health considerations into office design.

Case Study: Salesforce’s Ohana Floor Concept

Salesforce has taken the concept of flexibility even further with its “Ohana Floors,” open-plan spaces that encourage community building and cross-departmental collaboration. These floors are flexible and can be reconfigured quickly to accommodate various events, from large meetings to private work sessions.

The design also emphasizes sustainability, with energy-saving technologies and environmentally friendly materials. Art installations and cultural symbols throughout Ohana Floors highlight Salesforce’s values and mission, effectively intertwining corporate culture with physical space. Employees report higher satisfaction and engagement, linking directly back to the company’s tailored approach to workspace design.

Conclusion

As shown by Google and Salesforce, creating an optimal employee experience is both a strategic and thoughtful endeavor. By considering diverse work styles, incorporating advanced technology, and attending to employee well-being, companies can design transformative workspaces that inspire and retain top talent. The integration of culture within the physical workspace further ensures alignment with organizational objectives and core values.

As organizations face the future, the ability to adapt and innovate in workspace design will be crucial. Success lies in continually seeking employee feedback, experimenting with new concepts, and embracing a holistic approach to create the ideal environment for human-centered work.

For more insights into successful organizational change and employee engagement strategies, please visit our articles on Creating a Culture of Innovation and All Leadership is Change Leadership.

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Empowering Employees During Times of Change

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Empowering Employees During Times of Change

GUEST POST from Art Inteligencia

Change is inevitable in any organization, whether it’s the implementation of new technologies, restructuring, or evolving market dynamics. While change is necessary for growth and progress, it can often lead to uncertainty and resistance within the workforce. As a thought leader in human-centered change and innovation, I believe the key to successful transformation lies in empowering employees. This article explores the strategies and real-world examples of organizations that have successfully empowered their employees during times of change.

The Power of Employee Empowerment

Empowering employees essentially means giving them the tools, confidence, and autonomy to navigate change and contribute to organizational goals. When employees feel empowered, they are more engaged, resilient, and committed to the company’s vision. They become active participants rather than passive recipients of change.

Case Study 1: Tech Innovators Inc.

Tech Innovators Inc., a leading software development firm, underwent a major change when they decided to shift to a fully agile workflow. While the management understood the benefits of this transition, they knew it would be a significant shift for their employees accustomed to traditional project management methods.

To empower their workforce, Tech Innovators Inc. implemented a comprehensive training program that included workshops on agile methodologies and provided resources such as online courses. Employees were encouraged to take ownership of their learning journeys and apply new methods in pilot projects. In addition, management created cross-functional teams to foster collaboration and autonomy, allowing team members to self-organize and make decisions about task execution.

The result was a seamless transition where employees felt confident in their new roles and responsibilities. The organization saw increased productivity, innovation, and job satisfaction as employees leveraged their skills effectively in a supportive environment.

Case Study 2: Green Earth Industries

Green Earth Industries, a company focused on sustainable energy production, faced an industry paradigm shift due to evolving environmental regulations. To address this, they needed to implement new technologies and processes rapidly.

Understanding the potential for resistance, Green Earth Industries prioritized open
communication with their workforce. They held town hall meetings where leadership discussed the necessity of change and invited feedback and suggestions from employees at all levels. By involving employees in the decision-making process and acknowledging their input, the company built trust and buy-in for the changes.

Furthermore, Green Earth Industries initiated a mentorship program that paired experienced employees with those new to the industry. This initiative allowed for a smooth knowledge transfer that not only facilitated adaptation to new processes but also fostered a sense of community and shared purpose.

As a result, Green Earth Industries successfully transitioned to compliance with new regulations without major disruptions, and employee morale remained high.

Strategies for Empowering Employees

From these case studies, several key strategies emerge for empowering employees during times of change:

Education and Training: Invest in learning opportunities that equip employees
with the skills necessary to thrive in new environments.
Transparent Communication: Keep employees informed about the reasons for
change and the benefits it brings. Encourage open dialogue and feedback.
Inclusive Involvement: Involve employees in the change process, valuing their
insights and contributions to create a sense of ownership.
Supportive Leadership: Encourage leadership to act as coaches and mentors,
providing guidance and support to navigate through change.
Cultivate a Collaborative Culture: Foster teamwork and cross-functional
collaborations to leverage diverse skills and perspectives.

Change does not have to be a daunting process. Empowering employees through effective strategies ensures not only the success of organizational transformations but also helps build a resilient, engaged, and innovative workforce ready to tackle future challenges.

Let us continue to prioritize human-centered approaches in change management, ensuring that our employees are not just surviving but thriving in a dynamic world.

This article focuses on empowering employees during times of change. It provides an introduction to the topic, explores the power of employee empowerment, illustrates two case studies, and suggests strategies for organizations to empower their workforce effectively.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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Announcing Human-Centered Change & Innovation Weekly

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Human-Centered Change and Innovation Weekly Newsletter

We’re about two months into the re-birth and re-branding of Blogging Innovation as Human-Centered Change and Innovation.

At the same time I brought my multiple author blog back to life, I also created a weekly newsletter to bring all of this great content to your inbox every Tuesday.

Human-Centered Change & Innovation Weekly brings four or five great articles as an email to you from myself and a growing roster of talented and insightful contributing authors, including:

Robert B. Tucker, Janet Sernack, Greg Satell, Linda Naiman, Howard Tiersky, Paul Sloane, Rachel Audige, Arlen Meyers, John Bessant, Phil Buckley, Jesse Nieminen, Anthony Mills, Nicolas Bry and your host Braden Kelley.

You can sign up for the newsletter here:

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And, if you’ve missed out on previous issues and would like to explore them, you’ll find the links below:

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Finally, if you know a globally recognized human-centered design, change, innovation, transformation or customer experience author that should be contributing guest articles to the blog and newsletter, have them contact us.

I hope you continue to find value in everyone’s contributions to the conversations around human-centered change, innovation, transformation and experience design!

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Don’t Forget to Innovate the Customer Experience

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Don't Forget to Innovate the Customer Experience

Too often we speak about Innovation, Customer Experience, Digital Transformation, Employee Experience and Organizational Change as very distinct and separate things.

But is this the right approach?

Those of you who have read both my first book Stoking Your Innovation Bonfire and my second book Charting Change know that the main reason that the second book even exists is because innovation is all about change.

Apple couldn’t bring the iPod, iTunes and the iTunes store to market without inflicting incredible amounts of change upon the organization and building many different new organizational capabilities and hiring many new types of people with many types of expertise new to the organization.

I’ve also written about BIG C and little c change, with BIG C change including transformations of many types (including digital) and little C change including projects and other small initiatives. And yes, every project changes something, so every project is a change initiative. And so yes, project management is in fact a subset of change management, not the typical wrong way ’round that change management is usually made subservient to project management.

Stop it!

Architecting the Organization for Change

For an invention to have any chance of becoming an innovation, the organization must transform, and to do this well we must design corresponding changes in both employee experience and customer experience to accelerate and integrate:

Value Creation
Value Access
Value Translation

See my important article Innovation is All About Value for more background on these three phrases.

Because of the interconnectedness between innovation, change, transformation, customer experience and employee experience we must look at these different specialties holistically and in a coordinated way if we are to maximize our chances of successfully completing the journey from invention to innovation.

Service Design and Journey Mapping have a role to play, as does Human-Centered Design because people are at the heart of innovation and transformation. These tools can help uncover the customer needs and help visualize what the NEW experiences must look like for both employees and customers to maximize the holistic value created and the ability of customers to access that value as effortlessly as possible.

As we work to design the potential innovation as a product or a service or a combination of the two, we must also consciously design the customer experience and employee experience to enhance to possibilities of this invention becoming an innovation. This includes potentially designing OUT touchpoints in current journeys that people may taken as a given, but maybe no longer need to exist if we are truly keeping the customer and their wants/needs at the center of our focus.

As part of your innovation activities, consider creating customer and employee journey maps, printing them poster size and placing them front and center on your innovation wonder wall so that you can ask your innovation team the following questions:

What is different about this customer or employee touchpoint when considering our potential innovation?
How could we design out the need for this customer or employee touchpoint?
With our potential innovation, what customer or employee touchpoints may no longer be necessary?
With our potential innovation, what new customer or employee touchpoints may we need to create?
What organizational and employee knowledge and capabilities are we missing, that we must have, to deliver the necessary and expected customer and employee experiences?

As we explore these questions, they allow us to look beyond the product or service that forms the basis of the potential innovation that we are creating and create more value around it, to make our customers’ and employees’ experiences of our potential innovation better, and to increase our chances of more successfully translating the holistic value for its potential customers.

Customer and employee experiences are not detached and separate from the new products and services forming the basis of your innovation activities.

The change and transformation that accompany innovation are not separate either.

We must look at all of these specialties together and not see them as isolated things, otherwise we will fail.

So keep innovating, but be sure and consider the change and transformation necessary to help you be successful and how you are going to innovate your customer and employee experiences at the same time!

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The Rise of Employee Relationship Management (ERM)

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The Rise of Employee Relationship Management (ERM)

by Braden Kelley

What’s in a name?

From the early days when HR was referred to as workforce management or personnel management, to the emergence of scientific management and labor unions, the practice of human resources has been constantly evolving.

The name for the practice and principles of getting the most out of people in business has continued to change too, with the latest term ‘human resources’ coming into being along with an acceptance that human factors were more important than physical factors and monetary rewards for motivation.

The Accelerating Pace of Change

But, in an era when the pace of change and transformation are constantly accelerating and innovation is increasingly important to maintaining relevance, should we still be focused on ‘human resources’? Or does our view and language need to evolve?

Every day customer experience becomes more crucial to market success, and more people are talking about happy employees as being the key to happy customers. But, are employers backing up this talk?

Today most digital transformations have at their heart, several elements of an evolved customer relationship management (CRM) approach and often one or more customer journey maps.

The Shift from HCM to ERM

So, should we be shifting our views from a focus on Human Capital Management (HCM) to a focus on ERM (Employee Relationship Management) and EX (Employee Experience) to mirror how we are thinking about the importance of employees as something not to be managed but instead to be empowered, supported and developed?

And how will Generation Z change expectations of employers?

Making a shift in our mindset and our language when it comes to employees, could also cause us to focus on different metrics – shifting from a focus on controlling the costs of salaries and benefits to optimizing employee lifetime value (ELV).

Unlocking the True Value of Employees

Employees are not just a cost, they are a source of incredible value and to unlock their full potential we must invest in helping them maximize the value they can create, access, and translate for customers. Me must go beyond training and invest in even more powerful initiatives like human libraries and internal internships to help each employee not just do the job they were hired to do, but to do the job they were born to do.

Innovators Framework (one of the many concepts introduced in my first book Stoking Your Innovation Bonfire)

Building on the work of London Business School’s Gary Hamel and shifting to an Employee Relationship Management (ERM) mindset we can get beyond the obedience, diligence and intellect that fear, greed, management and leadership can deliver, and instead focus on unlocking the initiative, creativity, passion and innovation that will drive the organization to higher levels of success and continuing relevance with customers.

Employee Relationship Management (ERM) is the Future of HR

We must reimagine our approach to the humans in our organizations and to recognize and leverage their uniqueness instead of treating them as replaceable cogs in a machine.

The time has come for organizations to manage both the experiences and the relationships with each of their employees as individuals to make the collective stronger, healthier, and more resilient.

Now is the time to build a conscious, measured, professional approach to Employee Relationship Management (ERM).

What say you?

Accelerate your change and transformation success

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