Thanks to COVID-19 we have all seen or experienced a seismic shift in both the workplace and workplace culture. Employees are demanding more from the companies they work for, and it is essential leaders find ways to respond in order to avoid losing key talent.
As we found in our previous articles in this series of blogs about the employee experience, creating a positive employee experience is vital for companies who wish to attract and retain the best personnel. And designing that experience should be approached with a methodical, results-based process that looks at the experience holistically.
The importance of managing experiences properly is not a new concept. Back in 1998, Gilmore and Pine published an article in the Harvard Business Review, coining the term ‘experience economy’ and focusing on the ‘fourth economic experience’. They argued that the service economy followed the three previous stages of an economy: agrarian, goods-based, and service.
We talked about the experience economy in our previous blog and why the employee experience is so important. To create the optimum employee experience, it is first necessary to understand where the areas of friction are. Only then can a positive experience be designed that will increase productivity, improve retention rates, and enhance brand reputation.
In our previous blogs we looked at how and why the employee experience has become so relevant to a company’s productivity, profitability, and brand identity and reputation, as well as the factors that have the greatest impact on it.