Social:Employee experience management
Along with the notion of experience economy, employee experience is defined as a set of psychocognitive sentiments about the experiential benefits of employment.[1] Employee experience is formed when an employee interacts with careers’ elements (e.g., firms, supervisors, coworkers, customer, environment, etc.) that affect his or her cognition and attitudes and leads to particular behaviors related to the employee's job and company.[2] Employee experience management (EEM or EXM) was conceptualized by Kaveh Abhari as an approach to deliver positive experiences to employees that leads to positive customer experience by emphasizing their experiential needs as does experiential marketing for external customers.[3] EEM, in a similar manner as with internal marketing, is an internal approach focusing on employees (internal customers) prior to external customers to improve the work environment.[4] EEM is based on the goal of creating a desirable customer experience whenever employees interact with customers or provide information and services to them.[5] Utilizing employees in delivering brand-value promises is another concern. EEM goes beyond standard human-resource management by rewarding employee experience in the forms of both professional and personal development.[5]
A global human-capital trends survey based on more than 7,000 responses in over 130 countries framed the shifting paradigm as: "After three years of struggling to drive employee engagement… Executives see a need to redesign the organization."[6] In a July 2021 IDC survey, 85% of respondents reported that an improved employee experience and higher employee engagement translate to better customer experience, higher customer satisfaction, and higher revenues.[7]
See also
References
- ↑ "Abhari, K., Saad, N. M., & Haron, M. S. (2008). Enhancing Service Experience through Understanding: Employee Experience Management. International Seminar on Optimizing Business Research and Information Technology.Jakarta.". https://www.researchgate.net/publication/325967966_Enhancing_Service_Experience_through_Understanding_Employee_Experience_Management.
- ↑ Madjar, N., Oldham, G. R., and Pratt, M. G. 2002. "There's no place like home?: The contributions of work and non-work sources of creativity support to employees creative performance", Academy of Management Journal, Vol 45, pp. 757–767.
- ↑ "Why meaning is the key to employee experience - and customer satisfaction". https://theexperienceofwork.economist.com/why-meaning-is-the-key-to-employee-experience-and-customer-satisfaction.
- ↑ Enhancing Service Experience Through Understanding Employee Experience Management
- ↑ 5.0 5.1 Schmitt, B. H. (2003). Customer Experience Management. New Jersey: John Wiley & Sons Inc.
- ↑ "Global Human Capital Trends 2016 | Deloitte US | Human Capital". http://www2.deloitte.com/us/en/pages/human-capital/articles/introduction-human-capital-trends.html.
- ↑ "How Companies Can Futureproof Against Unpredictability" (in en). 2022-01-17. https://www.inc.com/shama-hyder/how-companies-can-futureproof-against-unpredictability.html.
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