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STEP 1: DEFINE THE DESIRED EXPERIENCE JOURNEY

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STEP 1: DEFINE THE DESIRED EXPERIENCE JOURNEY

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Your first step is to complete the think, feel, and do components for the before, during and after sections of the canvas.

The second question is: If this is the experience we want to design, which activities will create that experience?

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Your first step is to understand the current experience. Practically, you want consumers to tell you what they are thinking, feeling, and doing when involved with the experience.

On the canvas, start with the “during” timeframe and ask consumers questions such as:

What are the activities that happen during the experience?

When you are involved, what are you thinking, feeling, and

doing?

What frustrates you?

What do you believe should be done differently?

How would you change that?

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During the discovery phase of the design thinking process, we aim to imagine new solutions to the consumer problems identified during the empathizing phase.

To do this, we need to think beyond traditional solutions and use our newfound understanding of the consumer persona to inform new possibilities.

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In this part of the model, try to understand as much as possible about the user e.g. employees at different stages of the employee life cycle.

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Design Thinking Principles and Techniques

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Design Thinking Principles and Techniques

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HR often receives criticism about the employee experience. Business leaders think that investing resources into creating positive perceptions throughout the employee journey does not make business sense.
And it’s just a “nice to have” that HR is driving.

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A study by MIT indicated that investment EX  leads to 2 times more innovation, 50% more customer satisfaction % 25% higher profits

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Employee experience has been shown to directly influence employee engagement, motivation, and morale, which all impact the ability for employees to perform

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Phases that are critical to the design thinking process:

1. empathizing,

2. discovering,

3. designing

4. prototyping,

5. building and implementing,

6. listening and measuring to optimize the experience.

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STEP 2: IDENTIFY THE PRACTICAL EXECUTION OF ACTIVITIES

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STEP 2: IDENTIFY THE PRACTICAL EXECUTION OF ACTIVITIES

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Once there is agreement on which of these activities will most effectively create the desired experience, identify how to  make these experiences practical.

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Map the activities based on Persona Profiles

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Map the activities based on Persona Profiles

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At the top of the canvas, the timeline section plots your EX in terms of before, during, and after the experience (orange)

The next section helps you understand the current journey and experience of the employee (blue); and

The last section helps you map the desired journey. This is where you’ll use if-then statements (green).

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Often we don’t ask why we do things, and over time, these behaviors can become so ingrained that we neglect to explore alternative approaches.

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It’s about enabling memorable moments throughout the employee lifecycle.

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Shifting toward a consumer-centric perspective changes how you approach HR processes and measure success. It is not only about efficiency and effectiveness, but also about engagement and experience.

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HR often receives criticism about the employee experience. Business leaders think that investing resources into creating positive perceptions throughout the employee journey does not make business sense. And it’s just a “nice to have” that HR is driving.

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The first step is to identify the moments that matter for the employee and the moments of impact for the organisation.

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A common mistake in designing employee experiences is neglecting to focus on the value of the experience for both the employee and the organization.

If you only focus on the employee, you’ll find yourself fighting to show business leaders the benefit of investing in EX and constantly having to prove why the experience matters to the organization.

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The first priority is to break down the finalized EX design into tangible deliverables and focus areas.

To identify what workstreams you need, look at the finalized EX canvas and group together work of a similar nature.

Then, scope and identify “what is the work to be done”, “what resources do I need” and “who will own this as part of business as usual.”

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This will help you understand what you want to change about the future experience.

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STEP 2: IDENTIFYING PAIN POINTS AND OPPORTUNITIES

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STEP 2: IDENTIFYING PAIN POINTS AND OPPORTUNITIES

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The next step is to look at the current end-to-end experience and identify pain points and opportunities.

A technique is to ask consumers to list whether this is a point of pain, joy, or opportunity.

You can do this by asking them to reflect on the experience, look at the different actions, and then evaluate the think, feel, and do comments assigning either a P, J, or O to the steps.

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(persona) For new early career joiners,

(independent variable) creating a positive hiring experience

(dependent variable) leads to higher levels of employee engagement

outcome)that results in faster time to productivity.

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Apply various techniques to combine quantitative and qualitative data to inform assumptions about the user.
The best way to do this is to build different user personas that help you understand the world from your users’ perspective.

By understanding these three personas, one can explore the experiences in the prioritization matrix and relate them to the three persona profiles.

Then, it is possible to incorporate the right experiences for each persona into the next phase: discovery.

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It’s about enabling memorable moments throughout the employee lifecycle. 

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"A human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.”

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IT in the 1980s, Marketing - customer experience, recruiting (candidate experience) ->  all 3 are rooted in the psychology of human behaviour.

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It’s about perception. You want to influence the way that the employee thinks and feels about the organization.

It is about interactions. The focus is on creating memorable moments or moments that matter for the employee.

Good experiences deposit money into the trust account of the employee, while unfavorable experiences detract from the trust account.

Employee experience is not a once-off event but a collection of moments at different points of their employment journey.

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The x-axis represents the value of the experience for the employee from low to high.

High-value experiences are meaningful, and you would consider them moments that matter for the employee.

Lower- value experiences can be seen as foundational or hygiene experiences, things that have to happen, but they will not necessarily move the dial for the employee.

Even though these experiences might be of lower value, if they do not occur efficiently or effectively, they can detract from the overall employee experience.

On the y-axis, you’ll map the value of the experiences for the organiza- tion in terms of low and high value. These moments are referred to as moments of impact. When you plot the different experiences along these two axes, they’ll end up in four different blocks.

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A good hypothesis includes the following:

1. It needs to include who the solution is for—think of the persona.

2. It needs at least two variables to be explored: one is independent and one dependent.

3. Independent variables can be manipulated or changed—they are the cause; dependent variables are the effect, or the result of changing the independent variable.

4. And it needs an outcome you predict.

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CREATING EXPERIENCE PROTOTYPES, TESTING, AND ITERATING

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CREATING EXPERIENCE PROTOTYPES, TESTING, AND ITERATING

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In the next phase of design thinking, you’ll build and prototype an employee experience. At this stage, you can test your solution with consumers, obtain feedback, make changes, iterate, and improve quickly.

You can think about prototyping as a way to give the consumer a taste of your desired experience.

That way you can see whether your assumptions and ideas will work in the real world.

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Creating well-defined personas will help you understand your users’ needs, experiences, behaviors, and goals. It will, thus, enable you to build effective services or experiences. These steps are needed:

(1) collecting data about your users,
(2) describing personas,
(3) analyzing that data, and
(4) validating persona profiles.

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1) empathize with the user
2) understand the problem
3) collaborate, learn, and evolve

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EX is rooted in the psychological contract between the employer and the employee.

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In Block A, you’ll plot high-value moments that matter and high-value moments of impact.

This block will contain the experiences that should be prioritized as they are important to the employee and provide value to the organization. A good example here is a positive onboarding experience. It is important to the employee as it creates a sense of belonging and makes them feel welcome. For the organization, it helps employees become productive faster, leading to higher performance levels.

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The next step is to look at the current end-to-end experience and iden- tify pain points and opportunities. A technique I have used is to ask consumers to list whether this is a point of pain, joy, or opportunity. You can do this by asking them to reflect on the experience, look at the different actions, and then evaluate the think, feel, and do comments assigning either a P, J, or O to the steps.

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Building Hypotheses in the Discover Phase

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Building Hypotheses in the Discover Phase

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A hypothesis statement is a “statement about the relationship between two or more variables.” A hypothesis is not a guess; it is based upon informed insight about a particular topic.

This is why the model requires you collect some initial insights during the input phase: your moments that matter and moments of value.

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THE DIFFERENCE BETWEEN EMPLOYEE EXPERIENCE AND ENGAGEMENT

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THE DIFFERENCE BETWEEN EMPLOYEE EXPERIENCE AND ENGAGEMENT

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Employee engagement refers to employees’ motivation, commitment, and willingness to exert discretionary effort to contribute toward the organization’s goals. Simply, it’s how willing employees are to give their organization their best every day.

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In the “if” part of the statement, you’ll describe a new possibility. In the “then” part tackle what you would need to do or what would happen if that possibility was a reality.

As a rule of thumb, you want to focus on changing pain points, capitalizing on opportu- nities, enhancing experiences of joy, and turning neutral experiences positive or, at a minimum, keeping them neutral.

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In Block B you can place experiences that are a means to an end. They might not necessarily enhance the employee experience or add value to the organization, but they are definitely necessary.

Think about the experience of booking meeting rooms and travel here - if you get this wrong, if the experience is frus- trating and the tools are clunky, it can lead to great dissatisfaction.

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THE DIFFERENCE BETWEEN EMPLOYEE EXPERIENCE AND ENGAGEMENT

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THE DIFFERENCE BETWEEN EMPLOYEE EXPERIENCE AND ENGAGEMENT

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Employee experience, on the other hand, is what we’ve been talking about so far. It’s the lived experience and perceptions that employees have along the employee lifecycle. These experiences are created by empathizing with the employee, understanding their needs, and craft- ing outward-in solutions that optimize the moment in time for both the employee and the organization.

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In Block C, you’ll plot moments that matter to the employee, but they might not have high value for the organization.

Experiences within this block should be made as pleasant as possible but should not take up too many additional resources or time to implement.

An example here could be something like long-service awards. It is very important to employees when they reach that milestone, and even though it’s important for the organization, it’s not necessarily a top priority item.

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In Block D, you’ll find high-value moments for the organization that are not necessarily that important to the employee.

This is the block where HR most often goes wrong by prioritizing experiences that are important to the organization but not necessarily that important to the employee.

Think about the last team event organized at your office. It might have been extremely important for the leader who sponsored it and the team that arranged it, yet employees might have been just as happy with an event that was less extravagant, took up less time, and had the same impact.

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Listening to employee experience feedback is one of the most important, yet often under-appreciated, phases in the employee experience design process.

Quite often, once a solution has been implemented, most peo- ple want to move on to the next project, but it is important to design and implement sound listening mechanisms that will continuously gather feedback and allow you to evaluate the experience over time.

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A listening post is a specific experience touchpoint that gathers data on how the experience was perceived by the consumer. For example, one employee journey could have multiple listening posts at key moments; it is important that you are intentional about where you collect feedback.

The goal of a listening post is to gather feedback to better understand whether the revised experience is delivering on the “think, feel, and do” target experiences that you identified in your EX canvas.

You have to incorporate these listening posts into the experience so that the consumer does not feel as if this is a stand-alone occurrence, but rather a natural flow within the experience.

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Listening posts will be focused on specific moments in time and should be guided by your EX canvas.

Another popular metric is the Net Promoter Score, or NPS, which can add an additional dimension to measuring employee experience.

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The NPS is a measure of the likelihood of a consumer recommending your experience to others.

HR borrowed this measure from marketing and adapted it to the internal employee experience process.

The net promoter score is usually calculated on a ten-point scale which arranges feedback into three categories.

It is based on the statement: “How likely are you to recommend our organization to colleagues or friends?”

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DEMONSTRATE THE IMPACT OF YOUR EXPERIENCE

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DEMONSTRATE THE IMPACT OF YOUR EXPERIENCE

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The first is operational metrics: What happened? For example, how many individuals accessed customer satisfaction learningthis quarter and what was the cost per learner?

The second is experience metrics: How was it perceived? For example, what was the net promoter score for the learning expe-rience compared to last quarter?

The third aspect is Impact metrics: What happened with the metrics you want to influence over the same time period? Forexample, what is happening with your employee engagement scores and how have your customer satisfaction scores also moved in the same period?

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M2L4 DESIGN THINKING _ EMPLOYEE EXPERIENCE - Handout

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https://miro.com/app/board/uXjVMNAb8NQ=/?share_link_id=134643914642

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5. Oktober 2023, Wien

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Experience matters most

Die Mitarbeiter:innen sind der einzige USP, der Unternehmen in einer globalisierten Wirtschaft unter dem Eindruck eines schwieriger werdenden Arbeitsmarkts tatsächlich bleibt. Dementsprechend ist Employee Experience Design zu Recht der absolute Megatrend im Bereich People Management, Unternehmenskultur, neues Verständnis von HR und strategischer Zukunftsgestaltung für Unternehmen.

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Employee Experience Summit, 5. Oktober 2023, SO/ Vienna, Wien. Eine Veranstaltung der LSZ.