Employee experience is the total value that employees give to their companies as a result of their interactions with them. This definition is very similar to the definition of customer experience. In methodology and approach, the management of customer and employee experience are very similar.
Your customers pay you money and you pay your employees. Although there seems to be an inverse connection here, the quality of the service provided by your employees is decisive for your customers to choose you. Employees’ feedback on products and services is also extremely valuable.
A business whose goal is the perfect customer experience should also focus on the perfect employee experience. Employee experience and customer experience are considered inseparable.
The English abbreviation for customer experience is CX (Customer Experience), while the abbreviation for employee experience is EX (Employee Experience). Today, the unique customer experience offered by companies such as Starbucks, Amazon, Apple and Google is the work of their employees from the top to the bottom.
You must measure to manage
Although managing the employee experience seems to be the task of the HR (Human Resources) department, all managers have a responsibility in the management of this process, which involves everyone from the top to the bottom.
Measurement should be made in every interaction of every employee, from the new employee to the employee leaving the job. In addition to periodic evaluation surveys, measurements should be made with event-based surveys (promotion, job change, training, resignation, etc.). Open and closed-ended questions should be used together in surveys.
Surveys in which employees evaluate their managers and colleagues and managers evaluate their employees should be conducted periodically.
Surveys on working conditions and facilities (transportation, food, health, etc.) are of critical importance.
Start at the bottom of the pyramid
Consider Maslov’s hierarchy of needs. Starting from the bottom of the pyramid, organise surveys that measure how much of employees’ needs are met all the way up to the top. Remember that employees spend more time at work than at home and see their colleagues more than their loved ones. An employee’s performance will peak at the top of the pyramid.
Value confidentiality
If you want accurate and reliable results from the surveys you conduct, you need to ensure confidentiality. Some surveys should be conducted anonymously, and for those that are not anonymous, you should ensure the confidentiality of personal information. Emphasise at the beginning of the survey that the information will not be shared with managers and colleagues so that the respondents feel comfortable.
Create internal feedback channels
Provide channels for employees to leave feedback on every issue within the organisation. Categorise the feedback received through these channels and deliver it to the relevant units. The intranet site will be a great channel for internal feedback. Evaluate the products and services offered by the company from the employees’ perspective. Make leaving feedback a part of the corporate culture. Remember that your employees are also your best customers.
Employee net promoter score: eNPS
With the Net Promoter Score (NPS) measurement, you ask your customers ‘How likely are you to recommend us to your acquaintances?’ and ask them to give a score between 0-10. And do your employees recommend your company as a place to work? You can adapt the NPS question to your employees and measure the eNPS (employee NPS), or employee net promoter score.
Simply revise your question to ‘How likely are you to recommend this company as a place to work to people you know?
Start right now
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