Hi, welcome back. In these next two classes, we are going to explore employee experience. This might seem a little tangential to brand and customer experience, but it really is all related uptight together in the next class. In his first class, we'll focus on an overview of what employee experiences. So, stay with me here because it really is closely tied to customer experience and brand. In the last few years, some companies have launched efforts to change the ways that they attract and retain employees. Of course, this is not necessarily a new goal, human resource departments and companies have always to various degrees worried about recruiting good employees and keeping the best ones happy. What's different is that now some of the most basic assumptions about what it takes to motivate employees are being challenged by a lot of really interesting research. One of the biggest insights from this relatively new research om employee motivation, is that money is not really a good motivator, especially for the best performing employees. So, score one for humanity. So, some companies in order to improve employee experience, they looked at successful tech companies, and tried to replicate their employee programs. So, providing perks such as free lunches, football tables, laundry service, free taxis home on working, late et cetera. Surprise, it didn't have the impact that the management thought that it would have. It turns out that employee satisfaction can't be bought by simple gimmicks like those. In my opinion, much of the investment in workplace fun may have really been simply a clever plan to keep employees at work for longer hours. So, management can squeeze more productivity out of them. More recently however, other companies used many of the tools borrowed from the design world, design thinking, empathy maps, and customer journey mapping, and applied them to rethinking the employee experience. So, customer journeys for example, became the employee journey. You see here one templates of an employee journey. Notice how much it resembles the customer journey. It's basically the same vertical stages and the same horizontal tracks. In the beginning of both the customer journey and employee journey, is the awareness phase. How do you become aware that the company exists? And just as in a customer journey how do you become aware of the product or service exist? Or the company that sells that exist? In the second stage of this employee experienced template, it's labeled nurture. But that could have easily just been called a consideration, it's same concept. Then converts in the employee journey you see is really the purchase phase and a customer journey. The next stages retain an advocate or nice additions that are worth exploring. I would say the one vertical stage that to me that seems missing is the use of equivalent. I'm not sure what that would be labeled for an employee journey, perhaps fulfill role or produce, but it seems to me that it's absolutely critical to understand the employee's perspective on a reaction to psycho-sociological context of work, how they feel measured and recognize and compensated for the work they're doing, so how did they fulfill their role. So, I think that stage needs to be added. We don't really need to go into details of the horizontal tracks for the employee experience, but the ideally should show that the role evolution of an employee, that employee undergoes, that there are many touch points with the company support for the employees role in their career. Just as we spoke about the need to adapt to customer journey template to the context of your organization and a product of cells, it's important to recognize an employee journey needs it be flexible as well. Some organizations perhaps universities have a tenure process, that dramatically changes the professor's role once he or she is tenured. This might be a specific horizontal state to call out in that particular employee context. Just a quick aside about the use of customer journeys or journey's and general, we spoke a lot about customer journeys and now we have employee journeys. There're also student journeys, there're citizen journeys. I think we should recognize that journey mapping tool is and process is incredibly flexible and provides a really powerful way to talk with your colleagues and stakeholders across very complex processes. So, hats off to the inventor of these tools wherever you are. So, in the next class, we're going to tie this process of employee experience back to the context of customer experience and brand strategy and alignment. This is actually a really important discussion about achieving the ever elusive alignment that all customer experience programs strive for. In customer experience and brand teams have a big role to play. So, I'll see you next time.
