Employee experience management

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Along with the notion of Experience Economy, Employee experience is defined as what an employee received during their interaction with careers’ elements (e.g. firms, supervisors, coworkers, customer, environment, etc.) that affect their cognition and affection and leads to their particular behaviors.[1][2]

Employee Experience Management (EEM) is conceptualized by Abhari as an approach to deliver excellent experience to employees, which leads to the positive customer experience by emphasizing on their experiential needs - like Experiential Marketing for external customers.[3][4]

Harris (2007) hinted, “It [customer experience] begins at the heart of an organization. It begins with employees who are being the strategy and living the brand”. EEM, same as Internal marketing, is an internal approach by focusing on employees (internal customer) prior to external customers.[5] The notion of EEM comes from the question of how firms make sure that employees create the desirable customer experience, whenever they interact with customers or provide the information and services to them (Schmitt, 2003, p. 219).[6] Alternatively, utilizing employees in delivering brand value promise is remarkable concern in EEM. EEM also goes beyond standard Human Resource Management by rewarding more employee-experience in form of both professional and personal development (Schmitt, 2003, p. 207).[7]

Internal communications, a core principle of delivering EEM[8] and employee engagement is a common characteristic amongst top employers[9] but surprising scarce generally; “feedback is the key to giving employees a sense of where they’re going, but many organizations are remarkably bad at giving it."[10] There are various ways that businesses can engender a culture of regular, open communication. These range from regular (weekly or monthly) departmental team meetings to monthly or quarterly meetings of the entire business. Where having actual meetings is not always possible, due to the nature of the business, shift work or having multiple locations an intranet can allow companywide dialogue. Enclosed corporate social networks[11] allow more interaction between team members who do not physically interact on a regular basis such as telecommuters or teams based in different offices.

References[edit]

  1. ^ Employee Experience Management
  2. ^ Madjar, N., Oldham, G. R., and Pratt, M. G. 2002. "Theres 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.
  3. ^ Enhancing Service Experience Through Understanding Employee Experience Management [1]
  4. ^ Harris, P. (2007). We the people: The importance of employees in the process of building customer experience. Brand Management, 15 (2), 102-114.
  5. ^ Enhancing Service Experience Through Understanding Employee Experience Management
  6. ^ Schmitt, B. H. (2003). Customer Experience Management. New Jersey: John Wiley & Sons Inc.
  7. ^ Schmitt, B. H. (2003). Customer Experience Management. New Jersey: John Wiley & Sons Inc.
  8. ^ http://www.thefreelibrary.com/Enhancing+Service+Experience+Through+Understanding+Employee...-a01073931658
  9. ^ http://www.businessweek.com/smallbiz/content/jul2008/sb20080716_648090.htm
  10. ^ http://web.archive.org/web/20061123123100/http://haygroup.ca/pdf/knowledge_engaged_performance_working_paper.pdf
  11. ^ Corporate Social Networks

External links[edit]