Good employee experience management is a competitive advantage for any organization

Prepared by Giovanni Sissa, Consulting partner of Deloitte Spanish Latin America, Marketplace Andean Region.

The current digital revolution is advancing so quickly that it exceeds what was established in the recent past. Organizations that successfully navigate this process, not only integrate disruptive technologies, but also consider their potential and limitations, while reimagining the ability of human capital to respond to emerging business expectations, needs, and demands.

As repetitive jobs are digitized, automated and robotized, the role that people assume in organizations is increasingly oriented towards aspects that require a more humane approach, such as showing empathy with customers, handling exceptions in processes, identifying future scenarios and innovate.

This generates a series of changes in the way in which the human capital of companies intervenes, since the employee’s experience has a direct impact on the customer’s experience and, by extension, on business results. This implies that any company that considers the customer experience essential must first focus on the employee experience. There is no such thing as a happy customer served by a dissatisfied collaborator.

Multiple studies support this approach. Among them, the Global Human Capital Trends report, published by Deloitte in 2021, warns that one of the main strategies adopted by cutting-edge organizations is to seek to provide well-being to their employees, since aligning the motivations and commitment of employees with the needs of the organization substantially improve both the organizational and economic performance of the company.

Given this scenario, it is evident that the experiences of the collaborator and the client, as well as the financial results, are closely related, for which the EX must be considered as an organizational priority, even more so in those cases in which there is usually a greater interaction between collaborators and clients.

In short, the EX directly impacts the employee’s ability to generate value in companies where the customer experience is relevant. The great challenge is to get companies to effectively manage this process and position it on the organizational agenda at the same level as other strategic priorities. This requires approaching each situation, question, problem and decision from an essentially human perspective that effectively guides the process of monitoring and analyzing human resource satisfaction.

To do this, Deloitte developed an approach based on the Simply Irresistible Business Model, as well as on the book Elevating the Human Experience: Three Paths to finding love and Worth at Work (2021). This perspective explores multiple ways that HR professionals can apply design thinking to imagine, design, and deliver an experience that delights the workforce in their interactions with the organization.

The goal is to move from a process mindset to one that always starts with the employee experience. So, for example, instead of thinking “what do new employees need to do on their first day?”, Talent should focus on “how can we make our collaborator’s first day memorable?”

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