The Employee Experience Advantage: How to Win the War for Talent by Giving Employees the Workspaces they Want, the Tools they Need, and a Culture They Can Celebrate

PRAISE FOR THE EMPLOYEE EXPERIENCE ADVANTAGE

"To attract and retain the best talent, we must focus on creating an innovative employee experience. Jacob′s book shares case studies, research and unique models to demonstrate the incredible value of building amazing teams and transforming how work is done to positively impact business results."
Chuck Robbins, CEO, Cisco

"Companies that invest time and energy in the employee experience will crush those that don′t. This book and the research behind it proves that. Wanna win? Read this!"
John Legere, President and CEO, T–Mobile US

"Well researched, intriguing, and practical. Jacob has written a book that any business leader should read if they want to learn how to attract and retain the best and the brightest talent."
Peter Brabeck–Letmathe, Chairman of the Board of Nestlé SA, Vice– Chairman of L′Oréal and Vice–Chairman of the Foundation Board of the World Economic Forum

"An inspiring, thoughtful and practical book, filled with specific ideas and concrete examples that will make it an indispensable resource for anyone on the journey to building a purposeful, successful, and vibrant organization."
Hubert Joly, CEO of Best Buy

"Every few years a book comes along that will make you think differently about how you design your organization and treat your people. This is one of those books a must read for employers."
James R. Downing, MD, President and CEO of St. Jude Children′s Research Hospital

"Great employee experiences create great customer experiences. This book offers the data behind how and why culture, technology, and the physical workplace are so vital for success!"
Tony Hsieh, New York Times bestselling author of Delivering Happiness and CEO of Zappos.com, Inc.

Acknowledgements

We all care about experience (Introduction)

Part I: The evolution of employee experience

Chapter 1: Utility

Productivity

Engagement

Employee Experience

Chapter 2: Research on employee experience

A note about the research sponsors

Chapter 3: Employee Experience Drivers

Poor success with engagement

Engagement measures downwards

Engagement has become the new annual review

Engagement tends to look at the effect but not the cause

Engagement surveys are exhaustingly long

Engagement acts as an adrenaline shot

The War for Talent

Skills gap and talent shortage

Changing demographics

Changing face of talent competition

Psychology (and sociology)

Business turbulence

Technology

The alternative work arrangements, the gig economy, and employee tenure

People analytics

Transparency

Part II The Reason for Being and the Three Employee Experience Environments

Chapter 4: Reason for Being

Statements from leading organizations

The Three Employee Experience Environments

Chapter 5: The Physical Environment

Chooses to Bring in Friends or Visitors

What this measures

What you can do

Offers Flexibility

What this measures

What you can do

Organization s Values are Reflected

What this measures

What you can do

Leverage Multiple Workspace Options

What this measures

What you can do

Chapter 6: The technological environment

Availability to Everyone

What this measures

What you can do

Consumer Grade Technology

What this measures

What you can do

Employee Needs vs Business Requirements

What this measures

What you can do

Chapter 7: The cultural environment

Company Is Viewed Positively

What this measures

What you can do:

Everyone feels valued

Compensation and benefits

Having employee s voices heard

Organization doesn t ask

Organization asks but does nothing

Organizations asks and acknowledges

Organization asks, acknowledges, and acts

Employees being recognized for the work that they do

What this measures

What you can do

Legitimate sense of purpose

What this measures

What you can do

Employees feel like they re part of a team

What this measures:

What you can do

Believes in diversity and inclusion

What this measures:

What you can do:

Referrals come from employees

What this measures:

What you can do

Ability to learn new things and given the resources to do so and advance

Learning and development

Advancement

What this measures

What you can do

Treats employees fairly

What this measures

What you can do

Executives and managers are coaches and mentors

What this measures

What you can do

Dedicated to employee health and wellness

What this measures:

What you can do:

Chapter 8: The employee experience equation

Part II Why invest in employee experience?

Chapter 9 The Nine Types of Organizations

inExperienced

Emerging

Engaged

Empowered

Enabled

preExperiential

Experiential

Chapter 10: Employee Experience Distribution

Chapter 11: The Business Value of Employee Experience

Customer service

Innovation

Employer Attractiveness

Admiration and Respect

Brand Value

Other Lists

Chapter 12: Business Metrics and Financial Performance

The Cost of Employee Experience

Part IV: Building the experiential organization

Chapter 14: System 1 vs system 2 experiences

Chapter 16: The Employee Experience Design Loop

Respond

Analyze

Analysis reveals

Insight for your organization

Analysis reveals

Insight for your organization

Analysis reveals

Insight for your organization

Design

Launch

Participate

GE

Respond

Analyze

Design

Launch

Participate

Airbnb

Respond

Analyze

Design

Launch

Participate

Chapter 17: The Starbucks model of transparency

The employee life cycle

Chapter 18: Moments that matter or moments of impact

Specific Moments That Matter

Ongoing Moments That Matter

Created Moments That Matter

Chapter 19: Employee experience and moments that matter

Chapter 20: The Employee Experience Pyramid

Chapter 21: What About the Actual Work?

Chapter 22: Who owns the employee experience?

Initiated by the CEO and executive team

Owned by the people team

Driven by managers

Championed by everyone

A Lesson from Airbnb

Chapter 24: The Role of Employees

Chapter 25: Where to start

You have to care, really care

Define a Reason for Being

Build a people analytics function

Start small

Identify the required skills

Have executive support, typically the Chief Human Resources Officer

Train the organization

Tell stories

Build or evolve experience team

Deploy feedback tools/mechanisms

In person feedback

Feedback via technology

Implement COOL spaces, ACE technology, and CELEBRATED culture

Technological Environment

Physical Environment

Cultural Environment

Technological Environment

Consumer–grade technology

Available to everyone

Focused on employee needs

Physical Environment

Workspace options

Values reflected in the workspace

Being proud to bring in friends or visitors

Workplace flexibility and autonomy

Cultural Environment

Sense of purpose

Fair treatment

Feeling valued

Managers acting like coaches and mentors

Feeling like you re part of a team

Ability to learn something new and advance and get the resources to do so

Referring others

Diversity and inclusion

Health and wellness

Brand perception

Identify and created moments that matter (or moments of impact)

Think of your organization like a lab instead of a factory

Chapter 26: Focus on what makes your company unique

Chapter 27: Growing vs grown–up companies

What separates the Experiential Organizations from everyone else

Always improve

Think like a laboratory

Move beyond checklists

Put people at the center

Know your people

Design with, not for

Care

Focus on what makes you unique

Chapter 28: A Futurist s Perspective

Appendix

JACOB MORGAN is a best–selling author, keynote speaker, futurist, and co–founder of The Future of Work Community, a brand council of the world′s leading organizations exploring how the workplace is changing. A highly sought after expert worldwide, he is regularly featured in media publications such as Forbes, Inc., The Wall Street Journal, and many others. He has a regular podcast show on iTunes and a weekly show on Youtube where he shares inspiring and motivational videos on the future of work. He is the bestselling author of The Future of Work and The Collaborative Organization. Jacob lives in Alameda, California with his wife, daughter, and two dogs. To learn more about Jacob and get access to his content visit: TheFutureOrganization.com or email him: Jacob@TheFutureOrganization.com