Start-Up & Employee Experience's Practice

We at Leadership-Experiences are highly passionate about designing and implementing HR & employee experience interventions through unique and creative platforms keeping the desired culture, attracting top talent, future of work and from an employer brand perspective be it brick & mortar or Start-Up organisations.

One of our key interventions is to reimagine and craft the employee experience through employee experience platform’s

How customers experience your business starts with how employees experience it. Design thinking helps create an engaging workplace that delights the workforce during the “moments that matter.”

Studies have documented a clear statistical relationship between increases in frontline engagement, increases in customer service, and revenue growth. So whether your team is focused on strategy, process transformation, or implementing new technology, applying design thinking to reimagine and craft the employee experience is key to driving sustainable business performance.

Just as numerous consumer-facing processes and interactions have been retooled and simplified to provide a more satisfying customer experience, HR can begin to shift its approaches as well. The idea is to move from a process-driven mindset to a mindset that always begins with the experience for the HR customer—who could be a candidate, employee, contingent worker, or even alumni. So, for example, instead of thinking in process terms, “What do we need new-hires to do on their first day?” HR thinks in experience terms: “What do we want a new employee’s first day to be like?”

Let’s look at few examples of how HR can apply design thinking to reimagine and craft the employee experience to drive sustainable business performance: overall employee experience strategy, HR process transformation, HCM technology selection, and HR operational services.

Integrating design thinking in to employee experience strategy

  • A FinTech created an employee experience strategy as part of an overall HR transformation to increase customer service and simplify HR processes. The design team observed and interviewed HR employees and HR customers to identify priority workforce segments and the experiences that mattered most to them. Next the team created journey maps that revealed the moments that mattered most to each of the customers.
  • This effort defined a set of initiatives to quickly build, test, and iterate to begin to achieve the customer experience vision. Where is that FinTech now? Continuing on its transformation journey and reporting both a positive impact on the areas the employee experience strategy targeted—from brand differentiation to customer service excellence—and a return on investment through process efficiency.

Facilitating HR process transformation through design thinking

  • The disruptions impacting an organization’s business and workforce inspired it to transform its current HR structure, technology, and associated processes by moving to the cloud. Rather than designing purely to support the move, the company is taking advantage of the opportunity to meaningfully enhance the experience for HR customers, putting the customer moments that matter front and centre as it designs for the future.
  • The first, strategy phase of the transformation involved defining customers (e.g., a manager, a new recruit, an experienced hire, etc.), identifying the moments that matter to those customers, and creating journey maps of their employment experience. Now the company is using a hybrid agile methodology that employs models, prototypes, and multiple voices to design, test, and refine solutions. By embarking on an HR transformation with a keen focus on customer experience, the company is setting itself up to improve the quality of HR interactions, increase process efficiencies, and drive increased workforce engagement and productivity—all in one shot, for a truly value-added solution.

Connecting Design thinking to discover the right Human Capital Management (HCM) platform selection

  • An organization bucked the traditional software selection approach of issuing RFPs, down-selecting to a short list of vendors, and then conducting vendor demonstrations to ultimately select and contract for one or more technologies. Instead, the company applied design thinking to focus on the unique requirements that heavily influenced the employee experience and shaped the moments that matter most. The result was an HCM technology selection better aligned to business and workforce needs. It also helped to support strong user adoption of the new technology because it was selected with customers’ specific needs in mind

Interconnecting design thinking with HR Operational Services

In our final example, decreasing employee satisfaction combined with a reduced ability to provide meaningful insight to the business, pushed an organization to leave its cost-focused HR Shared Services model behind and design an experience-focused HR operational services organization. The result is an HR operational services organization that:

Integrated the employee experience for transactional and service needs with chatbots and natural language processing with case management, content management and easy-to-use mobile and web portals

Embraced design thinking to discover new ways to simplify work and improve productivity, performance, and engagement

Focused on the employee experience holistically, considering all the contributors to workforce satisfaction and engagement in the design of its products and services

Invested strategically in new technology to breakdown organizational silos, enhance productivity, drive adoption and deliver a differentiated employee experience

Moved beyond traditional shared services metrics and embraced open feedback systems to capture Net Promoter Scores to measure HR customer satisfaction

Searched continuously for opportunities to improve and scale new services to address the desired experience of a multi-generational workforce

we ensure your growth and lead you to success.