strategy+business^ issue^9878
takes into account the aspects of everyday life through which the company and
its employees engage. These include the design of office space, the policies and
practices that govern behavior (including appraisals), and the digital or video
interactions that occur over a smartphone or computer.
A number of researchers have found strong correlations between EX and
business success; for example, Employee Experience Advantage author Jacob
Morgan reports that companies that made what he calls “amazing” investments
in EX had more than twice the average revenue, more than four times the
average profit, 24 percent greater productivity, and superior stock performance
compared with other companies.
Because they take place at a larger scale, EX efforts may feel very different
from LX efforts, even if they have the same general content. But as with LX,
participants should focus on establishing and earning genuine emotional
commitment. Work within the existing culture of your enterprise, emphasizing
the best of the behaviors you see there. Enlist AILs as contributors to the design
of the effort. They are often already attuned to how others around them are
thinking, and as early adopters of new attitudes and behaviors, such as digital
upskilling or customer-centricity, they’re used to helping others learn. They can
also help sense and articulate the opinions and emotions of others around them.
Encourage employees to occupy the high ground in thinking about
customers. They are usually under pressure to give customers what they ask for
— an avenue to the low ground. Ask them to instead spend time with customer
research (and in some cases with customers themselves) exploring responses tofea
ture (^)
or
ga
niz
ati
on
s (^) &
(^) pe
op
le
78