How do you deliver impact in a meaningful way in an organization?

You do that by defining, designing, and delivering a workforce experience that matters. We all know we are living in an experience economy, and we commonly agree that workforce experience begets customer experience. Furthermore, we generally understand that technology fuels empathy at scale in the form of experience design. So, it seems straightforward to say employee experience is a worthy and valuable mission.

The fundamental shift required

A fundamental shift in our understanding of workforce experience—measuring how work gets done, how work makes people feel, and designing with humans at the center of data, technology, and business strategies—will get us to a place of measuring and delivering workforce experience design for human performance. And we mustn’t forget this experience is owed to and well-deserved by every part of your worker population: candidate, full- and part-time employee, gig worker, continent labor, all. Obsess over it as you would customer experience.

In my first blog of this employee experience series for Oracle, I described the concept of personalization or E to ME (generic “experience” to “my experience”). Personalization of content, knowledge, journeys, and overall workforce experience requires data. Data is both input and output of a well-designed workforce experience. When you hyper-personalize workforce experience, people want more of it, allowing you to understand and act on what matters most to everyone, deliver targeted, relevant, tailored communication, and provide contextual guidance in the flow of work.

To Know More, Visit @ https://hrtechcube.com/the-problem-with-measuring-employee-experience/