This is the third article in a series looking at Employee Experience and Employee Centered Design. If you haven’t already, I encourage you to read:
- Part 1: An introduction to a new model of Employee Experience with the acronym PREP, that lays the foundation for organisations to deliver more employee focused outcomes.
- Part 2: An introduction to Employee Centered Design, including guiding principles you’re welcome to use yourself.
Designing employee experiences differently
In New Zealand, we tend to take a pretty DIY approach to many things. Our organisations are small on the global scale, so we tend to wear multiple hats and do what we can to keep costs down. We’re rightly proud of our achievements, however I do wonder if there’s an opportunity to rethink ‘Do It Yourself’ – perhaps we could instead Do It Together?
In my last article I spoke about the tendency in the People & Culture / HR space to look towards ‘best practice’ to provide the frameworks and guidance needed to build great employee experiences. There’s a wealth of great content and learning out there! However, by definition it is the learnings of other people, in other organisations. All that uniqueness that we know to be true about our own organisation isn’t in there, but we can see how it might work, so confidence builds that we have what we need to do it ourselves.
Same process, different outcomes
At a high level, any good initiative to enhance the employee experience goes through some common phases. There are plenty of frameworks out there, but I like the simple ‘double diamond’ approach of Design Thinking, incorporating phases of divergent and convergent thought.