What can employee engagement learn from customer experience's customisation?
Updated: Apr 17, 2019
During our Breakfast Briefing in January on ‘Optimising your employee experience to drive performance’ we discussed learnings that Employee Experience professionals can take from the field of Customer Experience.
One great example of a brand getting customer experience right is Amazon. No two people’s homepage experience when logged in is the same and this is all down to personalisation to the customer. Immediately you are greeted on the desktop site with your name three times, welcoming you to the site and a link to ‘your’ Amazon, which is a collection of previous items you’ve bought, programmes you’ve watched on Instant video, along with similar items to those you’ve recently purchased. The home page itself comprises of sections of what you’ve recently bought, looked at and related items, making your process as customer easier to see products you may want, whilst making the job of sellers that much easier by putting their product in view of likely customers. How can personalisation of this nature translate in the employee experience to the benefit of employee and employer?
Using customisation as the basis of what we could see in the future in the employee experience, it is interesting to consider a future where the world of work borrows the idea from Amazon, and organisations start to create a custom and automated digital experiences for employees. Depending on the company or the sector, this could manifest in a number of ways, but a few thoughts what this could be are:
If a company has a raft of benefits or notifications, then personalisation could see relevant messaging be made more available to the correct people at the right time. Someone who has recently announced a pregnancy could have all the maternity information placed more easily to find, someone nearing retirement could be served the information they would be after at that time regarding pensions. It would also mean less people missing important information that regards them as ‘over emailing’ in companies sees a number of employees shut down to the messaging and disregard it due to a lack of consistent relevancy.
The company knows your skills, they saw your CV when you joined and they’ve seen your development while you’ve been there, so imagine if all of this is stored on an intranet and using this information, you can see the development paths available to you. This could be developed to show you current openings in the company that you’d be suitable for and could also spot any L&D opportunities that the employee would need to further themselves up the company for career progression. This would provide a constant stream upwards to senior roles with less of a need to hire senior staff externally with all the fees involved there.
With a knowledge of projects the employee has worked on, this could send notifications to them from other staff who need support with a problem on a similar project. This would create a knowledge sharing culture and increase efficiencies with projects and clients.
The big questions to consider are largely a philosophical ones – how far should EX professionals strive to move down the path of creating individualised experiences of an organisation?
There are a number of further ways this could be developed, but these possibilities open up the doors for increased retention of staff and lower hiring costs by making clear the pathways available and actively feeding internal candidates, a decrease in missed messaging that could currently exist through irrelevancy of information, and increase the company’s knowledge and ability to problem solve as a collective unit through increased collaboration. The possibilities are there, surely it is only a matter of time before HR teams catch up with Marketing teams and start to deliver a more personalised, automated, digitally enabled employee experience.
The big questions to consider are largely a philosophical ones – how far should EX professionals strive to move down the path of creating individualised experiences of an organisation? And how much does personalisation compromise our ability to create a clearly defined and shared organisational culture, grounded in the collective experience of many?