Employee Experience – Bigger Than the Sum of its Parts

By Marilyn Weiss | Employee Engagement

Nov 08
Employee Experience

There are a lot of terms being used to talk about employees’ work lives these days. There’s employee satisfaction, employee engagement, employee experience and more. I like this summary from Decision Wise about how it all fits together. Bottom line? Employee experience is the big umbrella everything else sits under – it’s king.

Here’s how Decision Wise defines these terms:

  • Employee experience – “The sum of the various perceptions employees have about their interactions with the organization in which they work.”
  • Employee engagement – Employees being “deeply involved and invested in their work”
  • Employee satisfaction – The “minimum entry fee that needs to be met in order for an employee to be fully engaged.” Satisfaction is about things like pay and benefits or working conditions – they need to be acceptable to satisfy employees, but increasing them doesn’t necessarily increase satisfaction, nor does it increase engagement or the overall experience.

A great many organizations should take note of these distinctions. Too many think they’ve created a great employee experience by putting game tables and free snacks in the break room. Or, harder to spot, the company that thinks it’ll get better employee engagement by beefing up its 401(k) match without also examining its culture challenges. For any skeptics who think those things alone move the needle with employees, consider this data: organizations spend $720 million each year to improve employee engagement, but 67% of employees are still not engaged in their jobs (sources are Bersin & Associates – now part of Deloitte – and Gallup, respectively).

It’s time to start focusing on the holistic employee experience. We need to learn from employees what matters most to them at work, and how the organization is doing on those measures. You can’t do this with free perks, and perhaps more surprisingly, you can’t do this with employee engagement surveys either. Surveys provide initial information on the what, but they fall short on insight needed about why and how to transform the workplace experience.

That’s why LINX WorkForce Innovations exists – we spend the time to uncover deep human insights about the employee experience, then help organizations tackle the real issues. When organizations solve for the right issues, employee experiences will improve, and better business results will follow.

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About the Author

Marilyn has a passion for Workforce Wellness. As co-founder of LINX WorkForce Innovations, she is keen on discovering and amplifying the “Voices of Employees” who are the “Consumers of the Workplace,” so that the right WorkForce solutions can be co-created the first time. Previously, she co-founded SIVO Insights where she provides thought leadership and creative thinking for Fortune 500 companies by uncovering consumer insights and experiences. For every endeavor, she believes in the power of a strong company culture, based on authentic connections, innovative approaches and a growth mindset.

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