Gone are the days when the customer experience was the only experience defining an organization’s success. In a Forbes article, author and futurist Jacob Morgan wrote: “In a world where money is no longer the primary motivating factor for employees, focusing on the employee experience is the most promising competitive advantage that organizations can create.” Morgan’s statement aligns with the position of HR leaders - more than 25% name employee experience as one of their top priorities in direct response to the Great Resignation.
\nThe employee experience encapsulates everything an employee feels and learns during their time with a company. At each stage of their journey, employees experience different pain points and motivations that impact productivity, engagement, and retention. The rise of hybrid work only amplifies these differences, as remote and in-office employees have contrasting needs and roadblocks.
\nThe key to improving that experience—and, by extension, improving business outcomes—is to identify and overcome shortcomings in the employee lifecycle. Employee journey mapping is the best means to this end.
\nEmployee journey mapping is the process of creating a visual story of employees’ interactions with your company. Much like customer journey maps allow you to step into your customers’ shoes, employee journey maps help you see your business from your workforce’s perspective. A visual story of the employee journey offers valuable insights into the employee experience and helps you uncover both positive and negative points.
\nHere are five steps you can take to implement employee journey mapping in your organization.
\n\nData is the backbone of employee journey mapping. The goal of mapping is to enhance the employee experience, and collecting information both directly and indirectly from employees allows you to identify friction, gaps, and areas to improve.
\nLook at the information you already have available that can tell you about the employee experience in your organization, such as churn rates, tenure statistics, exit interviews, and employee productivity. Once you gather this information, cross-check data points and find trends that indicate points of interest across the employee lifecycle, such as:
\nNext, you can dive into the current state of the employee experience at your organization by collecting new data on goals, motivations, problems, and expectations. Hybrid work models are new for many companies. If that’s the case for your organization, more recent data will allow you to dive deep into potential issues remote workers are facing. To collect these data points:
\nOnce you collect the information relevant to your organization’s employee experience, you need to analyze it. The best way to get a holistic view of the many data points you gathered is to use a people analytics platform to centralize employee engagement, performance, survey, and interview data in a single place. Bringing every bit of intel together in this way makes it far easier to spot the trends that will inform your employee journey mapping process.
\nPersonas paint a clearer picture of the different experiences employees go through so you can better assess distinct pain points, goals, and priorities within your workforce.
\nThat said, it’s important to remember that a single journey won’t be an accurate representation of every employee’s experience. As a result, it’s helpful to pick a handful of key cohorts to map out. For example, a salesperson and a software developer will have different paths and experience distinct feelings, as will someone with an entry-level position versus a manager. Hybrid work models exacerbate these differences. Someone who was hired and onboarded remotely will have different perspectives and pain points from someone who went through the entire employee journey in person.
\nStart with the data you collected to create your employee personas. Identify cohorts that share attributes such as goals, pain points, and desires. Then, include demographic data to find commonalities between the cohorts, including age, role, and tenure at the company.
\nOnce you have your cohorts, it’s time to personify each of them. Give your personas a name and a narrative, and be clear about:
\nTake the following employee personas as an example. Amelia and Jonathan represent two distinct segments of employees at the fictional company TIC. Both personas are portrayals of groups that share similar characteristics, giving HR leaders at TIC an authentic overview of the distinct experiences different employees go through.
\nPersona 1: Amelia, 45, joined TIC as a remote sales rep with 15 years of experience. Amelia wants to reach a managerial position and wants to be recognized when she does a good job. She finds it hard to be assertive and often feels like the communication between in-person and remote employees is lacking and doesn’t set her up for success.
\nPersona 2: Jonathan, 23, joined the same company as a junior software developer with two years of experience. He goes to the office every day and only works with other in-office peers. Jonathan wants to gain experience as a backend developer and network with the company’s many high-profile clients. He thinks the company doesn’t provide enough transparency on career advancement options and isn’t happy with the current benefits package.
\nInteractions, challenges, goals, and feelings vary during the employee lifecycle. In order to assess these variations, you must first identify the most significant stages of the employee journey for each persona.
\nStages like onboarding, compensation, and performance management are of universal importance, but others will vary depending on the persona. For example, the growth and development stage will matter more to a new employee than to an experienced leader. The key moments that impact the persona’s employee experience are the ones you should include in each map.
\nTake Amelia and Jonathan as examples. The onboarding process is important to both of them. Their first days and weeks are when they receive training on work processes and tools, meet their managers, and learn what their day-to-day will look like. Since onboarding greatly impacts their employee experience, this is a stage the HR leader at TIC would include in both of their journey maps.
\nOn the other hand, the digital communication process isn’t key to Jonathan’s experience at the company. He’s in the office every day and works strictly with other in-office employees. But for Amelia, digital communication is crucial in her remote work. She depends on digital channels to communicate with clients, direct reports, and her manager. When drawing employee journey maps, the HR leader at TIC would include digital communication processes for Amelia but not for Jonathan.
\nOnce you have each persona and their journey stages solidified, it’s time to draw the visual story of your employees’ journeys: the employee journey maps. The finished products will give you a holistic view of the employee experience across the entire lifecycle.
\nTraditionally, you’d resort to manually drawing tables and filling them out with the information you gathered. Manual processes, however, are time-consuming and error-prone. The simplest and most effective way to chart your story is by bringing the data together in a more automated way.
\nLuckily, with a platform like ChartHop, you can use real-time data to understand the journey of different persona cohorts, such as all L1-L3 employees in sales and marketing. To start, you can create a report that brings in people by level, department, or any other factor to define the cohort. Then you can bring in data on key journey points that you care about, such as time since last promotion, trends in tenure, demographics, if they used their learning stipend, or any relevant people analytics you want. Once you add these focus areas, ChartHop will automatically update each report based on how those points change for the people who fit that persona cohort.
\nYou can now analyze the employee journey maps and identify areas hindering the employee experience. Armed with insight into both broken and optimal processes, as well as friction points, you’re in the ideal position to develop strategies that improve the employee experience at your company. Examples of shortcomings you may identify in the employee journey include:
\nAgainst the backdrop of meaningful changes to the talent market, improving the employee experience isn’t just a plus, but rather a necessity for organizations. While hybrid work becomes the norm and the Great Resignation keeps getting greater, employee experience gains momentum as the backbone of talent retention.
\nKeep gathering feedback from new hires, people who leave, and employees who switch their work models. Companies that use employee journey mapping to closely monitor how employees’ feelings and needs change have the tools to continually improve the employee experience and retain top employees.
\nWhat else can you do to elevate the employee experience at your company? Meet our 2022 People Pioneers to get real-life examples from top HR leaders.
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