If you work in guest, tourism, destination, patient, customer or employee experience, everything I share here still applies. The article uses employee experience as the lens, but the principles travel across all experience disciplines.
HR is pretty good at measuring whether a service worked or not, but bang average at measuring whether an employee had to do all the work to make it work.
And HR is full of services people rely on every day:
payroll
leave
benefits
equipment
policies
processes
Often, we only really ever measure whether something has been resolved, usually an SLA or ticket closed, something along those lines. But rather, do we measure:
how many unnecessary clicks it took
how much effort it took to make that happen
how many people we had to chase to make it happen
the dead links
the confusing policies
the pointless approvals
everything else in between
When I talk about EX learning a lot from CX, this is a great example. In 2010, EX started measuring something called effort score which was focused more on not only solving a problem, but also on how hard we made the customer or employee work to actually make it happen?
So when Customer Experience Magazine asked me to write a piece on what employee effort score could look like, of course I said yes.
In this piece, which I wrote for Customer Experience Magazine, I talk about:
where to start measuring, what high-effort services actually look like how you can find the bits of an experience that are draining people’s time, driving higher effort, and ultimately resulting in experience leak
I also share an example where where the HR function said, “Oh, the service is working fine,” but when you ask the people, they said something very different. I also share how a few little tweaks instantly reduced effort from the employee point of view.
when I talk about experience, I talk about employee, customer, destination, guest experience, patient experience. Everything I share here goes across, but
Read the full article on CXM here