E-raamat: Employee Experience Advantage: How to Win the War for Talent by Giving Employees the Workspaces they Want, the Tools they Need, and a Culture They Can Celebrate

  • Formaat: 304 pages
  • Ilmumisaeg: 01-Mar-2017
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-13: 9781119321637
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  • Formaat: 304 pages
  • Ilmumisaeg: 01-Mar-2017
  • Kirjastus: John Wiley & Sons Inc
  • ISBN-13: 9781119321637

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Research Shows Organizations That Focus on Employee Experience Far Outperform Those That Don't Recently a new type of organization has emerged, one that focuses on employee experiences as a way to drive innovation, increase customer satisfaction, find and hire the best people, make work more engaging, and improve overall performance. The Employee Experience Advantage is the first book of its kind to tackle this emerging topic that is becoming the #1 priority for business leaders around the world. Although everyone talks about employee experience nobody has really been able to explain concretely what it is and how to go about designing for it...until now. How can organizations truly create a place where employees want to show up to work versus need to show up to work? For decades the business world has focused on measuring employee engagement meanwhile global engagement scores remain at an all time low despite all the surveys and institutes that been springing up tackle this problem. Clearly something is not working. Employee engagement has become the short-term adrenaline shot that organizations turn to when they need to increase their engagement scores. Instead, we have to focus on designing employee experiences which is the long term organizational design that leads to engaged employees. This is the only long-term solution. Organizations have been stuck focusing on the cause instead of the effect. The cause is employee experience; the effect is an engaged workforce. Backed by an extensive research project that looked at over 150 studies and articles, featured extensive interviews with over 150 executives, and analyzed over 250 global organizations, this book clearly breaks down the three environments that make up every single employee experience at every organization around the world and how to design for them. These are the cultural, technological, and physical environments. This book explores the attributes that organizations need to focus on in each one of these environments to create COOL spaces, ACE technology, and a CELEBRATED culture. Featuring exclusive case studies, unique frameworks, and never before seen research, The Employee Experience Advantage guides readers on a journey of creating a place where people actually want to show up to work. Readers will learn: * The trends shaping employee experience * How to evaluate their own employee experience using the Employee Experience Score * What the world's leading organizations are doing around employee experience * How to design for technology, culture, and physical spaces * The role people analytics place in employee experience * Frameworks for how to actually create employee experiences * The role of the gig economy * The future of employee experience * Nine types of organizations that focus on employee experience * And much more! There is no question that engaged employees perform better, aspire higher, and achieve more, but you can't create employee engagement without designing employee experiences first. It's time to rethink your strategy and implement a real-world framework that focuses on how to create an organization where people want to show up to work. The Employee Experience Advantage shows you how to do just that.
Foreword xiii
Acknowledgments xvii
We All Care about Experience (Introduction) xix
Part I The Evolution of Employee Experience
1(48)
1 Defining Employee Experience
3(8)
Utility
3(1)
Productivity
3(2)
Engagement
5(1)
Employee Experience
6(5)
2 Research on Employee Experience
11(6)
A Note about the Research Sponsors
15(2)
3 Employee Experience Drivers
17(32)
Poor Success with Engagement
18(1)
Engagement Measures Downward
18(2)
Engagement Has Become the New Annual Review
20(1)
Engagement Tends to Look at the Effect but Not the Cause
21(1)
Engagement Surveys Are Exhaustingly Long
22(1)
Engagement Acts as an Adrenaline Shot
22(4)
The War for Talent
26(1)
Skills Gap and Talent Shortage
26(1)
Changing Demographics
27(1)
Changing Face of Talent Competition
28(1)
Psychology (and Sociology)
29(1)
Business Turbulence
29(1)
Technology
30(2)
Alternative Work Arrangements and the Gig Economy
32(1)
Growing Fast but Not Dominating
33(2)
The Effect on Employee Tenure
35(3)
People Analytics
38(2)
People Analytics in Action
40(3)
The Future of People Analytics
43(2)
Transparency
45(4)
Part II The Reason for Being and the Three Employee Experience Environments
49(84)
4 Reason for Being
51(8)
Statements from Leading Organizations
52(4)
The Three Employee Experience Environments
56(3)
5 The Physical Environment
59(18)
Chooses to Bring in Friends or Visitors
61(3)
Offers Flexibility
64(3)
Organization's Values Are Reflected
67(3)
Leverage Multiple Workspace Options
70(4)
How Organizations Scored
74(3)
6 The Technological Environment
77(12)
Availability to Everyone
78(4)
Consumer Grade Technology
82(2)
Employee Needs versus Business Requirements
84(2)
How Organizations Scored
86(3)
7 The Cultural Environment
89(42)
Company Is Viewed Positively
90(5)
Everyone Feels Valued
95(1)
Compensation and Benefits
96(1)
Having Employee's Voices Heard
97(1)
Organization Doesn't Ask
97(1)
Organization Asks but Does Nothing
98(1)
Organization Asks and Acknowledges
98(1)
Organization Asks, Acknowledges, and Acts
98(1)
Employees Are Recognized for the Work That They Do
98(2)
Legitimate Sense of Purpose
100(7)
Employees Feel like They're Part of a Team
107(2)
Believes in Diversity and Inclusion
109(5)
Referrals Come from Employees 112 Ability to Learn New Things and Given the Resources to Do So and Advance
114(1)
Learning and Development
115(3)
Advancement
118(2)
Treats Employees Fairly
120(2)
Executives and Managers Are Coaches and Mentors
122(2)
Dedicated to Employee Health and Wellness
124(2)
How Organizations Scored
126(5)
8 The Employee Experience Equation
131(2)
Part III Why Invest in Employee Experience?
133(38)
9 The Nine Types of Organizations
135(10)
In Experienced
136(1)
Emerging
137(2)
Engaged
139(1)
Empowered
140(1)
Enabled
140(1)
Pre Experiential
141(1)
Experiential
141(4)
10 Employee Experience Distribution
145(4)
11 The Business Value of Employee Experience
149(8)
Customer Service
151(2)
Innovation
153(1)
Employer Attractiveness
153(1)
Admiration and Respect
154(1)
Brand Value
154(1)
Other Lists
155(2)
12 Business Metrics and Financial Performance
157(10)
13 The Cost of Employee Experience
167(4)
Part IV Building the Experiential Organization
171(98)
14 System 1 versus System 2 Experiences
173(4)
15 The Employee Experience Design Loop
177(16)
Respond
178(2)
Analyze
180(1)
Scenario 1 Analysis Reveals
180(1)
Scenario 1 Insight for Your Organization
180(1)
Scenario 2 Analysis Reveals
181(1)
Scenario 2 Insight for Your Organization
181(1)
Scenario 3 Analysis Reveals
181(1)
Scenario 3 Insight for Your Organization
181(1)
Analysis Enablers
181(1)
Design
182(1)
Launch
183(1)
Participate
183(1)
Example: General Electric
184(1)
Respond
184(1)
Analyze
185(1)
Design
185(1)
Launch
186(1)
Participate
187(2)
Example: Airbnb
189(1)
Respond
189(1)
Analyze
189(1)
Design
190(1)
Launch
191(1)
Participate
191(2)
16 The Starbucks Model of Transparency
193(4)
17 The Employee Life Cycle
197(4)
18 Moments That Matter or Moments of Impact
201(4)
Specific Moments That Matter
201(1)
Ongoing Moments That Matter
202(1)
Created Moments That Matter
203(1)
Moments That Matter at Cisco
203(2)
19 Moments That Matter and Employee Experience
205(4)
20 The Employee Experience Pyramid
209(4)
21 What about the Actual Work?
213(4)
22 Who Owns the Employee Experience?
217(6)
Initiated by the CEO and Executive Team
217(2)
Owned by the People Team
219(1)
Driven by Managers
220(2)
Championed by Everyone
222(1)
23 A Lesson from Airbnb
223(4)
24 The Role of Employees
227(2)
25 Where to Start
229(28)
You Have to Care, Really Care
229(2)
Define a Reason for Being
231(1)
Build a People Analytics Function
232(1)
Start Small
232(2)
Identify the Required Skills
234(2)
Have Executive Support, Typically the Chief People Officer
236(1)
Train the Organization
236(1)
Tell Stories
237(1)
Build or Improve the Experience Team
237(2)
Deploy Feedback Tools/Mechanisms
239(1)
In-Person Feedback
239(2)
Feedback via Technology
241(1)
Implement COOL Spaces, ACE Technology, and CELEBRATED Culture
242(2)
Example: Adobe
244(1)
Technological Environment
244(1)
Physical Environment
245(1)
Cultural Environment
246(4)
Identify and Create Moments That Matter (or Moments of Impact)
250(3)
Think of Your Organization like a Lab Instead of a Factory
253(4)
26 Focus on What Makes Your Company Unique
257(4)
27 Size, Industry, and Location Don't Matter
261(6)
Always Improve
262(1)
Think like a Laboratory
262(1)
Move beyond Checklists
263(1)
Put People at the Center and Know Them
264(1)
Design with, Not For
264(1)
Care
264(1)
Focus on What Makes You Unique
265(2)
28 A Futurist's Perspective
267(2)
Appendix 269(2)
Index 271
JACOB MORGAN is a best-selling author, keynote speaker, futurist, and co-founder of The Future of Work Community, a brand council of the world's leading organizations exploring how the workplace is changing. A highly sought after expert worldwide, he is regularly featured in media publications such as Forbes, Inc., The Wall Street Journal, and many others. He has a regular podcast show on iTunes and a weekly show on Youtube where he shares inspiring and motivational videos on the future of work. He is the bestselling author of The Future of Work and The Collaborative Organization. Jacob lives in Alameda, California with his wife, daughter, and two dogs. To learn more about Jacob and get access to his content visit: TheFutureOrganization.com or email him: Jacob@TheFutureOrganization.com