Designing the Employee Experience

In the 2018 Gallup Report,” Designing Your organization’s Employee Experience,” Gallup is clear, “The manager alone accounts for 70% of the variance in employee engagement…” The article goes on to say that contemporary workers are “consumers” of the workplace. In short, forward-thinking organizations realize that they need to pay as much attention to the employee experience as they do about the customer. The implications for this are significant:

  • Developing capable leaders and managers is critical.
  • Organizations that wish to achieve a competitive advantage must make the employee experience a strategic imperative.\
  • This experience is more than a paycheck. Millennial’s are looking for growth, development, and opportunity.
  • If leadership development and employee experience are critical, a system of leadership is required. The system will provide unique organizational DNA so that every leader is working to create the same experience.

A Case Study – NextJump and Their Employee Experience

In their book, An Everyone Culture authors Robert Kegan and Lisa Laskow Lahey, both of Harvard, profile three elite companies—Bridgewater Associates, The Decurion Corporation, and Next Jump, Inc.

Each of these organizations takes a unique approach to designing the experience of the workforce. For example, Next Jump, a $2 billion (2016) e-commerce company that seeks to revolutionize the workplace
culture. Next Jump has a focus of “self-development above all else.” Self-development includes an emphasis on behavior, character formation, and leadership development. Visit their website, and even though they are a very successful technology firm, the home page has nothing about their technology. It is all about the experience of the workforce. One of their critical messages is this: Better Me + Better You = Better Us.
In other words, they have made the workforce experience a strategic advantage in their drive to create software.

To review the full Gallup article, visit: