Performance Matters - Digital Experiences - 6

At TiER1 Performance, we believe that every productive relationship between
users and technology starts with designing experiences for people. Leveraging
technology doesn't mean the solution has to be less focused on the performer,
or less human. When used well, digital interactions can deliver experiences,
change mindsets, impact behaviors, and drive results.
Here's what we've learned from doing this work:
No matter your role, here's what you can do to support the digital employee experience:
1. Create agile cross-functional teams
Stakeholders across the organization may have different priorities, but they all
bring valuable perspectives. Customer-facing product teams have learned to
embrace these tensions by adopting agile practices, such as:
* Forming cross-functional teams that have all skills needed to design,
develop, and support the rollout of new features.
* Measuring success by value delivered to users, so teams must have a
relentless focus on user-centered design and change adoption.
* Developing and delivering iteratively to provide value faster and give
regular opportunities for feedback.
* Budgeting to fund dedicated teams that focus on outcomes, not outputs
(versus planning line-item projects months in advance).
These approaches have helped organizations better serve their customers
across every industry. Why not also use them to serve your employees?
Creating agile, cross-functional teams ensures that the people and
processes are in place to deliver the experiences people need.
A team focused on the digital employee experience will likely include
representatives from HR, IT, and the business to balance priorities;
experience designers, change management practitioners, and communicators
to represent user needs; senior leadership to promote the vision; a product
owner to define and prioritize features; and a scrum master to facilitate team
collaboration. (We weren't lying when we said cross-functional!)
2. Align to a common definition
It's critical to have a " north star " that guides the work to come. We start
by defining the organization's desired employee experience (EX). The EX
should be informed by three things:
1. Your employer brand, which encompasses your values, culture, and
hard truths.
2. Your employees' needs and desires, which are impacted by their
environment, role, and more.
3. Neuroscience-driven insights for optimizing the human experience,
which are universal truths that should be part of every EX.
Then, the digital employee experience (DEX) should both align to the
overall desired EX and align to the context of the digital environment.
For instance, if the EX is empowering and trust filled, then the DEX should
be highly accessible with transparent information and data that isn't
locked down.
If the EX is one of high resilience and nimble transformation, then
constant improvement and iteration should be part of the DEX, as the
expectation is employees will embrace a continually evolving environment.
Finally, if the EX is enabling high performance and individual potential, the
DEX must be intuitive and easy to navigate, so that no one wastes time
or effort replicating tasks while working in the digital environment. (We
humbly believe every DEX should be intuitive and easy to navigate,
because that's the best way to support people in achieving their results.)
Performance Matters - Digital Experiences

Table of Contents for the Digital Edition of Performance Matters - Digital Experiences
