It doesn’t work without challenges.

There is probably a broad consensus that a good employee experience with the associated positive effects, such as a low staff turnover rate, increased productivity and honest recommendations, is absolutely desirable. However, there are also some challenges that need to be overcome along the way.

Firstly, cross-functionality needs to be mentioned. Employee experience cannot be reduced to one department, one process step or one person in charge. As described at the beginning of this series, the employee experience encompasses all experiences that employees have in their job. This in turn means that different departments need to work together and pursue the same goal when it comes to employee experience management. This goes hand in hand with an increased coordination effort and the need for effective internal communication.

It is also important to gain the support of managers as a first step. The measures required to improve the employee experience often involve initial investment. It must be shown specifically what these investments are needed for and what positive output can be generated with them.

The complexity of organisations also makes employee experience management very complex. There are interactions between the corporate culture, the key moments that characterise the employee experience and the company’s target image. As a result, employee experience management approaches can quickly become unnecessarily complicated and difficult to realise.

The last challenge to be mentioned at this point is the provision of real-time information. As discussed last week, it is advisable to measure success using various KPIs. However, the data required for this is often not available or only available with a significant time delay. It is therefore advisable to draw up a plan right from the start as to when and, above all, with which methods the necessary data should be collected.

Despite these numerous challenges, employee experience management remains a topic that companies should not neglect.

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