Introduction to Employee Experience Platforms

2019 ◽  
pp. 1-22 ◽  
Author(s):  
Shailesh Kumar Shivakumar
Keyword(s):  
Employee Experience

Employee Experience: Construct Clarification, Conceptualization and Validation of a New Scale

2021 ◽  
pp. 231971452110125
Author(s):  
Mohit Yadav ◽  
Nitin Simha Vihari
Keyword(s):  
Multinational Corporations ◽  
Physical Environment ◽  
Structural Equation ◽  
Design Principle ◽  
Well Being ◽  
Experience Economy ◽  
One Dimensional ◽  
Six Dimensions ◽  
Organizational Constructs ◽  
Employee Experience

The COVID-19 crisis has drawn broader public interest in how companies treat their workers, so going forward, people management would be of an increasing concern. As we make a transition from a service-based economy to experience economy, where time well saved takes a back seat to time well spent, the notion of employee experience (EX) is set to become a fundamental workplace design principle. EX is about the work, not the office. EX aims for a complete redesign of the workplace practices and environment to fit the employees and not the other way around. This article examines and verifies EX scale as one-dimensional as well as multidimensional constructs with six dimensions, namely cohesiveness, vigour, well-being, achievement, inclusiveness and physical environment. Six dimensions were explored with focus group and open-ended survey and validated with closed-ended survey of 299 employees working in multinational corporations across India. Structural equation modelling is used to validate the proposed latest construct. Establishing the EX scale would help researchers as well practitioners in empirically measuring EX and its relationship with various individuals as well organizational constructs.

Using exit interviews to improve employee experience

2021 ◽  
Vol 34 (1) ◽  
pp. 28-28
Author(s):  
Sabina Mirza
Keyword(s):  
Exit Interviews ◽  
Employee Experience

“It's the work climate that keeps me here”: the interplay between the HRM process and emergent factors in the construction of employee experiences

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maarit Laiho ◽  
Essi Saru ◽  
Hannele Seeck
Keyword(s):  
High Performance ◽  
Design Methodology ◽  
Qualitative Interview ◽  
Employee Perceptions ◽  
Content Type ◽  
Systematic Data ◽  
High Performance Work System ◽  
Employee Experience ◽  
The Relationship ◽  
Shed Light

PurposeThe purpose of this paper is to explore the interplay between human resource management (HRM) and emergent factors in constructing a strong HRM climate. Specifically, the paper aims to shed light on how employee perceptions of the HRM process and emergent factors together construct a strong HRM climate, i.e. employees' shared perceptions of HRM.Design/methodology/approachThe paper uses qualitative interview data (managers and employees) from two organisations operating in Finland. The data are analysed based on a systematic data analysis and gives an illustration of the interplay between high-performance work system and the emergent factors.FindingsThe findings illustrate the three types of interplay between HPWS and emergent factors – supplementation, substitution and suffocation – that construct employee experience.Originality/valueThe paper extends earlier discussions on the relationship between HRM and employee experience by empirically examining how the HRM process – together with emergent factors – constructs a strong HRM climate. The present study contributes to further theorising and increasing our understanding of the creation of employee experience.

Career satisfaction antecedents of professional accounting returnees in international workplaces: an employee experience perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nga Thi Thuy Ho ◽  
Hung Trong Hoang ◽  
Pi-Shen Seet ◽  
Janice Jones ◽  
Nhat Tan Pham
Keyword(s):  
Design Methodology ◽  
Career Satisfaction ◽  
Home Country ◽  
Well Being ◽  
Cross Cultural ◽  
Cultural Work ◽  
Content Type ◽  
Different Types ◽  
Employee Experience ◽  
Practical Implications

PurposeThe purpose of this study is to examine the determinants of career satisfaction of professional accounting returnees who have studied and/or worked abroad and then returned to work in different types of international workplaces in their home country.Design/methodology/approachA survey of professional accounting returnees in Vietnam was undertaken and multiple regression analysis was applied to test the proposed relationships.FindingsThis study finds that career satisfaction is affected by career fit, career sacrifice, types of international workplaces (domestically headquartered firms versus globally headquartered firms) and cross-cultural work readjustment. Further, cross-cultural work readjustment partially mediates the effect of career fit and career sacrifice on career satisfaction.Practical implicationsThe research provides the basis for designing career-related employee experiences to support career satisfaction of professional accounting returnees.Originality/valueThis study integrates dimensions of career embeddedness with cross-cultural work readjustment and employee experiences, which are normally studied separately, in different types of international workplaces. It contributes to the limited research on contributors to well-being in the form of career satisfaction among professional returnees in an emerging economy.

scholarly journals The Influence Of Digital Employee Experience And Employee Agility: Do They Boost Firm’s Effectiveness?

2021 ◽  
Author(s):  
Aldien Senapati Nuswantara
Keyword(s):  
Employee Experience

Di tengah gejolak Covid-19, bisnis harus menghadapi persaingan yang kuat dan kemajuan yang melambat. Penyebarannya telah mempengaruhi semua bisnis di Indonesia, termasuk industri koordinasi, khususnya organisasi kepelabuhanan. Gangguan dalam industri koordinasi telah terjadi dalam penurunan di trailer dan tumpukan kargo pemegang. Ini bisa terjadi karena keterbatasan transportasi karena perusahaan harus memaksakan jaminan kesejahteraan yang lebih mencolok. Akibatnya, rantai pasokan terganggu dan didorong hingga penurunan yang signifikan.

scholarly journals Digital Employee Experience

2021 ◽  
Author(s):  
Rafli Putra Aldieka
Keyword(s):  
Employee Experience

Transformasi digital sangat diperlukan yang bertujuan untuk kemajuan perusahaan atau pelaku bisnis. Digital juga merupakan kunci keberhasilan suatu bisnis. Oleh karena itu, diperlukan keahlian bagi karyawan untuk mengendalikan kemajuan teknologi.

scholarly journals Employee Experience with Digital Business

2021 ◽  
Author(s):  
Muhammad Saputra ◽  
Saputra Jaya
Keyword(s):  
Employee Experience

Efektivitas perusahaan adalah sebuah konsep sentral dari manajemen organisasi. Istilah ke-evektivitasan organisasi dan kinerja organisasi telah digunakan secara berkala untuk hasil perusahaan. Efektivitas organisasi adalah kemampuan organisasi untuk bertahan dan mencapai tujuan serta mencukupi dari segi finansial.

Augment Human Resource Proximity Plumbing Cybernation

2021 ◽  
pp. 131-140
Author(s):  
Anant Deogaonkar ◽  
Sampada Nanoty ◽  
Archana Shrivastava ◽  
Geetika Jain
Keyword(s):  
Artificial Intelligence ◽  
Human Resources ◽  
Human Resource ◽  
Work Culture ◽  
Technological Transformation ◽  
The People ◽  
Human Energy ◽  
Technological Interventions ◽  
Business Acumen ◽  
Employee Experience

The expeditious proliferation of artificial intelligence in the mainstream has rejigged the simplest processes of the various sectors in the most efficient way. With the advent of the era of cybernation, the work culture has been curbed with the timely developments and upgradation of the technology. Cybernation has propelled the growth of every respective sector of the vast corporate diaspora with time. The main aim of the cybernation being that of smoothening the complex, bulk tasks which exploit mass human energy, has seen much success in its purpose so far. But certain domains of the corporate diaspora still await the technological transformation of their respective processes. One such prominent domain and the real fuel of the corporate diaspora, the human resource has yet to expand its purview to imbibe and imbue cybernation in its certain processes. Human resource domain being the custodian of the corporate, wherein it is for the people and by the people though with the niche of Industry 4.0 beholds more space to expand the angle of understanding the term resource for the human, than human as an element of resource in itself. Multifarious human resource processes can be enhanced further with apt utility of digitization in order to optimize the user interface and user experience, boosting the overall employee experience amidst the corporate. Several certain customary functions of the human resources entail the adaptation of automation in more nuanced way to evolve parallel with the digitalization. Moreover, the millennial era further looks up to a transformed human resource with higher echelons of functions to be performed, digitally evolved jobs, an automated work environment, work culture well acquainted with the artificial intelligence. The effect of cybernation on the business acumen of futuristic human resource leaders, working in the rapid concurrent era of disruptions, without losing the human touch, will carve the future human resource structure. Therefore, the intent of this chapter is to study the detailed implications of automation, digitalization, and cybernation in the domain of human resources and to study and examine the dynamically changing HR functions with technological interventions and disruptions by proposing a literature review.

Is the Engagement Survey the Only Way?

2020 ◽  
pp. 219-236
Author(s):  
Madhura Chakrabarti ◽  
Elizabeth A. McCune
Keyword(s):  
Use Cases ◽  
Data Sources ◽  
Network Data ◽  
Starting Point ◽  
Passive Data ◽  
Employee Experience ◽  
Employee Data

Organizations are faced with a new challenge as the landscape around employee sensing evolves: Beyond a traditional engagement survey, where can organizations look to gather employee data and subsequently analyze, interpret, and act upon those data to enhance the employee experience? A useful starting point is to be aware of the plethora of sources for employee sensing available today. This chapter covers a range of internal, external, active, and passive data sources that organizations can use to expand their listening systems beyond surveys. The data sources described include network data, biometrics, internal ticket management data, and others. Use cases provide concrete examples of how these data sources are being applied to employee sensing.

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