Source | www.ti-people.com | VOLKER JACOBS
Many EX Leaders are tracking below their own expectation when it comes to making meaningful and measurable experience impact for individuals in their organizations. That’s a harsh reality considering the resource invested in EX so far and rising expectations from CEOs and executive committees, eager to see tangible progress in a more experience-centric ‘new world of work’.
Our recent Human Experience of Work report shows EX Leaders seeking a new path forward. The survey of over 100 global EX Leaders reveals their top priority in 2021 is to ‘gain a deeper understanding of the phenomenon of experience and how it unfolds in the daily reality of work.’
That being so, how can organizations get a more precise view of what’s standing in the way of superior experiences- when and where it matters most?
An experience ‘blind spot’
Through our work with global EX and Business Leaders, we have come to a powerful realization: Common frames that break down the experience of work into ‘moments that matter’ mostly center on understanding the quality of service delivered by support functions to the entire population, such as HR, IT, Facilities, etc.
These frames are useful to root out poor service interactions. They, however, overlook the lion’s share of what individuals report caring about most: the experience of ‘doing work’, that is, performing their actual jobs. In fact, linear regression analysis conducted on our 1M+ global EX dataset yields a nearly 2X impact (Beta score) from the moment ‘I perform my job’ compared to other moments.
A new perspective
Just how can an organization begin to make sense of the experience of ‘performing my job’ considering the huge variety of jobs in a typical organization? To start, EX Leaders can turn to CX professionals for understanding the complex world of customers. They can use similar CX customer segmentation logic to zoom in on the experience of different job segments and leave behind the ‘one size fits all’ perspective.