Employee experience management

Along with the notion of experience economy, employee experience is defined as a set of psycho-cognitive sentiments about the experiential benefits of employment [1]. Employee experience is formed when an employee interacts with careers’ elements (e.g. firms, supervisors, coworkers, customer, environment, etc.) that affect their cognition and attitudes and leads to their particular behaviors, related to their job and company.[2]

Employee Experience Management (EEM) was conceptualized by Kaveh Abhari as an approach to deliver positive experiences to employees, which leads to positive customer experience by emphasizing their experiential needs - like experiential marketing for external customers [3]. Harris hinted [4], “It [customer experience] begins at the heart of an organization. It begins with employees who are being the strategy and living the brand”. EEM, same as Internal marketing, is an internal approach by focusing on employees (internal customer) prior to external customers.[5] The notion of EEM comes from the question of how firms make sure that employees create the desirable customer experience, whenever they interact with customers or provide the information and services to them (Schmitt, 2003, p. 219).[6] Alternatively, utilizing employees in delivering brand value promise is a remarkable concern in EEM. EEM also goes beyond standard Human Resource Management by rewarding more employee-experience in form of both professional and personal development (Schmitt, 2003, p. 207).[6]

A Global Human Capital Trends survey, based on more than 7,000 responses in over 130 countries, framed the shifting paradigm with “After three years of struggling to drive employee engagement… Executives see a need to redesign the organization.”[7]