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Experience is everything. Employee experience should drive engagement, not enragement. While staying in a hotel for a client visit in New York last week, I had the kind of experience (real time, mobile, intuitive, not obtrusive, personal, all of those things) we should all have. ‘How is your experience so far?’ and ‘Is there anything we can be doing differently?’ So simple. So critical.

Compare this to some of the tools we use to measure engagement in the workplace, including pulse surveys or performance evaluations after the work we’re asking about has occurred. Measuring experience needs to happen in near-real time and in the flow of work if it’s going to afford us the opportunity to do something about the feedback and with the data we receive.

Design thinking for employee experience needs to consider these elements:

  1. Capturing feedback in the natural flow of work
  2. Ability to do something about the feedback received
  3. Embedding measurement of experience in the right place

My thoughts on designing not only for the right experience but for data we can use here:



Jason Averbook is a leading analyst, thought leader and consultant in the area of human resources, the future of work and the impact technology has on that future. He is the Co-founder and CEO of Leapgen, a global consultancy helping organizations shape their future workplace by broadening executive mindset to rethink how to better design and deliver employee services that meet the expectations of the workforce and the needs of the business.

Leapgen is a global digital transformation company shaping the future of work. Highly respected as a visionary partner to organizations looking to design and deliver a digital workforce experience that will produce valued outcomes to the business, Leapgen helps enterprise leaders rethink how to better design and deliver workforce services and architect HR technology solutions that meet the expectations of workers and the needs of the business. Contact us to get started.