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PwC’s | Intel
April 9, 2019
Stop neglecting your employees, it’s time to engage them
PwC’s Digital Services 2
Employee Experience
2016: Head of HR => Head of Employee Experience
Customer Experience
Extraordinary Customer
Experiences…
… require exceptional
Employee Experiences…
…enabled by Employee
Experience Solutions
*Adobe Systems Inc., 2016; **Temkin Group, 2016; ***Gallup, 2016
Great employee experiences drive real business benefits
Happy Employees
=
Happy Customers
=
Happy Employer
Source: Gallup, 2017; Inc.; 2017: Pwc, 2016
57%LESS LIKELY TO
RESIGN
37%FEWER SICK
DAYS
30%HIGHER
PRODUCTIVITY
2.5xCUSTOMER
SATISFACTION
21%HIGHER BUSINESS
PROFITABILITY
87%MORE EFFORT ON
THE JOB
7
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P
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The sum of all experiences employees have in the organization in which they work, across the employee lifecycle , shaped by the organization’s culture.
9
Employee Experience Design sits at the intersection ofHR & Marketing, Psychology & Design Thinking
Empathy & Creativity
TALENT MANAGEMENT PERKS TEAM BUILDING
Evolution of management thinking
Confidential information for the sole benefit and use of PwC’s client.
Purpose is king
The teams are kings
▪ 2000s
▪Mission, sustainability
▪Empower the team
▪Netflix, AmazonThe People are kings
▪ 1990s
▪Customer service
▪Servant leadership, work together
▪Schultz, Jobs
The executives are king
▪ Limited
▪ 1960s-80s
▪Profit, growth
▪MBO
▪Drucker, Welch
The Corporation is king
▪ Analytics not tied to business strategy
▪ ≤ 1950
▪Operational efficiency
▪People as Workers
▪Ford, Carnegie11
▪Today and tomorrow
▪Meaning
▪Choice by individuals
▪Any company
The Challenge
Our client is renowned in the market for
providing extraordinary customer
experiences. The company values this
excellence and leverages it as a key
competitive advantage.
Internally, the organization struggles to
provide the same exceptional
experience globally and to adjust to
different workstyles in order to better
serve its employees.
Our client wanted to understand its
employee experience gaps, identify
opportunities to deliver an improved
experience and create a strategic
roadmap to deliver it.
Case study
Approach
1313
1. Persona / Understanding Create a persona and empathize with them
2. Employee journey• Define their needs and wants according journey
touchpoints
3. Ideate• Brainstorm ideas for every stage of the employee experience
4. Build a prototype program• Build a representation of one or more of these ideas to show to others
and check if they work
5. Test and Improve• Test your ideas and get feedback from your
existing employees.
Defining Employee Experience Personas
14
CommunicatorCustomer Facing
New Joiner
InternationalEnablerBuilder
I imagine, design
and create
solutions
I listen,
understand and take
action
I enable employees
to create better
customer
experiences
I drive strategic
objectives to move us
forward
Engineers, Architects, Creatives* Sales, Customer Care* Marketing, HR, Admins, IT* Team Leads (Sr. Directors +)*
15
EnablerI enable employees to create better
customer experiences
Customer Facing I listen, understand and take action
BuilderI imagine, design and create
solutions
CommunicatorI drive strategic objectives to move us
forward
Description
I am a problem solver who collaborates
closely with teams, but I mostly work
individually to create products and
solutions. I seek autonomy and efficiency.
I am a go-getter and an empathizer who
pursues new business, solves customer
needs and builds relationships.
I use my expertise to support and engage
with other teams across Adobe. I value
intuitive experiences that help me organize
and simplify my daily tasks.
I’m a leader who focuses on the
dissemination and sharing of BU or
company-wide information. My day-to-day
activities mainly revolve around interacting
with employees and business partners.
Mobility
Frequented Device
Top ToolsIDEs, Control Management Systems, Jira,
SharePoint, Wiki, Connect, Slack, Jabber
Salesforce, Email, Intercall, Connect,
SharePoint, Wiki, Field Readiness Portal
Mobile Apps: Concur, Workday
Email, SharePoint, Connect, Video
Conferencing, Intercall, Slack, JabberEmail, Video Conferencing, Connect, Jabber
My Preferences• Autonomy and self-service
• In-person interaction with my team
• Efficiency and productivity
• Prompt response resources and tools
• Reliable tech capabilities when on-the-
go
• One tool offering voice and screen share
• Intuitive user experiences
• Easy-to-search document repositories
• Tool integration
• Reliable tech capabilities when on-the-
go
• One robust video conferencing tool
• Seamless mobile experiences
My Areas of
Awareness
• Collaboration tools overload
• System downtime
• Interruptions or distractions
• High volume of emails and calls
• Performance slowdown of meeting tools
• Time consuming project delivery
processes
• Scattered information across portals
• High volume of emails
• Inter-team collaboration roadblocks
• Poor information retrieval
• Inconsistent experience across
conferencing tools
How to
Communicate
with Me
• Avoid email-based communications and
threads
• Mobile notifications are annoying
• Not a great user of Instant Messaging,
email is the main channel
• Call/text me for important and urgent
communications
• Email is the official channel, would love
a centralized repository for news &
alerts
• Mobile notifications are helpful
• Email for formal communications
• Flexible using mobile/conferencing/in-
person to engage with peers/colleagues
Mobile Devices Both Laptop/Workstation
I get my work done on my laptop at my desk
Mobile Devices Both Laptop/Workstation
I work with my laptop and make a lot of calls
Mobile Devices Both Laptop/Workstation
I mainly use my laptop and monitor my mobile
Mobile Devices Both Laptop/Workstatio
n
I use both my laptop and mobile devices
I’m mostly at the office
Office Remote Travel
You can find me in the office if I’m not traveling
Office Remote Travel
I might be highly mobile or very office-bound
Office Remote Travel
I’m mostly in the office but sometimes
remote
Office Remote Travel
Personas
Meet the Enabler
16
I use my expertise to support and engage with other teams across firm. I value intuitive experiences that help me organize and simplify my daily tasks.
This is My Work Style
• “I really do want to keep everything running smoothly and make people happy”
• “We’re quick to roll out new tools instead of fixing what we have”
• “We are extensively using SharePoint, but it’s not very intuitive”
• “We have trouble managing projects because each one is run differently”
• Email is my main communication tool, but the volume of messages is so massive that some of my teams are experimenting with Slack to alleviate
the time needed to process unstructured threads
• Video Conferencing, Connect, Intercall and Jabber are tools that I use all of the time to orchestrate meetings with peers and colleagues
• I rely on SharePoint mostly as a centralized document repository that works as the “single source of truth” for my team, but there’s a learning curve
and the experience is not optimal
• When I work with Builders I have started to use Jira to help with task management
• I work predominantly with my laptop, which is connected to a monitor to be more productive
• I continuously have to surveil my inbox and send email to my team members or other stakeholders. I need my mobile phone to stay updated,
especially during after-hours and overseas requests
• I don’t rely on Adobe mobile apps
• My tools are very function-specific when it comes to processing data and information; I often work with my peers to refine my work, ultimately
engaging with the Builder, Client Facing or Communicator personas in order to get things done
• My preferred method of communication is face-to-face communication because it maximizes efficiency and engagement; I often use remote
conferencing services to interact across offices
• I can get frustrated by the lack of standardization and integration across Adobe’s internal tools; it really impacts my productivity sometimes
• I am constantly browsing and retrieving internal information for my internal clients and I can struggle to be effective with the existing platforms; I
rely on knowing the right people with the right background and experience to help me find the information
• I am usually involved in a number of different work streams at once. I try to leverage document repositories and task delegation/orchestration
tools, but I feel like I really need some kind of Project Management resource
These Are My Goals This is How I Am Measured• Make Adobe successful
• Make employees’ lives easier
and more efficient
• Be perceived as helpful by
internal customers
• Be productive
• Internal customer satisfaction
• Effectiveness of resolutions
• New initiatives launched
• Completion of tasks
The Voice of the Persona
These are the Tools I use
I’m mostly in the office but sometimes remote
Office Remote Travel
I represent ~43% of firm’s Employees
I enable employees to create better customer experiences
Mobile Devices Both Laptop/Workstatio
n
I mainly use my laptop and monitor my mobile
Introduction to Employee Journey Maps
17
Get
started
Search
for
informa
tion
Get my
work
done
Connect
with
other
people
Manage
my
team
The employee lifecycle has been defined using six different stages, from hiring to departure:
Exiting
Worker
Specific pain & love point mapping for each persona
2. Employee feedback at each stage of the journey has been captured and categorized as follows:
3. Employee sentiment at each stage of the journey has been summarized as follows:
Love Point
Neutral
Pain Point
MINOR GAPS
MODERATE GAPS
NEUTRAL
SIGNIFICANT GAPS
MAJOR GAPS
Po
sit
ive
Neg
ati
ve
*Refer to Appendix D for exiting worker
insights
The Enabler Journey Map
18
Get startedSearch for
informationGet my work done
Connect with
other people
Manage my
team
Sentiment
1. Improve cross collaboration across work teams to foster interactions between different teams working on similar initiatives
2. Consolidate the number of tools and provide guidance to foster standardization
3. Provide project/program management processes, resources and tools
SIGNIFICANT GAPS MAJOR GAPS SIGNIFICANT GAPS MODERATE GAPS SIGNIFICANT GAPS
1 23
I enable employees to create better customer experiences
Gaps in the mentoring and logistics processes make it difficult to feel supported as a new employee
It’s difficult to locate the best skills across Adobe or get information about ongoing initiatives
Current communication channels are not effective or personalized
There is an overload of tools and software
Renovated facilities and new equipment enhance the experience
Video calls are an effective alternative to in-person meetings
There is no project management office to support staff
Inside Adobe search results are not relevant and content is outdated
Users are overwhelmed by the amount of email they have to read
Document repositories are necessary but not intuitive
Love Point
Neutral
Pain Point
Opportunities
19
Get startedSearch for
informationGet my work done
Connect with other
peopleManage my team
Enabler
Customer Facing
Builder
Communicator
Pain Points
• Devices/offices aren't always ready on day 1
• Onboarding experience is inconsistent
across offices and influenced by hiring
managers’ level of engagement
• Onboarding for acquisitions is not effective
as the process is expedited, and office
infrastructure is often not ready
• Inside Adobe content does not meet
new joiners needs, because
information doesn’t enable effective
self-servicing
• It’s difficult to locate colleagues
skills and training resources
• Some sites have limited meeting
rooms, which makes it difficult to
have quality interactions with
colleagues and customers
• Lack of space in buildings has
sometimes been a problem when hiring
• It’s difficult to locate the best skills
across Adobe or to get information
about ongoing initiatives
• Inside Adobe search results are not
relevant and content is outdated
• International workers need to adjust
to the tools and software used by
North American peers in order to
work efficiently
• Intercall and video conferences with
India are difficult due to poor
bandwidth and poor performing
infrastructure
• Lack of a formal knowledge transfer
process adds frustration and complexity
to the new joiner orientations
• It can be difficult to identify and
locate the best IT touchpoint for
supporting various needs
• Inside Adobe search results are not
relevant and content is outdated
• Process for requesting work from
other teams is complex, not
standardized nor centralized
• IT Application Service request can
take weeks to be fulfilled, with little
visibility into current status
• An excess of requirements and tools
in the conferencing solutions space
can be frustrating and unmanageable
• Balancing a new customer-facing job,
training and the number of onboarding
tasks is overwhelming
• Insufficient functional training leaves
employees unprepared for their new
role
• Job specific document repositories
do not have robust searching
capabilities
• Inside Adobe is not used often, as
users have difficulty finding the data
they seek
• Applications with overlapping
functionality increase inefficiencies
for routine tasks
• Gaps in the mentoring and logistic
processes make it difficult to feel
supported as a new employee
• It’s difficult to locate the best skills
across Adobe or get information about
ongoing initiatives
• Inside Adobe search results are not
relevant and content is outdated
• Current communication channels are not
effective or personalized
• There is an overload of tools and
software
• Document repositories are necessary
but not intuitive
• Users are overwhelmed by the
amount of email they have to read
• There is no project management
office to support staff
• Explanation of job-specific and
functional information, tools and
process is not always covered during
onboarding, and not documented
• Inside Adobe search results are not
relevant and content is outdated
• Conferencing tools do not meet
needs, especially with mobile devices
• Infrastructure issues (due to location)
limit conferencing equipment
performance
New Joiner
International
What does a Strategy Framework look like?
Objectives
Strategies
Goals
Objectives
An objective is big intention. It is a
major success factor that moves the
business at hand forward.
Goals
A goal is measured success. It
quantifies the success of the objectives.
There should be at least one
measurable goal for every objective.
Tactics
A tactic is a process to create
action. It is the means to
accomplish a strategy.
Strategies
A strategy is a means to achieving an
objective by connecting multiple
points of thinking.
Hypothetical example:
Scale Mt. Everest
Hypothetical example:
Complete by July 12, 2017
Hypothetical examples:
Improve endurance
Establish fundraising campaign
Hypothetical examples:
Participate in 6 endurance events
Enroll in local rock-climbing groups
Hold fundraisers or find sponsors
$
July 2017
Tactics
Strategies Matrix
Level of Effort LowHigh
Str
ate
gic
Im
po
rta
nce
Low
Hig
h
Priority Ref Strategies
1 S6 Adopt an employee-centric mindset
2 S4 Align and standardize employee experience delivery
3 S3 Optimize critical employee technologies
4 S5 Improve the new hire experience
5 S1 Enhance user experience for critical portals, apps and tools
6 S2 Personalize communications & content
7 S7 Foster community, innovation and intrapreneurship
6S2
5S1
3S3
2S4
4S5
1S6
7S7
O1: Unify and Improve the Current Employee Experience
O2: Evolve the Culture
O3: Shape the Future
Where to apply EE concept
Attract, Retain& GrowTalent
Support The Digital Transformation
DriveCustomer Centricity
That’s it.
PwC Experience Center 24
