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Commitment to employee experience is growing. In our recent Human Experience of Work study, 90% of EX Leaders indicate increased organizational intent around understanding and improving people’s experiences of work. CEO and board attention; defined EX roles and responsibilities; and budget allocation have been on the rise. With commitment comes expectation, and EX Leaders find themselves in a crucial performance window. Employees expect
Companies know they need to be better in tune with what people at work want and need – whether triggered from the demands of COVID-19, hybrid working plans or from the ongoing reality of competing on talent in the experience-based economy. We can venture to say that empathy is on
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
These days, we at TI People are asked to help set employee experience priorities: The world is asking for a better human experience of work – and at the same time, the reality for many organizations is that SG&A spend has been cut by 15% on average. Delivering more (EX)
An instrumental part of solving the challenge of improving people’s experience of work is getting to know the people and the context and understanding the bases of their perceptions, motivations, and needs. Doing so typically requires a blended approach. Ask diverse segments of your population to assess their experiences and then
The agrarian economy came first. Then the industrial economy, followed by the service economy. In the present day we live in the experience economy. The experience economy was first described in 1998 by B. Joseph Pine II and James H. Gilmore. They argued that businesses must orchestrate memorable events for their
TI People 2020 EXploration Series
TI People, Inc. (which serves North and South America) kicked off our EX Community with our first virtual peer meeting. We were joined by leaders from Abbott, Alexion, BNY Mellon, Dow, GE, Humana, Mastercard, and Truist.
Over 200 EX leaders and practitioners have joined one of our EXploration workshops in the last eight weeks. This is what they have discovered so far… EXploration Classes 1 & 2 https://youtu.be/A5mzLIhWPFI In Class #1, tight breakout groups and a practical workshop led by John Boudreau and Christoph Knorn helped
Sophie Müller highlights the top five findings from April’s TI People EX Program Peer Meeting Our very first virtual EX Program Peer Meeting reflected a new way of working together. Forty EX leaders from across Europe came together for two days to discuss and develop an understanding of how EX
Frontline managers play an instrumental role in organizations. They are the difference makers for customers and employees. Consequently, they have the most direct impact on business performance – especially during present times of economic uncertainty. Research shows that traditional programs like leadership development, culture and engagement surveys used to stimulate
What animal best describes how your organization prioritizes employee experience? Would it be a baby bird who wants to fly high, but is still learning how? Would it be a hippopotamus because employee experience is a big priority, but lack of agility is slowing it down? Or how about a