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Employee experience design

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Primary design object is the employee experience, which – when successful – an employee finds unique, memorable and sustainable over time, would want to repeat and build upon, and enthusiastically promotes via word of mouth. It is suspected to encourage loyalty by creating an emotional connection
127:, operating across hierarchies and departments, plays a central role in design, distribution and delivery of EED. As co-creation is an important design principle, it is a shared task and joint responsibility of leadership, HR professionals and employees. Following the logic of the 46:
EED can be described as the "intentional design of the active or passive use of HR products or services", and employee experiences in general, that affect employees' emotional reaction and therefore their particular behaviors and loyalty.
66:. Following Krippendorf, EED focuses on creating meaningful and sense-making opportunities for engagement, and addressing aspirational and fundamental psychological needs of an employee, such as autonomy, competence and relatedness. 50:
The underlying assumption is that best (customer/employee) relationships are emotional in nature and achieved when companies succeed in not only satisfying certain needs (e.g. compensation), but also making interactions pleasurable.
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through engaging, compelling, and consistent context. The categories for employee experience design context are products, processes, artefacts, content, space and interactions.
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Many elements can make up a successful employee experience, including office environment, reward and benefits, flexible working and casual dress policies.
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Sheldon, K. M.; Elliot, A. J.; Kim, Y. & Kasser, T. (2001). "What is satisfying about satisfying events? Testing 10 candidate psychological needs".
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While employee experience design is beneficial to create positive customer experiences, it is also beneficial for non-customer-facing roles.
131:, beneficiaries are also customers, as the recipients of improved service quality and the organization itself through increased profits. 1941: 1946: 186:
Pullman, M. E. & Gross, M. A. (2014). "Ability of Experience Design Elements to Elicit Emotions and Loyalty Behaviors".
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products, services, events, and organizational environments with a focus on the quality of the employee
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and new digital tools and technologies. It also uses tools and techniques that are typical to
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Ramaswamy, V. (2009). "Leading the transformation to co-creation of value".
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whilst providing relevant solutions for an organization.
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(1998). 13: 1988: 1891:American Institute of Graphic Arts 14: 2345: 1901:Design and Industries Association 30:in order to intentionally design 200:10.1111/j.0011-7315.2004.02611.x 463: 119: 1896:Chartered Society of Designers 1136: 96:customer experience management 1: 1967:Prince Philip Designers Prize 610:Architectural lighting design 134: 1773:Electronic design automation 1756:Virtual home design software 728:Automotive suspension design 382:(2): 164–174. Archived from 54:The goal is to yield better 7: 632:Environmental impact design 41: 10: 2350: 1911:International Forum Design 1281:Engineering design process 432: 328:10.1037/0022-3514.80.2.325 69: 20:Employee experience design 2309:Human resource management 2246: 1994: 1983: 1924: 1883: 1826: 1716: 1712: 1686: 1142: 1131: 1033:Integrated circuit design 968: 955:Stage/set lighting design 887: 844:Hardware interface design 803: 760:Hardware interface design 711: 593: 473: 469: 458: 440: 265:Krippendorff, K. (1989). 252:10.1108/10878570910941208 240:Strategy & Leadership 125:Human resource management 1868:Industrial design rights 1856:Fashion design copyright 1768:Design quality indicator 1217:Creative problem-solving 1008:Electrical system design 864:Sonic interaction design 775:Photographic lens design 649:Healthy community design 218:"The Experience Economy" 26:) is the application of 2064:New product development 2029:Enterprise architecture 1957:IF Product Design Award 1916:Design Research Society 1468:Reliability engineering 376:Harvard Business Review 222:Harvard Business Review 1520:Top-down and bottom-up 869:User experience design 770:Packaging and labeling 743:Electric guitar design 681:Landscape architecture 168:10.13140/2.1.3054.4001 2049:Innovation management 1932:European Design Award 1698:Intellectual property 1515:Theory of constraints 1478:Responsibility-driven 1318:For manufacturability 1222:Creativity techniques 1060:Nuclear weapon design 874:User interface design 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Index

experience design
HR
experience
customer experience
employee engagement
empowerment
design strategy
experience design
design thinking
co-creation
empathic design
customer experience management
service design
touchpoint
Human resource management
service-profit chain




"Nach Bedarf designt"
doi
10.13140/2.1.3054.4001



doi
10.1111/j.0011-7315.2004.02611.x

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