Ex Assembly - Unpacking Employee Experience (EX)

WWW.EXASSEMBLY.COM.AU
@exassembly
fb.me/exassembly
Sydney | Melbourne |Brisbane
SessionTips
• Use the chat window to
post your questions,
comments and insights.
• This is a free and
frank discussion.
Diversity of views is
welcome.
• This session is being
recorded and will be
available on
www.exassembly.com.au
1

PANEL
Jeevan Joshi
Founder EX Assembly
Moderator
RosTregurtha
Group Director –
Employee Experience
Domain
2
SashaWight
Director, ServiceNow
Alliance & Powered HR –
Asia Pacific & Japan
KPMG
Jerome Moulin
EX Practitioner

1
● Intros/About EX
● Research & stats
2
● Share better practice/
Point of view (POV)
● Case Study Solution
3
● Impact on EX
● Discussion
4
● Conclusions
● Next Steps
SESSION FLOW
Use the chat window to post
your questions, comments and
insights.
3
.
This is a free and frank
discussion. Diversity of views
is welcome

Meetups
Sydney 100 members
Melbourne 40 members
Brisbane – 20 members
Gatherings
Practice
Leadership
Unconference
Sydney - Planned for
after COVID
Better Practices
Collaborative
Projects (Collabs)
EX Assembly is a community of forward-
looking EX & HR professionals interested
in frank discussions about current issues
and trends in the science and art of
Employee Experience; and its application at
work.
Building inspiring workplaces through
Employee Experience
“Building inspiring workplaces through better Employee
Experience”
EX Awards
Webinars
Building
EX Capability
Workshops/
Certification
EX Consulting
4

Employee
Wellness
How much can we and
should do ?
WHAT IS COMING UP ?
Building
Responsive &
Scalable
Organisational
Learning
MAY
@exassembly
5
Candidate
Experience
Reducing the
Pain
JUNE
JULY
UNPACKING
EX
More than
Rebadging HR
AUG

6
LET US FIND
SOLUTIONS
--------------------
SHAPE EX
• 3 – 4 months
• 2 hours per week
• As much or as little
• Collaborate and learn
• Mostly virtual + Ideate
workshops

7
Calling all – EX & HR Business Partners, OD
and HR tech
Calling all – EX & HR Business Partners,Talent
Acquisitions and HR tech

WHO AREYOU ?
8
Business/Team Manager
Sydney 50%
Melbourne 17%
Brisbane 11%
Singapore 4%
Perth 3%
Canberra 3%
India 4%
Others 7%
100%

WHAT ISYOUR INTEREST IN EX ?
9

WHAT ISYOUR CURRENT OPINION OF EX ?
10

WHICH IS HIGHEST PRIORITY FOR EX INYOUR ORGANISATION?
11
#1
#2
#3
#4

EX
Gartner defines employee experience as:
“how employees internalize and interpret
the interactions they have with and within
their organization and the contexts that
influence those interactions”.
12
IBM Smarter Workforce Institute
“A set of perceptions that employees have
about their experiences at work in
response to their interactions with the
organization”.

EMPLOYEE EXPERIENCE (EX)
Our view is that :
• recognising employee’s own personal
journey is critical.
• workforce experience is more accurate
term.EX Assembly Framework Ver 0.8
EX
Employee’s
Personal Journey
Improve Organisational
Performance
Growth &
Value Add
Values
Alignment
Life stage
Career/ Life
Strategy
Physical Space
Navigation
Purpose
Value
Brand
Culture
Work Processes Systems & Tech
Measurement
Engagement
NPSetc
Leadership
13
Employee Experience (EX) is the mindset
and method where:
- companies and their people working
together
- to create personalized, authentic
experiences
- that ignite passion and tap into
purpose
- to strengthen individual, team, and
company performance.

HR – NOT GREAT AT UNDERSTANDING & INVOLVING
Source - Gartner
14

CASE STUDY– ANNE – NEW EX MANAGER
EX Mandate
 Improve employee engagement – to be
measured via half yearly engagement
survey. Currently the engagement score
below peers.
 Demonstrate activity in EX so that HR is
seen to be forward thinking.
 Prove EX delivers value and justifies the
time and cost.
 Name – Anne
 Job Role – EX Manager – No
reports
 Age - 38
 Industry – Professional Services
 Organization Size -5000
employees. Average tenure of
employees – 10 years.
 Experience – HR Business Partner
Current State
 EX set up by Head of HR as EX has been
identified as top 3 HR priority by Gartner.
 HR Set Up
 Report to HR Tech manager whose KPIs are
 Uptime of HR systems
 Implementation of new modules and upgrades
on time and under budget
 HR Tech Mgt Not sure if EX really helps.
Thinks waterfall approach is more
appropriate. 15
Head HR
HR BPs
Talent COE
ER & OHS
HRTech EX Mgr

CASE STUDY– ANNE – NEW EX MANAGER
Anne’s Strategy
Educate HR on
the value of EX
Run briefing
sessions for HR
Add EX stream
to HR tech
projects
Act as EX SME
for HR Tech
Work with
Engagement Team
to improve score
Discussed about
next steps
Attend training
course on CX
and Agile
Build skills and
credibility in EX
Engagement team is keen but not
sure about next steps
HR project team need clarity about
the EX role and value add.
Positive response but not much
traction as HR is very busy.
Signed up to attend a CX course
and attend EX conference
16
Intent Action Result
What
should
Anne
do ?
USE THE CHAT WINDOW
TO GIVE US YOUR SOLUTION

RosTregurtha
Group Director – Employee
Experience
Domain
17
● Lead Employee Experience for the Domain Group
● Past experience includes;
● HR Director for Fairfax Media’s Australian Metro
Publishing division, supporting publishing operations
spanning SMH, The Age, AFR and other titles and digital
ventures.
● HR Lead for Fairfax’s Events and Entertainment and was
responsible for Organisational Development
● CSIRO,
● Spent time volunteering in Samoa for the Public Service
Commission as part of the Australian Youth
Ambassadors for Development Program.

DOMAIN STRUCTURE & SKILLS
18
EX Structure at
Domain
People Solutions
Org Capability
Reward &
Systems
Business
Partnering
Skills
Human Centered
Design
Employment Law
Learning and
Development
Yoga teachers
Employee
Relations
Coaching
Digital producer
Office Experience
Recruitment
Administration
Payroll
Health & Safety

SOME EX TEAM RESULTS
 Onboarding of new employees – always get great feedback
 Delivery of new Purpose andValues
 Inclusion and Diversity training usingVR to help build empathy
 CSR Committees that give employees a platform to focus on their passions
 Leadership Charter based on the Leadership Shadow with practical application
 Provision of parental leave for a still birth
19

OPPORTUNITIES AND CHALLENGES
20
Focusing on the moments
that matter and how we
help managers be more
human – one person at a
time if we need to
Leverage the positivity
built during COVID-19 –
lift in Engagement by 17%
favourable
Continue to build a more
inclusive culture so
employees feel they
belong
Partner with Consumer
to deliver to employees'
experiences that are
aligned to our customer
experience

• People first during COVID-19 –
• Project Zipline
“Wow!Taking a minute out of mat leave to say what an incredible time to be part of Domain.
Despite the terrible circumstances surrounding Zipline, I'm sure most of us will look back on this
time and remember how we all opted in to be there for one another [...]Thank you so much to
Jason Pellegrino and the ELT for inspiring confidence in us over the past few days to make an
informed decision, through your knowledge sharing and transparent communications. It's been an
incredible display of our company's purpose and values.”
“I want to express how wonderful it feels that the business is looking after the employees.The tips
for working from home, keeping us updated, the allowance to create an ergonomic workspace at
home and the fact that you think about the struggles of parents if schools / daycare centres shut
down - all this is making me happy and feeling valued.Thank you!”
CASE
STUDY SOLUTION
21

22
● Singapore-based, currently focused on regional
transformation programmes and technology at KPMG
● 9 years of experience in HR (Internal & Consulting)
across Government, Technology and Big Four
● Experience with a variety of global HR Transformation
projects including large-scale HCM, HRSD
implementations and operating model design
● Passionate about the design of the employee
experience.
SashaWight
Director, ServiceNow
Alliance & Powered HR –
Asia Pacific & Japan
KPMG

EMPLOYEE EXPERIENCE: POV
23
New Normal For EX?
How does the shift towards a flexible
workplace change EX as we know it
today?
EX For All?
How can EX and the EX community
ensure experiences are truly designed
for all?
What’s my view? What am I asking?What’s my passion?

EX FOR LARGE ORGANISATIONS: GETTING STARTED
24
Define the ‘Why’
Look for quick wins
Leverage your knowledge
Invest in the change journey
Invest in your capability
 Design beforeTechnology
 Don’t stop at onboarding
 Be bold!

LEVERAGE YOUR KNOWLEDGE
25
How can we look across a large organisation to manage EX?
Collaboration
Functional
Experience
User Research
Example: POC
design leveraging
UX design, product,
innovation and
CSM.
Example:Taking the
time to understand
service
management within
CS and ITSM
Example: Look
beyond your HR
UX Research, how
do our employee’s
interact with other
departments?
Thinking outside of
the box but
managing your time
most effectively.

CASE
STUDY SOLUTION
26
What should Anne do?
 KnowThe Context
 What is going on today?
 Get Connected & Keep Investing InYour Development
 Don’t be afraid to leverage the experiences of others to build your credibility
 GetTo KnowThe Data & Set Expectations
 Where are we today and why do we value engagement?
 Define your EX measurement
 Drive Awareness & Keep It Simple
 Continue to drive awareness across the business but know that this is a journey
 Generate demand
 Start Small & ShowValue
 The best business case is results.
 Take the opportunities that you have (HR Tech), iterate and repeat.

27
Jerome Moulin
EX Practitioner
Employee Experience / Innovation / Strategy / Leadership
● EX and Innovation leader
● Large ASX brands, including telecommunication, Aviation
● Consulting and Government (UK, EU, Australia - NSW)
● Experienced in defining, championing and executing the
various People and Culture strategies for the entire employee
journey, while maximising investment in current and future
technologies
● MBA (UNSW, Australia), PhD (University of Southampton, UK)

ADOPTING CUSTOMER EXPERIENCE BEST
PRACTICES TO ENHANCE THE EMPLOYEE
EXPERIENCE
28

ENABLING GREAT EX TO DRIVE EXTRAORDINARY
CUSTOMER AND BUSINESS OUTCOMES
29

30
LEVERAGING QUALITATIVE AND QUANTITATIVE DATA
TO DESIGN FIT-FOR-PURPOSE SOLUTIONS

31
MAPPING THE MOMENTS THAT MATTER

32
EMPLOYEE PERSONAS
Employee personas can provide organisations
with:
● A more holistic understanding of our
current employees’ mindsets, behaviours,
and goals
● The ability to design strategies, taking into
account employee needs, mindsets,
behaviours, and skills
● The ability to design products, services and experiences to
foster a positive company culture and improve employee
engagement
● An opportunity to design fit-for-purpose solutions based on
employees feedback not corporate centre perception, hence
driving cost efficiency

33
COLLECTING DATA AND INSIGHTS TO INFORM NEW
EXPERIENCES AND STRATEGIES
A well defined Employee Research Program can provide organisation with:
● A quick gauge employee response on strategic initiatives
● Informed decision-making and investment prioritisation
● A direct link with Customer Experience

34
EMPLOYERVALUE PROPOSITIONTO ATTRACT, ENGAGE AND RETAIN
TALENT
● Just as organisations compete for customers by
differentiating product or service value, they must
compete for talent by differentiating the employee
experience. A critical piece of this differentiation is the
employer brand.
● Employer branding is in the limelight as companies realise
the power it can have. Organisations which invest in their
employer brands and take the time to define their
Employer Value Proposition (EVP) can powerfully
differentiate themselves from the competition.
● An EVP is used to attract, engage and retain talent

Anne’s Strategy
Educate HR on
the value of EX
Run briefing
sessions for HR
Add EX stream to
HR tech projects
Act as EX SME for
HR Tech
Work with
EngagementTeam
to improve score
Discussed about
next steps
Attend training
course on CX and
Agile
Build skills and
credibility in EX
HR project team need clarity
about the EX role and value add.
Positive response but not much
traction as HR is very busy.
35
Intent Action Result
Get EX Help
Look for Internal
Opportunities
May not be a quick
win
Establish the need
and ROI for EX
Look for Quick
Wins
Build Methodology
And Credibility
Build Business
Case for EX
Scale and Embed
Recco

WHY EX IS NOT EXACTLY CX APPLIED TO E ?
36
Customer buy or use
your services. In most
cases they can choose not
to.
Employee are bound by a
contractual arrangement.
Customer generate
revenues and ROI of CX
can be tracked. Hence
easier to justify spend.
ROI is EX harder to track.
Spend is more difficult to
get

37
Customer behaviour and intentions
can be tracked digitally.
Ethical and legal considerations do
not allow intimate tracking of
employees.

WHAT ARE THE CHALLENGES FACED IN INTRODUCING EX ?
WHAT ISTHE BESTWAYTO DEMONSTRATEVALUE ADD
AND WIN SUPPORT ?
Q&A
38
HR project team need clarity about
the EX role and value add.
Positive response from HRBPs but
not much traction as HR is very
busy.
WHAT ISTHE LINK BETWEEN EMPLOYEE ENGAGEMENT
AND EMPLOYEE EXPERIENCE ?
WHAT ARE THE SKILLS AND CAPABILITY REQUIRED IN
HR FOR EX ? SHOULD EX SIT IN HR ?

NEXT STEPS AND RESOURCES
39
@exassembly
www.facebook.com/exassembly
www.linkedin.com/company/ex-assembly/
Join
Meetups
Join
Collabs
Sign up
mailing
list
Follow
On
Linkedin
RosTregurtha SashaWight
Jerome Moulin Jeevan Joshi
Find us on LinkedIn

KEEP IN TOUCH
@exassembly
www.facebook.com/exassembly
www.linkedin.com/company/ex-assembly/
40

IMPACT ON EMPLOYEE EXPERIENCE – COVID IMPACT
Onboarding
Speed to
Competence
Learning
Offboarding AlumniProspect
Growth
Acquisition Development ExitPerformance
• Fewer jobs
advertisements for
most jobs
• Hiring process
slowed
• Need to adapt skills in
fast changing business
conditions.
• High degree of
uncertainty
• Need for security – job & $
• Mental wellness
• Contractors are suffering
more
PERSONAL
JOURNEY
WORK
41

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