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Guest Blogger

By Benoit Soucaret, UX Director, LiveArea

We can all agree that the marketing department is one of the fastest moving parts of a business. The sector is built upon internal or external parties quickly and successfully implementing projects on a company-wide scale. In marketing alone, projects can change the entire direction of a brand.

Over the last 10 years, the explosion of analytics, mobile technologies and artificial intelligence has completely changed the industry. The scale, ubiquity and reach of digital experiences today is something we simply could not have foreseen ten or even five years ago.

While consumer and business technology has rapidly evolved, bringing new functionally and a more seamless experience, one crucial factor is regularly ignored – the experience of the professionals delivering these services.

Understanding Experience

Undeniably, happy and engaged employees create better customer experiences, which lead to more satisfied and loyal customers and, ultimately, brand and company growth. It’s a virtuous cycle, good for both the workforce and profit margins.

Successful user experience (UX) and customer experience (CX) requires a structure, a methodology, and a process, to cope with the multi-faceted and multi-modal journey of modern consumers. Employees’ wants and needs are no different.

Employee experience (EX) is somewhat subjective, being fundamentally about dynamic human interactions, which are notoriously difficult to measure. Furthermore, EX is increasingly focused on the individual, not simply the organisation broadly, which makes it difficult to develop a strategy.

These challenges mirror those seen in marketing. However, the introduction of digital technology has made the field vastly more objective. So, what lessons can be learnt from CX that translate and can be implemented into EX?

Achieving UX and EX

Clarity – The best websites have a clear strategy for customer experience. Who is it for, what journey do we want them to follow, why should it engage users and how it is going to do so?

The same level of critical thinking must be applied to those developing and managing the project. Who is going to run it, what technology is going to be used, why is it the best option and how will the development process be carried out? Having clarity in every stage of the process helps employees understand the value of their work and helps guide all subsequent decisions.

Accountability – Who is responsible for EX and UX? An external company may create the website, but it has a huge number of stakeholders, who have varied inputs and contrasting aims. Even though organisations hold differing opinions on who is responsible, one thing holds true. Each entity must be made accountable for their actions and results.

Measurement – Many of us will be aware of the saying ‘what gets measured is what gets done.’ This often holds true, especially when it comes to employee usability. An organisation’s measurement approach — and its relative level of sophistication — will not only dictate what they know, but even how they can go about improving. This is why it’s critical to have an aligned measurement approach.

Employee and customer experience are tangibly linked, but beyond sophisticated analytics, organisations need to rethink their existing experience silos. The ability to manage a project must be brought in line.

Perhaps experience in itself will be the common denominator that starts blurring the lines on traditional roles and pushes the envelope to a new way of thinking: an experience mentality that recognises and properly reflects the notion that happy employees truly perform.

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