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Employee experience creates an advantage

Jacob Morgan is the author of the “The Employee Experience Advantage”, the book was possibly inspired by his questions to many C-level executives: ‘if your culture was a pill, would you take it?’ Almost all answered no.

His early research established that those companies that potentially have a ‘take-able’ pill appoint managers who truly want others to be more successful than they are. Further, these organisations have a coordinated one-team approach to:

  • Culture

  • Technology

  • Space.

This approach creates an Employee Experience Advantage (EEA).

Jacob furthered this research with a team of data scientists reviewing companies on published ‘best’ lists. Some organisations appeared on these lists at least and up to forty times; they all embodied an EEA, in addition to benefiting from:

  • Being three times more profitable

  • Having 40% less turnover

  • Having 24% less employees to revenue when compared to similar organisations.

These organisations focused on some consistent themes across their vision, mission and values:

  • Reason for being: interestingly, all organisations had no reference to being profitable nor unrealistic aspirations

  • These organisations did have a genuine reason of being that rallied employees to consider their impact on and role in the broader community

  • People in ‘positions of power’ cared about others: ‘people people’ were appointed to senior roles with very little or no emphasis on technical competency

  • All organisations know their people well through the use of data tracking people-related metrics and genuine dialogue (not spooky thou)

  • They think like a lab and less like a factory.

When I met Jacob in mid-2017, he emphasised that discretionary employee efforts is a result of two factors; their employee experience and the organisation taking an active role in creating a meaningful future.


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