X or exit: Three radical theses on the employee experience – and how it can be done differently and better
In our series “Employee Experience” we will highlight all critical touchpoints of the “Employee Journey”. Today: Professional and personal development
“Why Men Don’t Listen and Women Can’t Read Maps”, was the title of a successful guidebook published in the year 1998. And even today, people from the entertainment industry fill huge venues with their stories about shoe-buying women and taciturn men. How simple would the world be if we could just label and categorize everyone. But let’s be honest: it would also be a pretty boring world.
Hence: Cheers to diversity! – Many companies would even sign on to that now – at least if a press representative is nearby. The topic of “diversity” clearly shows the difference between employer branding – meaning how companies would like it to be – and the employee experience – meaning how employees actually experience their work environment. Designing a good employee experience (unlike branding) requires that companies, and especially the people in talent management, really know and understand the individual skills, wishes and needs of their colleagues. Making new experiences and encounters possible, when they are needed and desired, replaces classic career development based on the “Design & Deliver” principle. Read more