NEW APPROACHES IN HRM

6 But the CX (customer experience) is extremely fragile. One wrong tweet, a misfired product launch, an in-store associate unable to honor a deal found online, or just the unforeseen — and ever- changing - whims of consumer expectations, can disrupt the immense efforts made by a company to connect seamlessly with their customers. The same issues that can disrupt the customer experience can also frustrate and discourage the employees who manage it. Today, companies ask their employees to take on more responsibility while moving lightning fast to produce results. When employees work fast they often leave gaps in their plans and make mistakes. This creates hurdles and communication breaks downs. Employees have no choice but to distance themselves from the company’s mission. They have no choice but to make it „ just ” a job. And th e customer experience suffers because of it. And for that reason, smart companies (like Airbnb, who changed their Chief Human Resources Officer’s title to Chief Employee Experience Officer) are evolving their employee experience approach by acknowledging the essence of what breeds loyalty: a positive and exciting opportunity to do great things, personal interaction and growth, and a culture of collaboration. Employee experience ARCHITECTING THE EMPLOYEE EXPERIENCE Properly architected, a positive employee experience starts before an employee even becomes an employee. It starts when they are a candidate stage and only ends when the employee leaves or retires. Properly executed, a positive employee experience creates THE EMPLOYEE EXPERIENCE IS ALL ABOUT UNDERSTANDING YOUR PEOPLE AND THEIR CONNECTION TO THE BUSINESS : I. Are employee’s happy working for the company? II. Do new candidates and seasoned employees believe in the company’s mission? III. Do all employees have the opportunity to be trained for success? IV. Do all or most employees see a future at the company? V. Does the company make collaborating with other departments easy for its employees?