2017年-德勤全球_Reimagine_and_craft_the_employee_experience_11页_1mb

报告摘要

Deloitte: Reimagine and Craft the Employee Experience with Design Thinking

Core Content

Deloitte highlights the importance of reimagining and crafting the employee experience using design thinking, a customer-centric approach that emphasizes empathy, creativity, and iteration. This method is crucial for aligning HR strategies with business goals, improving employee engagement, satisfaction, and productivity, and ultimately driving revenue growth and customer service excellence. The report outlines how design thinking can be applied across various HR functions, including employee experience strategy, process transformation, HCM technology selection, app development, and operational services.

Main Points

Employee Experience as a Business Imperative: The employee experience is a key driver of business performance. Companies that focus on it are more likely to achieve growth and customer satisfaction.
Shift from Process to Experience Thinking: HR must move from a process-driven mindset to one that prioritizes the moments that matter for employees, candidates, contingent workers, and alumni.
The Simply Irresistible Organization™ Model: Deloitte's model emphasizes designing experiences that are easy, intuitive, and meaningful for the workforce.
Three Key Principles of Design Thinking:
- Empathize: Understand the workforce by creating personas and journey maps to identify critical moments and pain points.
- Envision: Explore a wide range of solutions and prioritize those that align with the needs of different customer groups.
- Experiment: Test and refine solutions using real data and feedback from HR customers.

Key Examples of Design Thinking in HR

1. Employee Experience Strategy

Companies use design thinking to create tailored strategies that focus on the unique needs of each HR customer group.
Example: A financial institution used design thinking to identify key personas (e.g., manager, high potential, new hire) and design an experience strategy that improved brand differentiation and customer service.

2. HR Process Transformation

Organizations are transforming their HR processes by focusing on the moments that matter for employees.
Example: A company moved to the cloud and integrated design thinking into its process redesign, creating a Hybrid Agile methodology to improve process efficiency and workforce engagement.

3. HCM Technology Selection

Design thinking helps HR teams select technologies that align with the employee experience rather than just functional requirements.
Example: A company used personas and journey maps to identify key needs (e.g., compensation modeling, performance management) and tested competing vendors to find the best fit.

4. HCM App Development

HR apps are being designed with a customer-centric approach to meet the growing demand for mobile access.
Example: A team used design sprints to develop a prototype HR app that focused on onboarding, leaves of absence, and performance management, improving employee engagement and satisfaction.

5. HR Operational Services

Moving from a cost-focused model to an experience-focused one, HR Operational Services can integrate chatbots, natural language processing, and mobile platforms to enhance service delivery.
Example: A company redesigned its HR services to focus on the employee experience, using feedback systems and new technology to improve productivity and engagement.

Key Information

Employee Experience Scope: Includes candidates, employees, contingent workers, and alumni.
Data Insights:
- 80% of executives rate employee experience as very important or important.
- Only 22% of companies are excellent at creating a differentiated employee experience.
- Companies growing at 10% or more are more than twice as likely to be ready to adopt design thinking.
Mobile Adoption: Over 7 billion mobile devices exist globally, yet fewer than 20% of companies use mobile for HR services.
Design Sprints: A five-phase, time-constrained process used to develop and test HR solutions quickly and effectively.

Conclusion

Design thinking offers HR leaders a powerful framework to reimagine and craft the employee experience. By focusing on the moments that matter, HR can drive engagement, satisfaction, and strategic alignment, leading to improved business performance and customer service. The report encourages HR professionals to share their experiences with applying design thinking to further explore its impact on organizational success.

Authors and Contributors

Arthur H. Mazor – Global HR Service Delivery Practice Leader
Jannine Zucker – Employee Experience Offering Leader
Maribeth Sivak – Manager
Richard Coombes – UK HR Transformation Practice Leader
Yves Van Durme – Global Strategic Change Leader

Lead Contributors

Jessica Britton, Justin Clark, Kraig Eaton, Gary Johnsen, Kat Ladd, Katy Norris, Jeff Mike, Emily Scott

Global Human Capital Leaders

Brett Walsh – Global HC Leader
Jeff Schwartz – Strategic Initiative Leader (Marketing, Eminence & Brand)
Dimple Agarwal – Global Service Line Leader (Organization Transformation & Talent)
Michael Stephan – Global Service Line Leader (HR Transformation)
Darryl Wagner – Global Service Line Leader (Actuarial, Rewards & Analytics)