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How to Create the Ultimate
Employee Experience

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Kim Dawson
Director of Employee Experience
YouEarnedIt
Presenters
Autumn Manning
Co-Founder & CEO
YouEarnedIt

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Overview
& Agenda
Define it — What are we trying to achieve?
Quantify it — How do we get executive buy-in?
Optimize it — How do we get there?
Takeaways + Q&A

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Define It
“What are we trying to achieve?”

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The employee experience is the result of the connection,
meaning, impact, and appreciation employees find in their jobs.
Creating the ultimate employee experience depends on how
much these pillars are embedded in day-to-day interactions with:
• Corporate values • Coworkers
• Management • Customers
• Work content • Tools and
technology
• Physical environment

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The good news:
We're already making employee
experience efforts:
● Perks
● L&D
● Culture
● Wellness
● Engagement
● Recognition and rewards

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The bad news:
Most efforts aren't working:
● Only 33% of employees are
engaged at work (Gallup)
● 82% of employees don't feel
recognized enough (BambooHR)
● Just 24% of employees use
wellness programs (Gallup)

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Gut Check
Are your employee experience efforts...
Motivating
building employees'
intrinsic motivation
to do their jobs
Organic
connected to the day-
to-day actions seen
across the company
Ongoing
starting from Day 1 on
the job and evolving
with employees
Interactive
allowing both the
employee and
organization to contribute
Culture-Driven:
connecting naturally
to your company
culture goals
Employee-Centric
appealing to
employees' unique
motivations

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Are your EX
efforts reactive,
or addressing
real needs?
We say:
• "People are working in silos."
• "Morale is low."
• "Turnover is up."

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We react with:
• More parties and events
• More gift cards
• Recognition tools
Are your EX
efforts reactive,
or addressing
real needs?

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Quantify It
“How do we get executive buy-in?”

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If senior leadership views the employee experience as an
expense rather than an opportunity, there is a high risk of failure.
Research shows EX directly impacts these six KPIs:
• Revenue • Earnings
• Productivity • Retention
• Customer experience • Absenteeism

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– Kevin Dasch, COO and Advisor
“In my 10 years being in a role like this, I've come to
appreciate how meaningful it is for employees to know
that on a day to day basis they are doing a good job. It
keeps them motivated — there's intrinsic value to them
knowing how their roles affect the company.”
Talking to the COO

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– Branndon Stewart, Founder, OutboundEngine
“My first stop would be Finance. I need to know where
the levers are in the business.”
Talking to the CEO

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Pitching the CEO:
NOT:
"We've lost so many people
lately. Morale is low."
TRY:
"Our turnover rate has
increased. This is how much
it's going to cost to replace
who we've lost. This is how
much we're losing everyday
in terms of productivity."
"Investing in the employee
experience is a business
opportunity in front of us."

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– James Mann, CFO
“When I see employees trying to justify technology
purchases or any purchase for that matter, I'm really
looking for a pain point that's going to be solved and a
remedy for how that's going to be addressed.”
Talking to the CFO

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Pitching the CFO:
NOT:
"HR needs a budget increase
for an employee experience
program."
TRY:
"Our productivity and
engagement scores are
falling, and turnover is
increasing."
"An investment in employee
experience could be paid
back in five months, and our
turnover and recruiting costs
could easily cover the
budget."

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Recap
Creating the ultimate employee experience business case
● What's happening at our company today.
● What we need a solution to help with.
● The features our solution needs to be successful.
● The metrics we'll use to measure success.

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Example
What's happening at our company today:
● Employee recognition is a manual process happening inconsistently
● Our KPIs are falling flat and aren't top of mind for employees
We are looking for a solution to:
● Enable real-time, meaningful recognition — tied to the behaviors that
deliver success — that's visible to everyone
● Bring visibility and increase participation in multiple initiatives across the
business while surfacing insights to leadership

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Example
In order to achieve results, our solution needs:
● Easy to use, intuitive interface
● Real-time recognition tied to core values
● Opportunity to bring in other key initiatives/ programs into one platform
● Robust reporting for leadership
We will measure effectiveness with these metrics:
● Adoption rate
● Training completing rate
● Increase in upsells and customer satisfaction
● Decrease in voluntary turnover

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Optimize It
“How do we get there?”

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Our research found three elements that are critical to the
employee experience:
• Leadership that models your core values
• Manager-employee communication
• The "10 Culture Building Blocks"
When all of these are in place, 95% of employees report a good
to excellent employee experience. Without any of them, just
15%

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Leadership example:
Uber
New leadership, new core values.
Results:
● Improved public perception
● Glassdoor scores on the rise

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Manager-employee
communication example:
Baker
Victory
Services
Opened communication via real-time,
peer-to-peer recognition on an
employee experience platform
Results:
Year over year, managers agreeing
they had tools needed to recognize
and reward their teams went from
44% to 84%
Turnover dropped 30%

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The 10 Culture Building Blocks

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Thanks for attending!

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Questions?
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The Employee Experience Platform