THE THREE DIMENSIONS OF EMPLOYEE EXPERIENCE: CULTURE, TECHNOLOGY, AND PHYSICAL ENVIRONMENT
In short, the employee experience is a broad concept that encompasses all of an employee’s experiences within an organization. It is critically important for organizations that this experience is positive both for employee satisfaction and corporate success. However, the effort of the organization alone is not sufficient for this experience to be positive; the employee also needs to play an active role.
Employee experience is the focal point of today’s business world. It covers all processes that employees feel, experience, and undergo within an organization. Essentially, this experience can be addressed in three main categories: corporate culture, technological infrastructure, and the physical work environment.
• Physical Environment: This is the area where employees perform their daily work processes. Well-designed offices, workspaces, or coworking spaces fall into this category.
• Technological Environment: This category encompasses technological tools and platforms that employees use to facilitate their work, enhance communication, and achieve effective results. Especially in today’s rapidly digitalizing world, various technological infrastructures, ranging from video conferencing applications to task management tools, can be included in this category.
• Corporate Culture: This category evaluates an organization’s values, beliefs, ethical standards, and how it treats its employees. Organizational culture can directly affect employee commitment and motivation.
Many people tend to use the terms “employee engagement” and “employee experience” synonymously, but there are significant differences between these two concepts. While employee engagement points to short-term and surface-level changes, the employee experience represents a deeper approach from both the employee’s and the organization’s perspective.
Source: Yüksel Nalbantoglu, S. & Köse, M. (2021). Sürdürülebilir insan kaynakları yönetimi için çalışan deneyimi uygulamaları. Business Economics and Management Research Journal, 4 (2), 70-80
