The Employee Experience
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Оглавление
Wride Matthew. The Employee Experience
Foreword
Introduction
EMPLOYEE ENGAGEMENT
ENGAGEMENT MAGIC®
BEYOND ENGAGEMENT MAGIC
OUR GOALS
PART I. Great Expectations
CHAPTER 1. You’re Digging in the Wrong Place
CX (NOT INDIANA JONES) IS KING
YOU CAN’T GET THERE FROM HERE
THROWING YOUR EMPLOYEES UNDER THE BUS
DIGGING IN THE RIGHT PLACE
EX = CX
CONGRUENT EXPERIENCE
DEFINING THE EMPLOYEE EXPERIENCE
ENLIGHTENED SELF-INTEREST
THE AGE OF THE EMPLOYEE
YOUR PEOPLE ARE YOUR BRAND
CHAPTER 1. YOU’RE DIGGING IN THE WRONG PLACE: THE CHAPTER EXPERIENCE
CHAPTER 2. The Expectation Gap
TRYING TO PREDICT THE FUTURE
TO EXPECT IS HUMAN
TURNAROUND
MIND THE GAP!
SUSAN
INTERFERENCE AND DISTORTION
THERE’S ALWAYS A GAP
EXPECTATION GAPS MATTER.. A LOT
DEAR, DID YOU FORGET TO TAKE OUT THE TRASH AGAIN?
YOUR COMPANY DOESN’T EXIST. YOUR PEOPLE DO
THE KANSAS CITY WAY
IT’S YOUR RESPONSIBILITY
CHAPTER 2. THE EXPECTATION GAP: THE CHAPTER EXPERIENCE
CHAPTER 3. Ask Your Doctor about Expectation Alignment Dysfunction
WHAT IS EXPECTATION ALIGNMENT?
THE PROBLEM WITH UNKNOWN EXPECTATIONS
THE LONG LUNCH
THE NEW METRIC FOR ORGANIZATIONAL HEALTH
ZAPPOS’S FAILED EXPERIMENT?
THE SIX EA PILLARS
ASK YOUR DOCTOR ABOUT EAD
EAD SYMPTOMS AND CAUSES
PREVENTING EAD
EAD RECOVERY
CHAPTER 3. ASK YOUR DOCTOR ABOUT EXPECTATION ALIGNMENT DYSFUNCTION: THE CHAPTER EXPERIENCE
CHAPTER 4. An Intentional Framework
SHAPING BELIEFS
I GET IT, BUT HOW?
FIRST, CHALLENGE YOUR INHERITANCE
LEADERS ARE THE CUSTODIANS OF THE EMPLOYEE EXPERIENCE
DESIGN THINKING AS A BUSINESS MANAGEMENT TOOL
DESIGN THINKING IN ACTION
BETTER DESIGN THROUGH THREE LENSES
BECOMING MINDFUL AND DELIBERATE
CONTROL EXPECTATIONS BY UNDERSTANDING YOUR CONTRACT
THE CONTRACT IS MUCH MORE THAN WORDS ON PAPER
WHY IS THE CONTRACT LIKE AN ICEBERG?
THE EXPECTATION TRIANGLE
THREE CONTRACTS IN ONE
CHAPTER 4. AN INTENTIONAL FRAMEWORK: THE CHAPTER EXPERIENCE
PART II. Three Contracts
CHAPTER 5. The Brand Contract
WHAT IS THE BRAND CONTRACT?
UNANTICIPATED CONSEQUENCES
THE EMPLOYEE VALUE PROPOSITION
WHAT DEFINES THE BRAND CONTRACT
WHAT THE BRAND CONTRACT DOES
A MECHANISM FOR EXPECTATION ALIGNMENT
HOW THE BRAND CONTRACT AFFECTS EX
A CANARY IN YOUR COAL MINE
PREVENTING BRAND DAMAGE
CHAPTER 5. THE BRAND CONTRACT: THE CHAPTER EXPERIENCE
CHAPTER 6. The Transactional Contract
WHAT IS THE TRANSACTIONAL CONTRACT?
AN OVERLOOKED WORKHORSE
WRITTEN AND VERBAL CONTRACTS
TRANSACTIONAL DOESN’T MEAN SOULLESS
INTENTION AND INTERPRETATION
SUPPORTING THE TRANSACTIONAL CONTRACT
RED FLAGS
TAKING NOTHING FOR GRANTED
IT’S NOT JUST ABOUT LAWS AND RULES
CHAPTER 6. THE TRANSACTIONAL CONTRACT: THE CHAPTER EXPERIENCE
CHAPTER 7. The Psychological Contract
LEADERSHIP AND THE PSYCHOLOGICAL CONTRACT
SOMEONE’S IN CHARGE
MATTERS OF THE HEART CAN BE HARD
POWERED BY EXPECTATIONS
STUDYING THE PSYCHOLOGICAL CONTRACT
CREATED, INTERPRETED, EXAMINED, ACTED UPON
MOM’S ON THE ROOF
WHAT FORMS THE PSYCHOLOGICAL CONTRACT
DON’T WAIT UNTIL IT’S TOO LATE
PSYCHOLOGY AND THE EMPLOYEE EXPERIENCE
AN ALIEN CONCEPT
MAKING SENSE OF THE CONTRACT
TIME FOR A CONTRACT REVISION
ALIGNING THE PSYCHOLOGICAL CONTRACT
CHAPTER 7. THE PSYCHOLOGICAL CONTRACT: THE CHAPTER EXPERIENCE
PART III. Trust
CHAPTER 8. Moments of Truth
MOTS AND THE CONTRACT
REINFORCE, VIOLATE, CREATE
RUBBER, MEET ROAD
INDIRECT MOMENTS OF TRUTH
CHRONOS AND KAIROS
THE RIGHT MOMENT
IT COMES DOWN TO TRUST
TRUST ACCOUNTS
MORE TRUST, GREATER AGILITY
ONCE MORE INTO THE BREACH, MY FRIENDS
SORRY SEEMS TO BE THE HARDEST WORD
IT’S ABOUT CHARACTER
CHAPTER 8. MOMENTS OF TRUTH: THE CHAPTER EXPERIENCE
CHAPTER 9. Engagement MAGIC®
MAGIC AT THE CENTER
CHG, ONE MORE TIME
LOOKING THROUGH THE LENS
LIFE’S WORC
EX AND THE FIVE ELEMENTS
THE EX AND MAGIC
CHAPTER 9. ENGAGEMENT MAGIC: THE CHAPTER EXPERIENCE
CHAPTER 10. Building the EXtraordinary
ASKING THE RIGHT QUESTIONS
BREAD CRUMBS
OLIVIA’S EX
EXPECTATION ALIGNMENT
THREE CONTRACTS
MOMENTS OF TRUTH
MAGIC
THE CUSTOMER EXPERIENCE
THREE INGREDIENTS
APPENDIX. Comparing the Three Contracts: Brand, Transactional, and Psychological
Index
Отрывок из книги
When you ask employees how they approach their jobs, just over half of them say that they put in the least amount of work possible without getting fired. If this statistic is true, odds are the guy who recently assembled your grandfather’s pacemaker didn’t really care. One can only hope that surly pacemaker guy is actually part of the other half who are engaged in their work.
Until you understand who is putting in a full and smart effort each day – from producing pacemakers to driving Disney’s Jungle Boat (you try telling the same dumb jokes twenty times a day) – you don’t know where to focus your leadership attention. Who is fully engaged, but not in serving their customers – instead, they’re engaged in serving themselves? Consider the artists who design shampoo and conditioner labels. They work hard to produce a product that will win all kinds of art awards. Of course, that means they use small, grey fonts (they’re considered artsy and all the rage). Now, nobody over fifty who has the temerity to remove their glasses before entering the shower, can see the labels. Oh well, it’s just shampoo and conditioner. But what if the stakes were higher?
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In 2014, we published MAGIC: Five Keys to Unlock the Power of Employee Engagement. It was a popular and successful book about our five-part approach to creating engagement in any organization, which goes by the acronym MAGIC:
In that book, we wrote a great deal about the theory and methodology of employee engagement. While it was important to establish the way in which engagement can be fostered within organizations, we also realized that for our next book we needed to take readers to a different level: We needed to tell them how to create MAGIC within their companies, schools, hospitals, or nonprofits.
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