Employee Experience Management

Employee Experience Management (EEM) is conceptualized by Abhari as an approach to deliver excellent experience to employees, which leads to the positive customer experience by emphasizing on their experiential needs - like Experiential Marketing for external customers.

Harris (2007) hinted, “It begins at the heart of an organization. It begins with employees who are being the strategy and living the brand”. EEM, same as Internal marketing, is an internal approach by focusing on employees (internal customer) prior to external customers. The notion of EEM comes from the question of how firms make sure that employees create the desirable customer experience, whenever they interact with customers or provide the information and services to them (Schmitt, 2003, p. 219). Alternatively, utilizing employees in delivering brand value promise is remarkable concern in EEM. EEM also goes beyond standard Human Resource Management by rewarding more employee-experience in form of both professional and personal development (Schmitt, 2003, p. 207).

Internal communications, a core principle of delivering EEM and employee engagement is a common characteristic amongst top employers but surprising scarce generally; “feedback is the key to giving employees a sense of where they’re going, but many organizations are remarkably bad at giving it." There are various ways that businesses can engender a culture of regular, open communication. These range from regular (weekly or monthly) departmental team meetings to monthly or quarterly meetings of the entire business. Where having actual meetings is not always possible, due to the nature of the business, shift work or having multiple locations an intranet can allow companywide dialogue. Enclosed corporate social networks allow more interaction between team members who do not physically interact on a regular basis such as telecommuters or teams based in different offices.